LeveragePoint Value Management Blog

Five Questions to Ask When Investing in Pricing Software

Companies are becoming more sophisticated in how they set and manage prices. What is the main driver? The upside profit potential of addressing vast price variability across the business. As companies evaluate different technology and tools for the job, there are fundamental questions worth understanding before making a decision on the right pricing software for your organization. 

When we look at this representative diagram plotting sales and price by customer for a single SKU, it is natural to question what is going on.  Some customers pay significantly more than other customers and sales volume does not seem to be a factor despite having volume-based discounting policies in place.

 

As you look at each data point you may naturally see an opportunity to raise prices on those customers that are not paying what other customers are paying. But asking a customer to pay more is much easier said than done, especially if you can’t articulate why you deserve to get paid a higher price.

Question 1: Can your organization articulate the value of your products and services?

From your customers’ perspective the price of your offer is tied to the value you deliver relative to the competition. Customers buy to achieve an economic result and they make purchasing decisions that will deliver the greatest impact. If Sales has a hard time communicating the economic value of your offerings in order to justify the price, then the only way to close the deal is by discounting. As you evaluate pricing software solutions, seek to understand how the pricing software supports your sales team’s ability to effectively communicate the value of your products and services.

Question 2: Does your organization know how to measure value? 

Most companies struggle with the concept of value and how to measure it. It is far easier to set prices based on a margin goal (cost plus) or based on how the scatter diagram “should” look. But if we agree that, for sales teams to be more effective they must articulate value, then the organization must provide Sales with not only a price level but also the ability to engage in a value discussion with customers. Pricing software must simplify the process of:

• understanding customer needs
• collecting relevant data that shows how your offerings deliver economic results
• establishing the ability to quantify value, in economic terms, of what truly differentiates you in the market

Question 3: How committed is your organization to making value, pricing and sales effectiveness a priority?

For organizations that embark in the journey to make customer value a strategic part of their business they must recognize the need to align the goals of the organization. Pricing software must provide the platform that breaks down siloes by enabling all the different stakeholders involved in creating, communicating and delivering customer value to work together to achieve shared goals. By providing a consistent process and language across the organization, pricing software supports the ability to set better prices and capture more value when negotiating with customers.   

Question 4: Who owns value?

A: Product Management

B: Marketing

C: Pricing

D: Sales

All of the above! Product managers, marketing teams, pricing teams and ultimately sales teams can work collaboratively to create, communicate and capture value.  Understanding what truly differentiates you in the market means that you now have the ammo to win a price negotiation, shorten sales cycles, and capture wider margins. Seek to understand how pricing solutions support the needs of a diverse group of stakeholders.

 Question 5: How long does it take implement a pricing software solution that addresses my needs?

Traditional approaches for implementing pricing software require heavy IT involvement, painful data clean up, and endless hours devoted to configuration, customization, and integration. It can easily take over a year to start seeing results from this effort. Once you actually start using the software you may realize that market conditions have changed, new requirements pop up, and costly system upgrades are needed to achieve the expected results. To reduce risk, look for pricing solutions that can be deployed quickly and can deliver measurable business impact within weeks.  Recently, many organizations are changing their approach to software by subscribing to the service rather than to buying premise based solutions. With only an internet connection and good training, your organization can start the journey toward understanding and communicating your competitive advantage.

Pricing Myths: Alive and Kicking!

Guest Post by Stephan Liozu

For the past ten years, practitioner’s published literature have highlighted the existence of numerous pricing myths. Many of them have disappeared with the modernization and professionalization of the pricing function in firms. Pricing has come a long way with the emergence of pricing software, modern pricing strategies and many excellent pricing books. Marketers and pricers learn and apply these new tools and concepts and myths slowly disappear. However new myths pop up in conversations and pricing practice and we thought it might a good topic of a discussion on the Professional Pricing Society Linked In group. Here are ten of the latest and most pernicious pricing myths representing the voice of some pricing professionals.

“Myth: premium pricing is value-based pricing. Many firms based their pricing at competition+% estimating that they can get a premium for their value. They claim to be doing value-based pricing. Premium pricing is not value-based. It is a competition-based pricing strategy that does not measure and fully capture customer value.” CEO of mid-sized manufacturing company.

“Myth: the pricing team is the "sales prevention dept". The reality is: pricers try to help capture sales opportunities, as well as maximize profits!” Pricing Practitioner with a Long Career in Pricing Management and Consulting.

