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AFC Pricing Workshop,[object Object],Basics of pricing put into practice,[object Object],24 November 2010,[object Object],Check our website: http://www.thehouseofmarketing.be,[object Object],Follow us on Twitter. LinkedIn or Facebook,[object Object]
2,[object Object],Agenda,[object Object],18h00-18h15		Intro ,[object Object],18h15-19h15		Basics of pricing,[object Object],19h15-20h00Continental Courier Case,[object Object]
AFC and The House of Marketing: a win-win partnership,[object Object],3,[object Object],Marketing expertise and support to AFC customer projects,[object Object],Workshops to AFC members,[object Object]
The House of Marketing: a strong concept fueling continuous growth,[object Object],Concept,[object Object],Bridging,[object Object],the Knowing-,[object Object],Doing gap,[object Object],[object Object]
Privately owned, Belgium based company
50+ marketing consultants / experts
Pool of experienced freelancersHistory & Size ,[object Object],[object Object]
Team of consultants with different nationalities and cultural backgrounds enabling us to easily integrate the local culture while managing the multicultural differencesGeography & Nationality,[object Object],4,[object Object]
Located in Mechelen,[object Object],5,[object Object]
Marketing expertise delivered in both strategic and operational areas,[object Object],I. Strategic Marketing,[object Object],[object Object]
Segmentation
Branding & Positioning
Business & Marketing Planning
Innovation
Sustainability II. Go-to-Market,[object Object],[object Object]
Product/ Brand/ Category/Services Management
Communication
Online marketing
Sales & Channel Management
Customer Relationship Management
Customer ExperienceIII. Organization capabilities,[object Object],[object Object]
Organizational design & Change Management
Marketing Audit
Marketing Coaching & Training
Employer Branding IV. Performance Management,[object Object],[object Object]
Marketing Dashboards & KPI’s
Customer Lifetime Value & Return on Marketing Investments (ROMI)6,[object Object]
Clients across many different sectors,[object Object],ICT & Media,[object Object],Utilities & Resources,[object Object],Financial & Other Services,[object Object],Consumer Goods & Retail,[object Object],Healthcare & Public Sector,[object Object],Transport & Logistics,[object Object],7,[object Object]
8,[object Object],Agenda,[object Object],18h00-18h15		Intro ,[object Object],18h15-19h15		Basics of pricing,[object Object],19h15-20h00Continental Courier Case,[object Object]
Who am I?,[object Object],Name: Maarten Bosschem	,[object Object],Working @ THoM since 2007,[object Object],Education: ,[object Object],Commercial engineering,[object Object],Master in Marketing Management,[object Object],Professional milestones:,[object Object],Marketing Consultant & Pricing expertise lead @ THoM,[object Object],[object Object]
Assisted Electrabel with their websites, pricing & channels
Analyzed and installed new pricing levels @ The House of Marketing
Designed and integrated new websites for Zoo Antwerp
Launched new product for NetlogPersonal information:,[object Object],Live in Ghent, play soccer competitively, cannot choose between snowboarding and skiing, love electro and house festivals & parties, South-America is my favorite holiday destination.…,[object Object],9,[object Object]
10,[object Object],Pricing in The News,[object Object],Increasing price,[object Object],InBev & AlkenMaes increase beer prices*,[object Object],23/08/2010, De Tijd,[object Object],NMBS increases tariffs*,[object Object],16/08/2010, deredactie.be,[object Object],$,[object Object],Lowering price,[object Object],or price image,[object Object],	Delhaize decreased prices of 1000 products,[object Object],	01/04/2010, De Tijd,[object Object],Danone launches discount range of yoghurt ,[object Object],12/09/2008, Le Figaro,[object Object],$,[object Object],Cutting Costs,[object Object],	Solvay keeps on cutting costs in 2010,[object Object],18/02/2010, De Standaard,[object Object],	VW stops its production for a week,[object Object],23/02/2009, De Tijd,[object Object],* Note: Common reasons given are increased costs of raw materials and other resources., reduced sales and high inflation,[object Object]
Pricing is a huge lever to increase profit,[object Object],11,[object Object],Profit + 13%,[object Object],Improve Price by  5%,[object Object],Profit increase,[object Object],Profit + 50%,[object Object],Total Revenue = 100,[object Object],Fixed Cost ,[object Object],= 65,[object Object],Profit ,[object Object],= 10,[object Object],Variable ,[object Object],Cost ,[object Object],= 25,[object Object],Reduce Variable Costs by 5%,[object Object],Improved price realization of 5% generates ,[object Object],50% profit improvement*,[object Object],* Note:  Assuming Average Fortune 500 Company,[object Object]
[object Object]
33% of respondents confirms that there are typically conflicting agendas or priorities around pricing decisionsTHOM Pricing Survey: Pricing is top of mind & perceived as difficult to change in market,[object Object],[object Object]
32% said prices will definitely have to be lowered in coming year
Only 14% of respondents said would raise prices, and in 10% of the cases, would raise prices less than the increase in costs, putting additional strain on margin
And yet… 62% of respondents say their customers perceive their product as offering a unique solution and are willing to pay a premium for itSource: THOM Pricing Survey 2009 – preliminary results of 700 participants,[object Object],12,[object Object]
13,[object Object],Organizational misalignment around pricing ,[object Object],1,[object Object],Gaps in price execution and management (Unwarranted variance in field, reactive pricing...),[object Object],2,[object Object],Offer not aligned to different value requirements of segments or desired customer behaviors,[object Object],3,[object Object],Failure to drive and sustain value differential,[object Object],4,[object Object],Not effectively communicating value to change customer’s perceptions,[object Object],5,[object Object],From our experience, companies face many barriers to achieving higher price realization,[object Object],Target price ,[object Object],Price realized,[object Object],Value based pricing is about addressing these ,[object Object],gaps  to increase profitability,[object Object]
1,[object Object],Organizational misalignment around pricingDiffering, and at times conflicting goals, relating to pricing within same company can limit the effectiveness of pricing strategies,[object Object],“Get me both higher market share and profit . . . now”,[object Object],President,[object Object],Marketing,[object Object],Finance,[object Object],R&D,[object Object],Sales,[object Object],BU General Manager,[object Object],Operations,[object Object],“This is the best product with the best technology on the market.  It should be worth millions”,[object Object],“This product took years to develop and our prices need to recapture this huge investment”,[object Object],“If we bundle in more services we can justify higher prices and drive market share”,[object Object],“Customers are saying our price is too high and competitors have and lowered price”,[object Object],“We are well behind this quarter.  Let’s do what it takes to start driving volume now”,[object Object],“Special requests from customers are killing us.  It’s driving our costs through the roof”,[object Object],Pricing should be addressed strategically after finding common grounds and approaches on pricing and value management,[object Object],14,[object Object]
Outliers,[object Object],Acceptable,[object Object],line,[object Object],Outliers,[object Object],2,[object Object],Price execution gaps: Unwarranted variance across pricingSophisticated customers use your discounting policies to gain unwarranted discounts,[object Object],Results,[object Object],50%,[object Object],45%,[object Object],40%,[object Object],35%,[object Object],30%,[object Object],Actual discount,[object Object],25%,[object Object],20%,[object Object],15%,[object Object],10%,[object Object],5%,[object Object],€0,[object Object],€100.000,[object Object],€200.000,[object Object],€300.000,[object Object],€400.000,[object Object],€500.000,[object Object],€600.000,[object Object],€700.000,[object Object],€800.000,[object Object],€1.000.000,[object Object],€900.000,[object Object],Sales revenues,[object Object],15,[object Object]

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