Select our Price Optimization PowerPoint Presentation Slides to make pricing decisions for your business. Product cost management PowerPoint complete deck contains slides such as key levers to cost management, levers to achieve successful cost optimization, strategic cost optimization framework, prioritizing, three steps approach, initiatives and benefits, cost optimization techniques, planning, stages in cost reduction, cost-cutting and management, cost design and positioning, comparison of stages, etc. The goal of price optimization is to adjust consumer prices without putting profits at a risk. These templates are completely editable. The presenter can change font, text, and color. Pricing and revenue optimization PPT presentation also contains additional slides like mission, puzzle, timeline, target, idea pie chart, bar graph, area chart can help you elaborate cost optimization plans. Download this cost optimization presentation graphics to present pricing research and optimization. Create infrastructure for a health existence with our Price Optimization Powerpoint Presentation Slides. Be able to address inhuman conditions.

1. Price Optimization
Your Company Name

2. 2
Agenda
01
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Agenda

3. Key Levers to Cost Management3
• To ensure sustainability, reduce
reliance & exposure to short-term
funding needs
• It is also subject to exposure and risks
from areas including receivables,
payables and inventory management
Working Capital Management
• Companies often reduce focus on
operational & process efficiency
• Top performing companies understand
the fact that financial strength is built
from driving out operational
inefficiencies
Operational Efficiency
• Due to reducing cost in china, many
procurement teams are facing growing
pressure
• This will lead to more strategic sourcing,
consolidation of resources and improved
contract & inventory management
Procurement
• Inefficiencies in channel management
and distribution networks needs to be
identified & understood to optimize
efficiency gains along the supply chain
Supply Chain
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4. Levers to Achieve Successful Cost Optimization4
• How to best
establish the
cost
optimization
program?
• What are the
goals / scope of
the program
Discover
• What can be
done better?
• How can the
benefits and
improvement to
the financial
performance be
permanently
embedded?
Maintain
& Grow
• What is the
scale of the
cost
optimization
opportunities?
Insight
• What
opportunities
are available
and which one
should be
developed?
Design
• Which
opportunities
should be
implemented and
in what order?
Implement
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5. Levels of Strategic Cost Optimization5
1
2
3
4
Do more with
less
Tighter alignment
with business
Transform to
higher levels
Reduce
Agenda: Cut IT costs, prioritize
demand, span of control
enhancements
Reduce costs and prioritize spend
Optimize
Agenda: Improve processes, “go
lean,” evaluate target operations
models (shared services), exercise
sourcing options.
Remove waste, increase efficiency
Rationalize
Agenda: Rationalize IT portfolio,
reduce functional redundancies.
Business relevance, flexibility,
agility
Transform
Agenda: Evaluate technology,
broaden capabilities., create new
sources of revenue.
Invest more to optimize more
CostSaving
High
Low
Nature of IT Cost OptimizationTactical Strategic

6. Levels of Strategic Cost Optimization6
Reduce
Agenda: Cut IT costs, prioritize
demand, span of control
enhancements
Reduce costs and prioritize spend
Optimize
Agenda: Improve processes, “go
lean,” evaluate target operations
models (shared services), exercise
sourcing options.
Remove waste, increase efficiency
Rationalize
Agenda: Rationalize IT portfolio,
reduce functional redundancies.
Business relevance, flexibility,
agility
Transform
Agenda: Evaluate technology,
broaden capabilities., create new
sources of revenue.
Invest more to optimize more
CostSaving
High
Low
Nature of IT Cost OptimizationTactical Strategic
Do more with
less
Tighter alignment
with business
Transform to
higher levels

7. Detailed Levels Within Strategic Cost Optimization Framework7
Level 1 Level 2 Level 3 Level 4
Reduce: Cut costs and prioritize spend
Companies tend to prioritize cost optimization initiatives by
simply considering short-term cash savings
Optimize: Remove waste and increase efficiency
The focus should be on eliminating excess waste while increasing
the efficiency of current systems
Rationalize: Seek business relevance, flexibility and agility
It is imperative to focus on business goals and ensure that IT initiatives are aligned with business objectives and priorities. IT
performance metrics should be closely tied to business metrics so that their alignment can be measured appropriately
Transform: Invest more to optimize more
As economic conditions improve, companies can focus their cost optimization efforts on implementing long-term business and IT process
improvements, enabling business growth and innovation, and repositioning the business to sustain a competitive advantage