“Myth: pricing optimization and value-based pricing depend on heavy involvement with consultants. Most companies can implement SaaS pricing software using their own people with minimal support from external parties. One needs to leverage and organize the knowledge you already have at product development, marketing, operations, finance and especially sales.” CEO of a Value-based Pricing Software Firm.

“Myth: I have to fix my price-delivery processes before I can improve my price-point quality. This is like saying, "I have to fix my plumbing leaks before I remove the lead in the water...". Nonsense -- bad prices are toxic to your business and can/should be resolved right away. The profit lifts that come from fixing your price-point quality are a great source of funding for that eventual price-delivery project, by the way.” Director of Pricing Excellence at a Pricing Optimization Software Firm.

“Myth: price elasticity and demand curves can be easily applied to B2B markets. Fact: buying process is sufficiently complex, customer experience/ user sophistication levels with B2B products can vary greatly and downstream customer derived demand exists such that applying these concepts is problematic.” Vice President of Pricing & Analytics at a SaaS Clinical Development Solution.

“Myth: customer willingness to pay (WTP) should drive pricing. Customers don't know what's the right price is. Rather the focus should be on how to make customer believe (or willing to pay) the price you are demanding.” Pricing Thought Leader.

“Myth: what I am doing with spreadsheets and pricing databases is good enough. Most companies are not motivated to do anything because they think they already have their markets figured out as well as they can...concepts like value-based pricing, pricing optimization or improving price execution escape them. How many of us have spent hours convincing our prospects, customers, or internal teams that we can do pricing better than it is being done right now?” Marketing Executive in a Pricing Software Optimization Firm.

“Myth: in pricing, you need copious amounts of "good" data. This is not the case! With small amounts of data and value based approaches any company can get started today. The hardest part for them is the leap of faith into a pricing initiative”. CEO and Founder Pricing Consultancy.

“Myth: “the market became a commodity market. The customer tells us the price. We can not increase our price". Have you never heard these sentences? Of course, few customers wake up wanting to pay a higher price but most do seek value. It's the firm's responsibility to frame and deliver the value proposition and the pricing mechanism to capture this value.” – Financial Controller in Charge of Pricing for a Large European Service Firm.

“Myth: pricing and conditions should be complex. Pricing is all about making the complex simple. If your prices are not fair, transparent and easy to communicate, you don't have a pricing strategy. Pricing research must allow you to reduce complexity and gain in understanding of common behaviors.” Pricing Expert and Marketing Professor.

These represent a snapshot of all entries that were posted on the Professional Pricing Society Linked In group. We received over fifty entries. Many of them highlighted myths that were well known to the pricing profession and reported many times in pricing publications. We decided to select ten of them that were related to technology, data and modern pricing approaches. Pricing is evolving rapidly with an increase use of software and the emergence of pricing analytics from “big” data. We hope that by publicizing these myths, we can generate conversation at the profession level. Join the conversation!

Stephan Liozu is President & CEO of Ardex America Inc (www.ardexamericas.com), an innovative and high-performance building-materials company located in Pittsburgh, PA. He is also a PhD candidate in Management at Case Western Reserve University and can be reached at [email protected].

 

Ask the Expert, Follow-Up on April Webinar, Part II - Pricing Negotiation

In our April webinar, Jim Geisman, Founder and Principal of Software Pricing Partners, talked with us about how the nuances of complex sales negotiations and ideas that can save you valuable time, money and aggravation. Click here to watch the recording or to download a copy of the slide deck and here to read part 1.

This is part two in a two-part series in which we review some of the questions which came from the audience. In the first installment, we focused on the general negotiation tips. Now, Jim addresses questions related to the negotiation of price.

 

Q: I often find myself competing on price when the competition offers a similar service for 1/2 the price. This is very difficult to negotiate against, and when the ultimate decision comes down to price, I often lose the deal.

Jim: I think the key is how your service really compares to the competition. If you often lose, look at the times you win and see if there is a pattern. There may be certain customers that appreciate your differences relative to your competition. Otherwise, if your service is similar but not identical, you might be able to emphasize the value of the dissimilarities or you may be able to strip things out to make your service more similar and charge a lower price.

 

Q: I understand you don't want to begin the negotiation too early. But how do you delay the price discussion early in the dialogue so that it allows you to differentiate?

