Resource Search

Results: 245

The EPP Expert Board members read - and select - for you the ‘must’ read books, articles and whitepapers for pricing practitioners.  
EPP Connect&More is another great source for pricing professionals, managed by a team of industry contributors. 
* Sign-up to receive the free monthly EPP Connect&More : here
* Some content in the EPP Content database is reserved for EPP Members only ;  sign-up : here


The Aftermarket in the Automotive Industry

The automotive  industry is experiencing  significant changes  in global market  volumes, with  flat  sales in Western  Eu rope   and  increasing importance of the  emerging markets of Eastern  Europe, Russia,  China  and India. Th is growing importance includes not only  new car  sales  , but also the  aftermarket.
 
  • Author(s): CapGemini
  • Uploaded on: 17/08/2017
  • Content Type: Articles

Customer value-based pricing strategies:why companies resist

The increasing endorsement of customer value-based strategies among academics and practitioners is based on a general recognition that the keys to sustained profitability lie in the essential features of customer value-based pricing, including understanding the sources of value for customers; designing products, services, and solutions that meet customers’ needs; setting prices as a function of value; and implementing consistent pricing policies.  But their is resistence...
 
  • Author(s): Andreas Hinterhuber is a partner of Hinterhuber & Partners, a consultancy in strategy, pricing, and leadership.
  • Uploaded on: 17/08/2017
  • Content Type: Articles

The Role of Price and Cost in Driving High Performance in a Volatile Global Economy

During the most recent recession, companies experienced what has become standard operating procedure in downturns: a rush to slash costs in response to a dramatic slowdown in demand. Today, while the economy still is characterized by volatility, improving economic conditions in many parts of the world have companies once again considering growth (although cost reduction certainly has not left the executive suite’s agenda). Thus, the question becomes: How can companies reignite growth in a time of uneven demand while continuing to make intelligent, and appropriate, reductions in cost to strengthen profitability
  • Author(s): Accenture
  • Uploaded on: 17/08/2017
  • Content Type: Articles

The Power of Pricing

Transaction pricing is the key to surviving the current downturn—and to flourishing when conditions improve.
  • Author(s): Michael V. Marn, Eric V. Roegner, and Craig C. Zawada - are principals in McKinsey’s Cleveland office,
  • Uploaded on: 17/08/2017
  • Content Type: Articles

The New “Low Cost”

Multinational companies cannot avoid having a robust low-cost strategy. Without one, it will be impossible to compete in emerging markets and to prevail over innovative low-cost challengers in developed ones. Low-cost attackers often hit where it hurts,
rapidly crippling the economics of more traditional business models.
  • Author(s): Nicolas Kachaner is a senior partner and managing director in the Paris office of The Boston ConsultingGroup. and Zhenya Lindgardt is a partner and managing director in the firm’s New York office, and David Michael is a senior partner and managing director in BCG’s Beijing office.
  • Uploaded on: 17/08/2017
  • Content Type: Articles

Stop Reacting to Buyers’ Price Expectations; Manage Them

Expectations drive behavior and nowhere more so than when setting prices. A customer’s decision to buy something at the offered price, or not, depends upon more than the tradeoff between benefits and price. It also depends on customers’ expectations, and their experience answeringthis question: how might our behavior influence the prices we have to pay?
  • Author(s): Thomas T. Nagle, Joseph Zale and John Hogan - Monitor Group  
  • Uploaded on: 17/08/2017
  • Content Type: Articles

Profiting from Proliferation

Today many companies must juggle hundreds of thousands or even millions of price points. Traditional approaches for managing prices are inadequate in an environment of such complexity—so companies need a new operating model if they are to set prices effectively. Critical priorities include creating better visibility into pricing performance, and establishing a common system for pricing across brands, channels, and segments  Companies also must strive to maintain an organizational balance between centralization and decentralization.   An interview with the president of the Novartis Foundation for Sustainable Development Profiting from Proliferation
  • Author(s): Kevin Bright, Dieter Kiewell and Andy Kincheloe are members of McKinsey’s global marketing and sales practice in the Atlanta office.
  • Uploaded on: 17/08/2017
  • Content Type: Articles

Price Optimization and CPQ

CPQ systems expand upon traditional sales configurators by addressing operational concerns around ensuring the integrity of sales proposal, quoting and ordering processes.
 
  • Author(s): Michael Dunne 
  • Uploaded on: 17/08/2017
  • Content Type: Articles

Effective strategies for combating reverse auctions

The common perception among selling organisations is that reverse auctions commoditise their offering, destroy established relationships and focus single-mindedly on price. And who can be surprised with this mindset, when the vice president of supplier management in a Fortune 10 technology firm has publicly observed: “There is no reason suppliers should like reverse auctions. It is a tool that is designed to transfer margins from them to me.”Finally, when participating, suppliers can get into a bidding war that drives prices down below their bottom line, as the desperation of the ‘herd mentality’ takes over. The sales director of an industrial product distributor explains: “It was one of the most frightening experiences I have ever had. I went in with a limit, was soon bidding far below it and realised I had lost control.”  
  • Author(s): Huthwaite International
  • Uploaded on: 17/08/2017
  • Content Type: Articles

Paying the Price for Recession

Pricing trends during the recession and implications for future strategy 
  • Author(s): Martin Scott - Partner, Head of Operational Strategy Group - Performance & Technology KPMG LLP (UK)
  • Uploaded on: 17/08/2017
  • Content Type: Articles