Brand, quality or reliability may be key differentiators for B2B companies, yet many organizations do not try to quantify them in tangible monetary terms.The task of quantifying intangible value is doable for any manager will
Recent enhancements to the unit of measurement conversion capability and library feature a significant upgrade to the way information is created, saved, accessed and re-used throughout the product development, pricing, and communication stages.
Enhanced Unit of Measurement Conversion
The unit of measurem
The Fastest Way to Begin Value-based Pricing
Date: Wednesday, September 25, 2013
Time: Noon ET| 11:00 am CT| 9:00 am PT
Presenter: Dr. Stephan Liozu
Who Should Attend: Vice Presidents, Directors, Managers of
Pricing, Product Management, Product Marketing
Experts agree that adopting value-based pricing is a powerful way to improve profits. So, why are companies still using cost-plus or competitive based pricing strategies and not taking advantage of value based pricing?
Join us on Se
In Wednesday's webinar, "Design to Value: Deliver Bigger, Faster, Value-Based Innovations," Bill Poston and Reed Shelger of Kalypso, LeveragePoint's newest strategic alliance partner, joined us to share their latest client case study of a company that transformed its early phase product development process to successfully bring more breakthrough innovations to market. Both answered questions during the interactive Q&A session, recapped below, that concluded the presentation. Some answers fea
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
In our May webinar, "Use Value-Based Design to Drive New Product Success," John Hogan joined us to discuss how value-based design can dramatically improve new product success rates. We received some great questions during the presentation and split them up into a two-part Q&A. Click here to read Part I, and see Part II below, which also included comments from moderator Ed Arnold, VP of Products at LeveragePoint.
Q: What happens in markets where competitors are constantly lowering price?
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 do you quantify the economic value that you provide to customers? Leading B2B companies adopt a value-based pricing strategy, grounded in understanding how you create more value for customers with differentiated products and services. And quantifying tangible value drivers such as reduced inventory costs, or increased revenue through faster time to market can be simple enough, but what about the value drivers that are not as easy to measure? How can you quantify (and justify) the value of r
Leading B2B companies know and understand how to effectively sell the value of their products to customers. Yet selling multiple products or modules together to create complete solutions for the customer presents its own unique set of challenges. In return for giving you, the supplier, all of their business, customers expect a volume discount. But in fact, for many vendors, the ability to offer complete solutions to customers can be an important competitive differentiator. And instead of capturi
Value modeling requires teamwork. Best practices show that this exercise demands the involvement of several functions in the organization: marketing, pricing, sales, finance, innovation, R&D, operations and others when needed. By working together, teams converge to reach consensus on value driver measurement models, the level of driver economic value and the value messages for every stakeholder. Convergence is critical for collaboration between functions and managing the complexity of value