Jim: Price levels are important at two stages of a sale: first, getting a ballpark figure to qualify a vendor; and then at the end, when the field has been narrowed to a couple of qualified vendors. When the prospect asks for a price early on, give them a range and tell them what determines the spread. If your offering is in the ballpark and the prospect continues the discussion, you then have an opening to differentiate your offering.

 

Q: We have not lost a sale against a direct competitor that we have submitted a formal quote to. Does this mean we charge too little, although we are far more expensive (1.5-2x that of our competitors)?

Jim: This is strange... Winning every deal despite a premium of 50-100%. First I would make sure that your knowledge of the competition is accurate. If so, I would figure out why customers are willing to pay the premium. You may be more reliable, produce more or higher quality results but you ought to find out what is going on. You may uncover reasons as part of a post-deal customer satisfaction survey or as part of a broader research effort of which pricing is just a part. This is really suspicious and I suggest finding out why this happens – carefully.

Q: How does one determine price when the value to the customer (based on risk) is anything from $1K to $100M?

Jim: Given the wide range of value, it sounds like you may have a segmentation issue. The wide range is often caused by a "spray and pray" sales and marketing effort. If you do serve a wide range of customer needs, consider re-packaging the offering so a lower price point is available to the folks that get lower value from your offering. It sounds like this is a time when one price does not fit all, a pretty common problem.

Value is the most powerful pricing optimization lever!

Companies invest in pricing software for many reasons, but one of the most common is the desire to optimize prices at a granular level, and charging the “right price” for each customer. But what is the right price, and how can one know one has firstly set that price, and then actually captured it in the sales negotiation?

At LeveragePoint we tackle this critical business challenge using value-based pricing and sales. We say “pricing and sales” because in most B2B transactions the actual price is negotiated by sales with the customer. Value-based pricing uses insight into the economic value of your offer for a specific customer (or segment) relative to the next best competitive alternative. Each of these components are critical and without each of them you cannot do value-based pricing.

• Economic Value: How does you solution give your customer an economic benefit, measured in dollars, relative to the alternative. B2B sales are economic sales.
• Specific Customer: Your customer cares about its own business, and you have to be able to create Unique Value Propositions that the customer finds relevant and credible
• Relative to Alternative: Your customer always has a choice, and the market sets the price of this alternative. You cannot ignore the market just because you are focused on the customer.

Some pricing software tries to estimate Willingness to Pay from transactional data and use this as a proxy for value. Understanding WTP can be a useful diagnostic. If you have apparently similar customers that are paying different prices it is important to know this and to understand why. But it is NOT a proxy for value. It is quite possible that similar customers are charged different prices because they receive different value. No transactional pricing system contains the data to answer this question for you. You have to use a value model to do that.

And once you have identified customers that should be paying more, because they are receiving differentiated value and they are paying less than other similar companies, you need to support your sales force in winning this higher price. Just telling them that your pricing software has found that this customer should have a higher “willingness to pay” does not help your sales people or give them the tools they need to negotiate a higher price. But value-based pricing does. It provides sales with the three or four critical value messages that explain how your solution is superior, in dollar terms, to your competitor. That is something sales people can use!

 

Ask the Expert, Follow-Up on March Webinar, Part II

In our March webinar, Stephan Liozu, CEO of Ardex Americas, talked with us about how his mid-sized manufacturing company transitioned from a cost-based to a value-based pricing strategy. Click here to watch the recording or to download a copy of the slide deck. This is part two in a two-part series in which we review some of the questions which came from the audience.

Q: Can you clarify your definition of “dollarization”?

Stephan: There's a book called The Dollarization Discipline by Jeff Fox (found here on Amazon), which I give to every distributor and contractor that visits us. Dollarization is the monetization of differential value. So if you look at the EVE, the Economic Value Estimation, you dollarize or monetize the differential value. You take the value driver, measure your differential value, and then transfer that into the next step of the EVE. (Note: see here for more information about the EVE process, pioneered by Tom Nagle and John Hogan in their ground-breaking book, The Strategy and Tactics and Tactics of Pricing.)

Q: How are you measuring your success? What's the ROI that you've received? What are the different KPIs that you've used, other than ROI, to determine whether you're moving in the right direction?

