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In Times of Crisis, Data and Communication Prevent Panic

In Times of Crisis, Data and Communication Prevent Panic

 This Guest Blog Post was written by our Sponsor partners at Zilliant. 

With U.S. jobless claims at an all-time high, hospitals in large cities becoming overwhelmed with COVID-19 cases and supply chains in disarray, a natural human response is to panic. We’re all feeling a mix of uncertainty and fear, two emotions that can lead to rash decisions in our personal lives and in business.

Among B2B companies, the automotive and high-tech industries were hit first and are harbingers of things to come in other sectors. The “Big Three” American automakers have temporarily shut down all factories in the U.S. and more industries are now feeling the sting of supply chain disruptions as March trudges on.

Constant communication with our customers has shown us that the impacts of this pandemic vary depending on the sector. Some industries have seen a collapse in demand, while others are having issues keeping up with demand spikes. Supply is uncertain in many areas. One thing is for sure: everyone is feeling it and facing major change.

“When considering huge, impactful, yet sudden changes, we need to keep in mind: There are lots of other parties – competitors, suppliers, customers – involved when we make decisions, and nothing happens in a vacuum,” Kevin Mitchell, President of Professional Pricing Society, told Zilliant.

“We have to consider how other parties will act, take into account the long-term causes and effects, and avoid short-term overreactions. Change requires consideration and thought, but not panic.”

This crisis reminds us that no company is an island. Open communication and collaboration must be a priority up and down the supply chain.

To that end, Zilliant released a whitepaper that diagnoses the wide scope of supply and demand shocks B2B companies are grappling with and how a measured, data-led response will chart the way forward. 

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Pricing Is NOT An Afterthought -Pt. 1

Pricing Is NOT An Afterthought 1.0Pricing Is NOT An Afterthought Pt. 1 - Leading Strategies For Pricing Early In The Product Development Process 

Original Whitepaper Content written by James Weaver
A leading luxury car maker performing an average of 100 additional safety tests than those performed on a non-luxury car. The company successfully sells the car in the market for $280,000. A well-known online retailer has one of the cheapest and most popular e-readers in the market at $79. What is the commonality between these two firms with wining products at different ends of the pricing spectrum? Both companies have given extensive thought to add value and pricing during the early stage of the product development process. The luxury car maker valued price and customer willingness-to-pay to determine a strong product concept that flows through subsequent phases. The high value proposition in turn helps to command a high price. On the other hand, an early pricing discussion on the e-reader helped the retailer create a robust product concept and a new product strategy-- low-priced products with a built-in feature to generate additional revenue streams by also being a live advertisement platform. Companies that incorporate pricing strategy early on are more likely to maximize the revenue potential and value of their products.
3 Pitfalls That Lead To Pricing Problems Companies typically invest in pricing and value management strategies late in the product development lifecycle, in the period just before the product launch. This trend is drive by three (3) common issues:  1. Incremental Development Mindset:  Many companies believe product development means adding a new feature to an existing product. Incremental development has its place when pricing products, but companies often default to cost-based pricing. Manufacturing cost and incremental customer value generated by the improvement cannot necessarily define the optimal price. 2.   Lack Of Clear Value Positioning When companies think beyond incremental product development, they often feel as though new product pricing is risky and uncertain. How should you price something that has never been sold before? Companies often rely solely upon anecdotes, gut feel and emotion to set price rather than incorporating value analytics. 3.    Limited Understanding Of Pricing Impact There is a general lack of understanding around the importance of the right price for new products. Companies are comfortable making significant changes to a product's price point after launch, once the market's reaction is determined. This inconsistency generates confusion among customers and across the industry as to the true value of an offering . For any business, price is the most powerful profit driver, and pricing mistakes can have long-lasting consequences. Next week (6.17.15): Pricing Is NOT An Afterthought Pt. 2 - Leading Practices In New Product Pricing SUBSCRIBE to The Pricing Authority Blog and NEVER miss a post! Continue reading