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You’ve probably witnessed some pretty silly things from a pricing perspective, right? Well, it’s time to get it all off your chest!
In the box below, please describe an example of “stupid pricing” that you’ve witnessed in B2B—i.e. strategies that make no sense, decisions with nonsensical rationalizations, and so on. It’s not only cathartic, it’s highly instructive. After all, knowing what NOT to do is more than half the battle.
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Manage Your Customer Mix to Improve Profits
It's natural to assume that you need to raise your prices or lower your costs to improve gross margins. But there's another powerful variable in the equation that can help grow profits.
View This TutorialInfluencing Internal Pricing Negotiations
In B2B, the most costly pricing negotiations often take place within the confines of our own organizations. In this guide, you'll learn the top 10 strategies for negotiating better pricing outcomes with others inside your company.
View This GuideWhere Should the Pricing Function Be Located?
Should Pricing report directly to the CEO? Should it be located in Sales, Marketing, Product, or Finance? While none of these organizational locations is perfect, through our research, we've been able to identify and document some of the common pros and cons associated with each location.
View This ResearchHow Customers Evaluate a Price
Customers aren't as logical in understanding value and assessing a price as you might think. In this guide, Mark Dresdner exposes eight factors that play an important role when a potential customer evaluates your prices.
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Dealing with Pricing Complexity
How To Balance Pricing Sophistication and Ease of Execution
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