Stephan: The number one success factor is the transparency of our pricing strategy, in terms of customer complaints about not understanding our pricing models. Selling the value story and making it very clear why a customer pays a specific price creates satisfaction with that price. It builds credibility with your customers as well. If you look at the tangible measurement, because it's a pragmatic internalization of value-based pricing, we can measure incremental pricing with pilot programs. The way we used to do pricing, and the way we do it today, is completely different. Sometimes our prices are lower, but most of the time our prices are higher. That incremental price capture can be measured as incremental ROI. I would recommend reading my blog post on the LeveragePoint blog and in the Professional Pricing Society journal for more on this. It's important to sell this program internally to your management, and have a value-tracking mechanism (incremental profit, incremental innovation power, pricing satisfaction, etc.) specifically for value-based pricing expenses.

Q: You talked a little about how customers and the channel are responding to your transformation, but how is your competition responding?

Stephan: We are the price leader in the market. We are not always the highest priced, but are usually the first to market for price increases and price management. We do an excellent job with value management, as we do face some cost-cutting competitors and some price-followers. But it is very dynamic. We are still going through a recession in the construction industry in the US. The bottom line is that our competitors make their decisions independently on whether to attack us. I don't think any changes are related to us being more value oriented, it’s simply how they run their business. For Ardex, we focus on bringing to market innovative products that are priced at the right level based on the value drivers and value propositions. We do value maps which are very dynamic, and sometimes we are forced to respond and adapt a specific pricing program. But because we dollarize every single product, we know the thresholds. The LeveragePoint platform and the dollarization process help you react in a more intelligent manner. You know exactly what competition is doing, and whether you are willing to follow or not, and how much you are willing to give back. It creates a more scientific process internally for you to respond.

Webinar - The Right Path to Pricing Maturity with George Cressman

Our first webinar for 2012 was with George Cressman, a man who has made many contributions to pricing best practices. His theme was "the right path to pricing maturity." George defines pricing maturity as "the ability to actively manage price realization to achieve above average industry profitability." You can listen to the webinar and request a download of the slides here.

A quick look at some of the key ideas in this webinar. Pricing maturity grows along two axes: Growing Profitability and Increasing Managerial Control.

 An organization striving for pricing excellence needs to go through the four stages in order.

1. Manage Price Discrepancies
2. Manage the Pricing Process
3. Manage Value Delivery
4. Manage Pricing Linkages

The end goal is to

1. Align the entire organization around value delivery
2. Integrate value-delivery processes across the firm
3. Build customer and competitor intelligence systems

LeveragePoint is building its platform for value-based pricing to help companies move through these stages quickly and to scale the value-based approach across the organization.

Our next webinar is Wednesday February 29 on the timely theme "Surviving the Recession to Perish in the Recovery." Register here.

 

LeveragePoint Here and There in the Year of the Dragon

The Year of the Dragon has gotten off to a good start for LeveragePoint. We have added three customers already this month and our first release for the year went out ahead of schedule last Sunday (we use an agile software development process with monthly releases). Today we have our first webinar of the year, with pricing industry thought leader George Cressman, who will be talking about "The Right Path to Pricing Maturity" (a recording of the webinar will be posted on the resources section of our website next week if you miss it.

LeveragePoint's Director of Professional Services, Roberto Rivera, has an article in the Professional Pricing Society's The Pricing Advisor "Linking Price and Value to Expand Share and Capture Profits." Roberto has great insight into how our customers are driving value from our software. 

We have also been contributing posts to other blogs. On Monday we had an invited contribution on Gerhard Gschwandtner's hugely popular Selling Power blog. This is important to us as we believe that linking pricing to sales is a key to a successful value-based pricing program (the other key is to build value-based pricing into product and service development). Gerhard titled our post "Pricing Optimization in a B2B World: Value-Based Pricing Come of Age for Sales."

Then on Tuesday we had a guest post on the Pricing Leadership blog hosted by Pros, a leading maker of pricing management systems (many of our largest clients complement our value-based pricing platform with a pricing management system). In this post "Can Pricing Excellence Contribute to Revitalizing the Economy" we asked 'What is pricing excellence?" and 'If it were more widespread how would it impact the economy?'.

Meanwhile, Predrag 'PJ' Jakovljevic at TEC Center has continued his coverage of the pricing software sector with a post on LeveragePoint "LeveragePoint Adds Value to B2B Pricing - Part 1". PJ followed this up with "Two Vendor Execs Discuss the Current B2B Pricing Market (and its Future)" an interview with Pros Pricing CMO Tim Girgenti and LeveragePoint CEO Steven Forth (this link may require registration with TEC Center).

