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Pricing continues to make inroads in both large organizations and mid-sized companies.  It’s good we’ve left the time when pricing was hidden under finance or totally ignored in Fortune 500 companies. Thanks to the help from the Professional Pricing Society, from pricing optimization software companies such as PROS and from consulting firms, we see more and more companies embrace  pricing as a science. 

Despite this good news, we know thousands of companies, entire industries and armies of managers still  ignore pricing as a  profitability lever t and  a full-fledged element of the marketing mix. Our research shows that most of these are mid-market companies.  But what exactly  is in the mid-sized market? How do you define it? What are the specific pricing needs of these companies?

A recent study by University of South Florida reported the vast opportunity for pricing in the small- and mid-sized market (see chart below). There are more than 350,000 companies listed in this category, and chances are that pricing is under-represented, under-utilized and  neglected. Our 2010 qualitative research with 15 small and medium industrial firms showed that 11 out of 15 firms didn’t  have a pricing function, didn’t  formally manage;  and applied “bricolage” when dealing with pricing issues.

 

Iin essence, the opportunity  offers both excitement and challenges. The challenge is to  to reach these companies that  haven’t  started a pricing initiative and to convince them -- one by one -- to embark on the pricing revolution. The real challenge is somewhere else though. These companies  do have a very different set of needs. It requires a different sales technique than a traditional enterprise sales approach.  They  respond to different  factors and  display unique buying behaviors.

In the mind map below, we list eight of these unique needs. Some  are standard and could be applied to larger firms as well: Collaborative, focused, flexible and responsive. Other  are rather specific to the nature of these firms. Let’s  take a look.

 

A critical element of the pricing offering to mid-sized companies is  scalability. Because of their size  -- or whether they’re divisions or stand-alone companies --  they may  prefer to implement pricing solutions in modules or “chunks” and  welcome a scalable offering. Scalability also means a cost spread  over a potentially longer period of time, thus avoiding a  one-time profit impact that includes operational expenses and depreciations. A scalable pricing solution  might be required for  availability on-demand when the business and its people are ready: on-demand analytics, on-demand training, on-demand support. 

A second critical element is the virtual dimension of the offering. To avoid large implementations, mid-sized firms may  prefer cloud-based software using a SaaS platform. Recent successes by SaaS-based software companies indicate  the future of pricing may also be in this growing technology segment. Virtual means therefore web-based, easy-to-use, and without the requirement of  a massive implementation with potentially expensive consultants. Last but not least, the pricing solution  needs to be right-sized. The scale and scope of these offerings should  be realistic, stripped of unnecessary fixed costs and demonstrating  a real impact to mid-sized firms’ bottom line. 

Current mid-market pricing software and price consulting offerings  must adapt to the nature and needs of the mid-market.  It is worth the investments in specific methodologies, approaches, technologies and business models. Be bold! Join the pricing revolution and embark on the journey to pricing excellence!

Vernon Lennon is CEO & Founder of Pricing Cloud, a consulting boutique dedicated to “pricing made actionable” for mid-sized companies. He can be reached at vernon.lennon@pricingcloud.com.

Stephan Liozu (www.stephanliozu.com) is the Founder of Value Innoruption Advisors and specializes in disruptive approaches in innovation, pricing and value management.  He earned his PhD in Management from Case Western Reserve University and can be reached at sliozu@case.edu.

 

 

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Pricing continues to make inroads in both large organizations and mid-sized companies.  It’s good we’ve left the time when pricing was hidden under finance or totally ignored in Fortune 500 companies. Thanks to the help from the Professional Pricing Society, from pricing optimization software companies such as PROS and from consulting firms, we see more and more companies embrace  pricing as a science. 

Despite this good news, we know thousands of companies, entire industries and armies of managers still  ignore pricing as a  profitability lever t and  a full-fledged element of the marketing mix. Our research shows that most of these are mid-market companies.  But what exactly  is in the mid-sized market? How do you define it? What are the specific pricing needs of these companies?

A recent study by University of South Florida reported the vast opportunity for pricing in the small- and mid-sized market (see chart below). There are more than 350,000 companies listed in this category, and chances are that pricing is under-represented, under-utilized and  neglected. Our 2010 qualitative research with 15 small and medium industrial firms showed that 11 out of 15 firms didn’t  have a pricing function, didn’t  formally manage;  and applied “bricolage” when dealing with pricing issues.

 

Iin essence, the opportunity  offers both excitement and challenges. The challenge is to  to reach these companies that  haven’t  started a pricing initiative and to convince them -- one by one -- to embark on the pricing revolution. The real challenge is somewhere else though. These companies  do have a very different set of needs. It requires a different sales technique than a traditional enterprise sales approach.  They  respond to different  factors and  display unique buying behaviors.

In the mind map below, we list eight of these unique needs. Some  are standard and could be applied to larger firms as well: Collaborative, focused, flexible and responsive. Other  are rather specific to the nature of these firms. Let’s  take a look.

 

A critical element of the pricing offering to mid-sized companies is  scalability. Because of their size  -- or whether they’re divisions or stand-alone companies --  they may  prefer to implement pricing solutions in modules or “chunks” and  welcome a scalable offering. Scalability also means a cost spread  over a potentially longer period of time, thus avoiding a  one-time profit impact that includes operational expenses and depreciations. A scalable pricing solution  might be required for  availability on-demand when the business and its people are ready: on-demand analytics, on-demand training, on-demand support. 

A second critical element is the virtual dimension of the offering. To avoid large implementations, mid-sized firms may  prefer cloud-based software using a SaaS platform. Recent successes by SaaS-based software companies indicate  the future of pricing may also be in this growing technology segment. Virtual means therefore web-based, easy-to-use, and without the requirement of  a massive implementation with potentially expensive consultants. Last but not least, the pricing solution  needs to be right-sized. The scale and scope of these offerings should  be realistic, stripped of unnecessary fixed costs and demonstrating  a real impact to mid-sized firms’ bottom line. 

Current mid-market pricing software and price consulting offerings  must adapt to the nature and needs of the mid-market.  It is worth the investments in specific methodologies, approaches, technologies and business models. Be bold! Join the pricing revolution and embark on the journey to pricing excellence!

Vernon Lennon is CEO & Founder of Pricing Cloud, a consulting boutique dedicated to “pricing made actionable” for mid-sized companies. He can be reached at vernon.lennon@pricingcloud.com.

 

Stephan Liozu (www.stephanliozu.com) is the Founder of Value Innoruption Advisors and specializes in disruptive approaches in innovation, pricing and value management.  He earned his PhD in Management from Case Western Reserve University and can be reached at sliozu@case.edu.

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Pricing from the cloud is a unique concept. When this concept was created and designed over two years ago, our focus was to bring an innovative and valuable approach to pricing consulting that would create some disruption in the way traditional customer engagements are done. Our approach has resonated since then and we are proudly servicing small and large companies who are in need of pricing excellence but do not wish to go through a traditional engagement format. The figure below highlights the key dimensions of our value proposition.