Pricing with Confidence: 10 Ways to Stop Leaving Money on the Table

Pricing with Confidence
Pricing is hard. If you get it wrong, you lose profits, revenue, or both. This book is your road map for getting pricing right. Here is a sampling of the rules you need to follow if you want to stop leaving money on the table:
Rule One: Replace the Discounting Habit with a Little Arrogance
Who says you have to discount? See how one company kicked the end–of–quarter discount habit and increased revenue seventeen percent and profits thirty–seven percent, grabbing $300 million off the poker table.
Rule Two: Understand Your Value to Your Customer
Your customers are eager to tell you. Are you ready to listen? By focusing on value delivered, Phillips garnered twenty–five percent of the price–competitive lamp market. See how Phillips did it.
Rule Three: Apply One of Three Simple Pricing Strategies
One of these three simple strategies will work for you. See how Dell stumbled with the wrong pricing strategy and how it recovered.
Rule Five: Price to Increase Profits
Revenue is good, but profits are better. Southwest Airlines and JetBlue have figured this out and avoided "dumb–bell pricing." Here′s how you can, too.
Rule Eight: Build Your Selling Backbone
Use the first seven rules to add confidence as you sell to tough customers. Find out how a supplier of commodity electronics grabbed an extra $12.5 million off the table in a tough customer negotiation.

Spis treści:
Introduction. Why Pricing Is So Hard and Why Most Companies Mess It Up.
Rule One. Replace the Discounting Habit with a Little Arrogance.
Rule Two. Understand the Value You Offer Your Customer.
Rule Three. Apply a Simple Pricing Strategy.
Rule Four. Play Better Poker with Customers.
Rule Five. Price to Increase Profits.
Rule Six. Innovate for Growth.
Rule Seven. Get Your Competitor to React to You.
Rule Eight. Build Selling Backbone.
Rule Nine. Take Simple Steps to Move from Cost–Plus to Value–Based Pricing.
Rule Ten. Pricing with Confidence: Remember Who You Are.

Nota biograficzna:

Dr. Reed K. Holden is founder of Holden Advisors, a pricing consulting firm that specializes in working across product, marketing, pricing, and selling functions to improve pricing performance. Dr. Holden is an Adjunct Associate Professor at Columbia University. He has been speaking professionally for twenty years and is a regular keynote speaker on pricing and customer value. He can be reached at rholden@holdenadvisors.com.
Mark R. Burton is cofounder and Vice President of Holden Advisors. He speaks frequently at Fortune 2000 events and conferences, and has developed leading–edge, risk–based models for the pricing industry. He can be reached at mburton@holdenadvisors.com.
For more information, please visit: PricingWithConfidenceBook.com

Okładka tylna:

Pricing with Confidence
Pricing is hard. If you get it wrong, you lose profits, revenue, or both. This book is your road map for getting pricing right. Here is a sampling of the rules you need to follow if you want to stop leaving money on the table:
Rule One: Replace the Discounting Habit with a Little Arrogance
Who says you have to discount? See how one company kicked the end–of–quarter discount habit and increased revenue seventeen percent and profits thirty–seven percent, grabbing $300 million off the poker table.
Rule Two: Understand Your Value to Your Customer
Your customers are eager to tell you. Are you ready to listen? By focusing on value delivered, Phillips garnered twenty–five percent of the price–competitive lamp market. See how Phillips did it.
Rule Three: Apply One of Three Simple Pricing Strategies
One of these three simple strategies will work for you. See how Dell stumbled with the wrong pricing strategy and how it recovere d.
Rule Five: Price to Increase Profits
Revenue is good, but profits are better. Southwest Airlines and JetBlue have figured this out and avoided "dumb–bell pricing." Here′s how you can, too.
Rule Eight: Build Your Selling Backbone
Use the first seven rules to add confidence as you sell to tough customers. Find out how a supplier of commodity electronics grabbed an extra $12.5 million off the table in a tough customer negotiation.