Celebrating the Chinese New Year, LeveragePoint wishes everyone a great Year of the Dragon!

How Will Pricing Impact Business in 2012?

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HAPPY NEW YEAR

May all prosper in creating value and capturing price in 2012

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What a wild year - an earthquake and tsunami in Japan, the Arab Spring, economic turmoil in Europe, fiscal uncertainty in the US, and the normal (the new normal) fluctuations in commodities prices. Combine all these with ongoing globalization and increasing competition within and even across industries and you have the recipe for a challenging year. But challenge brings its own opportunities, and for those of us involved in pricing a window is opening for us to have a much larger and a more positive impact on business.

At LeveragePoint we believe that understanding ones customers and providing them with differentiated value is at the heart of business. But this is only sustainable when companies capture part of the value they create back into price. Companies that fail to capture price cannot continue to innovate and will be forced down into a downward spiral of commoditization and price erosion. In most cases, they will not be the low cost provider, and will desperately cut costs, outsource, and stress supply chains as they try to compete. In the end, not even the customer wins, as suppliers offer commoditized, low quality products, that come up short on innovation and even shorter on value.

Pricing expertise, especially value-based pricing, can help to turn this around. Value-based pricing forces one to focus on the customer and consider the competitor when designing offers, setting prices and communicating prices in sales conversations. It provides a common framework for product development, marketing, operations, finance and sales to come together around the value provided to the customer. Widely adopted, it will help whole industries become more differentiated and create wealth for all. 

Why will pricing matter to business in 2012? LeveragePoint reached out to its community and asked for their thoughts on 2012.

    "Today more and more firms realize that they cannot cut their way to prosperity and that their growth potential have been severely reduced due to the continued recessionary trends. Business are looking at their business models and re-inventing their value propositions in order to generate customer excitement, boost value creation programs, and capture value through value-based pricing. This trend towards value begs the question of who is in charge of value management processes and programs in firms and how they design and implement comprehensive systematic long term value initiatives. There has never been a better time to focus on the topic of business and customer value. Who manages value in your organization?"

Stephan Liozu is President & CEO of Ardex America Inc (www.ardex.com), an innovative and high-performance building-materials company located in Pittsburgh, PA. He is also a PhD candidate in Management at Case Western Reserve University and can be reached at [email protected].

    "Larger impact of pricing:  Many companies have invested in systems, people, process and tools to improve transactional price management over the past decade.  It certainly has an impact and many companies still need to make the investment in better transactional price management.  However, in B2B, I think the next frontier is investing in making pricing/value better connected to the sales force and using value as a tool for sales enablement and improving sale force effectiveness.

 

    Larger impact on society:  Pricing organizations that are well grounded in value and integrated into the R&D functions of their businesses can help make sure that their companies are making the right R&D choices and investing in new solutions that create real value for customers.  In a way, pricing can help improve the use of precious R&D resources and help create real value for customers."

Chris Provines is a pricing thought leader and executive at a leading medical devices company.

    "I monitor current thought leadership in sales and marketing.  Value selling and value pricing processes are growing in stature in current best practises.  In retail, erosion of brand loyalty is steady due to the market demands and the promotion of house brands. In this case, market leaders who do not address product value through the buying cycle will continue to struggle.  In B2B sales, customers are having to do more with fewer resources. Valued products which are growing in market share assist in top and bottom line growth but also address the demands of speed.  In both these markets, companies that address the value component are stable and growing despite market conditions. Since we predict three to five more years of these conditions, products like Leveragepoint which help companies determine their product value are becoming essential to survival."

Reg Nordman is Managing Partner, Rocket Builders (www.rocketbuilders.com) and focuses on sales strategy and sales effectiveness.

    "Understanding price captured in deals closed get a sharper read on how much value Reps are managing to uncover + monetize thru their sales efforts. Equate this to the time and effort it’s taking Reps to close at those prices and we’re on our way to uncovering the margin-generating capabilities of Reps and the costs (in Sales Reps’ time and effort) it’s taking to achieve those margins. In 2012, pricing offers the potential for an important new take on how we define ‘sales productivity’.

