Registration Information
First Name
*
First Name is required.
Last Name
*
Last Name is required.
Company
*
Company is required.
Position
*
Position is required.
Email
*
Email is required.
Phone No
*
Email is required.
1
How many customers do you sell to or service?
< 10
11 - 100
101 - 1000
1001 - 5000
> 5000
2
How many products (SKUs) or services do you sell?
<10
11-100
101-1000
1001 - 5000
>5000
3
Are your products configurable?
No
Yes a few permutations available
Yes, several permutations available
Yes, thousands of permutations available
Yes, more than 10K permutations
4
Number of viable competitors
None
1 - 2
3 - 5
6 - 10
> 10
5
Are there differences between your products/ services and your competitors'?
No
Yes slight differences
Significant physical or usage differences
6
What % of sales are spot buys as opposed to repeat buys?
0
1 - 10
11 - 25
26 - 50
51 - 100
7
Do customers use group purchasing organizations or co-ops to negotiate on their behalf?
No
Occasionally
Yes, for about half the business
Yes for most of the business
8
Which sales channels do you use?
Distributors/ dealers
Direct sales team
Direct inside sales and outside sales
Separate corporate accounts, plus inside & outside sales
All of the above
9
Number of direct sales people in your company
< 5
6 - 25
26 - 50
51 - 100
> 100
10
Do all sales people know & understand the value proposition and which markets to emphasize?
We haven't articulated a value proposition
Some sales reps understand, but most do not
Most sales reps are aligned
All sales reps are aligned
11
Has your company established priorities for market share and growth
Sr. Management has never told us
Market share is the priority
Profit growth is the priority
They are equally important
12
Is your company a pricing leader or follower?
Follower
Leader
Varies by product & market
Unsure
13
Who has authority to set prices?
Price lists are set and there is no deviation
All requests for deviation from price list must be approved centrally
Sales reps have limited authority to offer discounts
Sales reps have authority to discount, within wide limits
Sales reps have complete authority and customer service reps can change prices
14
Do you have a dedicated pricing team, either for each business unit or the entire organization?
No
Yes
15
Have sales reps participated in negotiations and value selling training?
No
Yes negotiations training
Yes value selling training
Yes, both
16
How are sales commissions determined?
Flat salary, no commission
Commission based on sales volume
Commission based on margin $
Commission based on sales and margin $ vs. plan
Commission on sales, margin $, and price level
17
Is senior management committed to improving your organizations pricing capability and price levels?
No, pricing capability is never discussed
Yes, it occasionally comes up in their comments & presentations
Yes, pricing capability and strategy are regularly discussed with senior management
18
Do you have list prices for your products/ services?
No
Yes
19
How are list prices set
There is no list price
Cost plus a margin
Last year's price plus inflation
Competitor price plus/ minus
Value estimation model by segment
20
Do you segment your customers and differentiate prices according to value?
There is no difference in value between customers
We do not segment customers
Customers are segmented but prices are not related to segments
Yes customers are segmented and prices vary by segment
21
How often do you discount or give away services such as freight, installation, consignment inventory, customization, etc?
Never
Seldom
Sometimes
Frequently
22
How are prices expressed to customers?
List price only
List price less a discount
Fixed $ price for each item
Formula using external benchmark plus a markup
All of the above
23
Do you provide target prices or pricing guidance to sales reps?
No
List price is the guide
Yes. Price floors by category
Yes, customer-level margin targets
Yes. Customer-specific targets
24
Are there rules & processes to limit and manage deviations from target prices?
No
We do not allow anyone to sell below cost
Manager approval is needed below certain thresholds
Yes, escalating levels of approval are required as the discount from target increases
25
Do you measure the amount of price change that occurs?
No
Yes. ASP by product category
Yes. ASP by product
Yes. ASP by customer and product
26
Do you measure the impact of price changes on volume and profitability?
No
Occasionally
Monthly or quarterly
27
Do you measure customer-specifc price sensitivity?
No
Yes
28
Do you measure the impact of the price waterfall?
No
Yes
29
Do you measure price performance of customers and sales reps?
No
Yes
Your pricing environment is relatively simple, and you are doing everything needed to maintain a strategic pricing advantage.
Congratulations. You have invested in world-class pricing capability that positions you to gain advantage in a moderately complex environment
Congratulations. You have invested in world-class pricing capability that positions you to gain advantage in a very complex environment.
You have invested in your pricing capability to compete effectively in a minimally complex environment. You may be able to improve profitability and gain a strategic pricing advantage by completing your journey to world class pricing.
You operate in a somewhat complex pricing environment and you have invested in moderate pricing capabilities. Your profitability could be improved by with a more sophisticated ability to manage and differentiate prices in an environment with many products, customers and touch points.
Your pricing environment is highly complex, but your pricing capabilities are average. Margins could be improved substantially by developing more advanced strategic pricing capabilities.
Your pricing environment is relatively simple, and your pricing capabilities are unsophisticated. Margins could be improved moderately with more advanced pricing capabilities.
You operate in a somewhat complex pricing environment but have not invested in much pricing capability. Your profitability could improve by improving your ability to manage and differentiate prices in a complex pricing environment.
You are competing in a highly complex environment. There is significant opportunity to improve your profitability by developing your pricing capabilities.
A1
Your pricing environment is relatively simple, and you are doing everything needed to maintain a strategic pricing advantage.
A2
Congratulations. You have invested in world-class pricing capability that positions you to gain advantage in a moderately complex environment
A3
Congratulations. You have invested in world-class pricing capability that positions you to gain advantage in a very complex environment.
B1
You have invested in your pricing capability to compete effectively in a minimally complex environment. You may be able to improve profitability and gain a strategic pricing advantage by completing your journey to world class pricing.
B1
You operate in a somewhat complex pricing environment and you have invested in moderate pricing capabilities. Your profitability could be improved by with a more sophisticated ability to manage and differentiate prices in an environment with many products, customers and touch points.
B3
Your pricing environment is highly complex, but your pricing capabilities are average. Margins could be improved substantially by developing more advanced strategic pricing capabilities.
C1
Your pricing environment is relatively simple, and your pricing capabilities are unsophisticated. Margins could be improved moderately with more advanced pricing capabilities.
C2
You operate in a somewhat complex pricing environment but have not invested in much pricing capability. Your profitability could improve by improving your ability to manage and differentiate prices in a complex pricing environment.
C3
You are competing in a highly complex environment. There is significant opportunity to improve your profitability by developing your pricing capabilities.