In recent weeks, as many publicly traded manufacturing companies announced their quarterly projections, results have been mixed. Whereas General Electric expects an increase in earnings despite stagnating sales, others like U.S. Steel and Kennametal expect large hits to profitability, unable to overcome missed sales targets.
And a lot can be read from the numbers by comparing top performers to those losing out.
It is easy to see why these companies performed so differently when you take a
Here is a very unique scenario. You are in the middle of building your value model for a new product or service and you realize you have a dozen potential drivers of positive differentiation you can choose from. This is great problem to have but it can create some issue with how to select the most appropriate value drivers for your value model.
It is typically recommended to use a maximum of three to five drivers for a specific value model. So how to pick three or five from a list of twelve val
How much ROI do you capture from your product innovations? Turns out that most companies have a poor track record of capturing their fair share of the differential economic value they provide to customers.
In this month’s webinar, “Maximizing ROI In Product Development”, Dr. Stephan Liozu shared best practices for integrating ROI into new product development (NPD) processes like Stage Gate. According to Dr. Liozu, it is absolutely essential to estimate the amount of economic value your new produ
New product development has been identified by industry leaders as the most important opportunity for capturing value and maximizing profit. The overall objective is to arrive at an appropriate launch price that truly reflects the fair share of the differential value created for the customer. Otherwise, the launch will fail to meet its financial targets. To accomplish this difficult task, product development must adopt an approach that incorporates a value-based strategy, taps into the enterpris
In a LeveragePoint webinar, Improving the Value Proposition for New Products, Dick Braun described Parker Hannifin's WinStrategy, which transformed the company into a top-tier financial performer in the manufacturing industry. Key to its success was elevating strategic pricing as a corporate initiative taken seriously from the CEO on down. This case study recaps some of the key points from Dick's presentation; click here to view the full recording.
Based in Cleveland, Parker Hannifin is a $12B+
One of ARDEX Americas' marketing priorities is to measure differential economic value versus the competition by conducting systematic quantification of value drivers for its products and services. LeveragePoint, a cloud-based software solution for value-based pricing was recently rolled out to the marketing team, the national specifications team, and the sales leadership team following a successful pilot program that began early in 2012.
"Pricing is an important process for capturing value in t
2011 Promises to be like 2010 only more so!More competition, more innovation, more price pressure.
2010 reinforced the importance of being able to compete on differentiated value. Most of our customers found that their markets got more competitive, with new competitotrs entering, new solutions emerging and continued price pressure. While some companies responded by ad-hoc discounting and price cutting, the more compelling response was to create, communicate and then capture differentiated value.