Simply put [prices achieved] + [uncovered value drivers] + [the time and effort invested to achieve these outcomes] = [potential to uncover new best practices in generating margins + profits] = [a new read on sales productivity]."

John Cousineau is President, innovativeinfo.com [makers of Amacus.net]. His focus is informed innovations in B2B sales productivity.

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The LeveragePoint team looks forward to working with our customers and partners to build a richer and more diverse economy for all in 2012.

LinkedIn Poll - What is the best place to look for new pricing talent?

Another of our simple LinkedIn polls. These polls are meant to provoke discussion amongst people interested in pricing and its strategic connections to product management, marketing, sales and finance. They are not meant to be authoritative. We are always looking for new themes, so please send your ideas to [email protected].

This month's theme is the search for talent. Pricing is emerging as the critical business issues for many companies. Companies that lack good pricing capabilities, one will not reap the rewards of innovation, will struggle to deal with changing commodities costs, and will leave themselves open to competitors able to execute a pricing strategy. The 1% solution is an old saw in the pricing community (see Figure 1: The Impact of a 1% Change), but it is even more important to execute on pricing in the current environment where the economic environment makes it difficult to execute on top-line growth and costs have already been pared down as far as possible.

Pricing requires a software platform in order to execute effectively, but it also needs good people. Many companies are trying to grow their pricing teams and are looking for new talent. So the questions becomes, where to look and what kind of people to look for, as there are not a lot of well-trained pricing people and we need to grow the talent pool.

Of course the best place to begin a search is the Professional Pricing Society and its LinkedIn Group. And there are now business schools such as the Simon Graduate School of Business at the University of Rochester in New York State. But many companies will begin by looking inside for people that can be groomed for pricing leadership, so where should they look?

This was the question asked in out most recent LinkedIn poll. The poll is still open and you can participate here and view the results. Be sure to read through the comments! The results as of Friday November 11 are shown in Figure 2: Interim Results for "What is the best place to look for new pricing talent?

 

The most popular answer so far is Marketing at 40%. The Sale and Sales Operations answers combined for 34%. People looking for people with more quantitative skills split their votes between Finance and MBAs for 27%. Reading through the comments suggests that the real answer is that "Pricing Requires a Cross-Functional Team." One needs strong quantitative and analytical skills to make good pricing decisions, but one also needs to be able to use this quantitative insight to make market decisions and to communicate those decisions in the market. But in B2B, sales plays a critical role in actually negotiating can capturing prices and sales often has some of the best insight into customers and competition. A good pricing team will bring together people with understanding in all of these areas. At LeveragePoint we have taken this into account in designing our Software as a Service (SaaS) pricing platform. We provide explicit support for people who like to get into the data, for strategic decision making, for crafting messages about the value proposition, and for sales to use unique value propositions with each customer.

 

Differentiated Value is More Than Just a Number!

We sometimes think of differeniated value as a number, the dollar amount by which our solution is superior to that of our competitor. There are even software applications that claim to be able to determine the 'willingness to pay' of a customer or segment based on analysis of historical data. But is anything that simple really usable by sales when it comes to negotiating a price with the customer?

Imagine a sales person who is told that a certain customer should be willing to pay an extra 5% based on historical data. That can help to give sales a goal, but can the sales person tell the customer "Our software tells me that you should be willing to pay more, so come on." That conversation is not likely to get very far, espcially with procurement, which likely has its own data analyzing pricing and cost trends.

For value-based pricing to really work, sales has to be able to provide the customer with its unique value proposition.This is the differentiated value, the amount by wihch one solution is superior to another. But differentiated value is not a simple number. It is a composite, comprised of individual value drivers, the message that each value driver gives the customer, a formula and data used to quantify the value driver, and a way to get back to the evidence on which the claim is based.

Simple claims about willingess to pay, differentiated value, or even ROI and TCO (total cost of ownership) are not enough to help sales. Sales needs to get specific, for each customer, on  the unique value proposition. They need to know how your solution has a comparative advantage over the next best competitive alternative (which defines the reference value). And they have to be able to have a conversation with the customer on value. This is what LeveragePoint supports. Our platform covers the end-to-end process of creating value in product development, communicating value through specific, evidence-based value messages and then supporting sales in its conversations with customers.

• Learn about the LeveragePoint Solution for Value-Based Pricing
• See Sales Using Value-Based Pricing on an iPad