8. Prioritizing IT Cost Optimization8
Dimension
Score
1 2 3
Strategic Value Low Medium High
IT Control Low Medium High
Potential Cost & Benefit Low Medium High
Customer Impact Negative Neutral Positive
Time to Benefit Realization < 18 Months 6-18 Months < 6 Months
Degree of Business Risk
Reengineering of current
processes & organizational
structures. Staff redundancies.
Limited changes in roles &
organizational structures
Minimal organizational
change & staff impact
Degree of Technical Risk
Impact on operating system,
database & middleware.
Moderate impact on few
technical components.
Minor impact on technical
components
Likelihood of Reprioritization &
Cancellation
High Medium Low
Investment Requirement High Medium Low
Total Score Reject
9
Evaluate
18
Accept
22 27
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9. IT Cost Optimization Initiative Benefits9
Application Portfolio Rationalization
• Improved Cost Management
• Increased Efficiency
• Business Transformation
Infrastructure Rationalization
• Reduce total cost of ownership
• Improve economies of scale by
standardization of assets
Organization & Operating Model
• Savings due to process
standardization and reduced re-work
• Improved Product Quality and Service
Operations & Process Transformation
• Improve visibility of end-to-end value chain
• Increase demand forecast accuracy
• Drive significant increase in bottom line.
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10. Improving business efficiency
through analytics
Advanced analytics helps in reducing customer churn and
make equipment safer. Utilizing analytics also helps in the
customer retention or improving marketing responses which in
turn can have a big impact on the business
Digitalization of Business processes
Develop an integrated approach that brings together
required competencies & expertise, along with buy-
in from the executive leadership team
Improving inventory management
As inventory is a working capital asset, reducing inventory
will contribute directly to the bottom line
Continuous improvement culture
CIOs need to work collaboratively with business leaders to focus
on lean improvement efforts
Cost
Optimization
Techniques
10

11. Improving Data Management
Enable people to share data in an easy & efficient way &
use that data to create business value through better &
faster decisions
Supply Chain Optimization
Develop an integrated approach that brings together
required competencies & expertise, along with buy-
in from the executive leadership team
Process Automation
Business leaders need to go beyond the current use of
automation to robotics, and leverage the Internet of Things
and smart machines to build intelligent business processes
Customer Self-Service
Establish a strategy to handle self-service technologies, which
must be continuously updated and based on the customer’s
perspective and experience
Cost
Optimization
Techniques
11

12. Cost Optimization Planning12
Already
Done
Plan to
Do
Save
IT Procurement
• Hiring internally at lower rates than contact
staff
• Deferring desktop Replacements
• Your Text Here
• Your Text Here
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12
18
21
19
12
16
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13
14
19
21
Cost Savings within IT
• Open-Source desktop Software
• Consolidation of data centers within a single
agency
• Your Text Here
• Your Text Here
x
x
x
x
x
x
x
x
x
x
x
x
Joint Business &
IT Savings
• Asset utilization Analysis
• Teleworking
• Your Text Here
• Your Text Here
x
x
x
x
x
x
x
x
x
x
x
x
Process Improvement,
Business Restructuring &
Innovation
• Sharing citizen call centers across agencies
• Sharing IT help desk across agencies
• Your Text Here
x
x
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x
x
x
x
x
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13. Stages in Cost Reduction13
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Cost
Cutting
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Cost
Management
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Cost
Design
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Cost
Positioning
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14. 1. Cost Cutting14
Cost Cutting involves cuts in
spending based on arbitrary criteria.
Costs are divided into committed &
discretionary categories.
Cuts target discretionary before
committed; large before small;
expedient before sensitive.
Performance measured against
historical standards
01
02
03
04
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15. 2. Cost Management15
Cost Management
involves a systematic
approach to cost
reduction that involves
an understanding of
relevant cost drivers
Costs are
organized by
resources,
activities, and cost
objects
Reductions achieved by
eliminating unused
capacity, nonvalue-
added activities, &
reducing activity cycle
times.
Performance
measured against
long-term target
standards
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16. Cost Design involves an
evaluation & redesign of the
internal value chain . It seeks to
improve the relationship among
resources required and work
performed to satisfy customer
requirements
Costs are
organized by
process & sub
process.
Text Here
Reductions
achieved by
eliminating
redundancy &
conforming to
operational strategy.
Text Here
Performance
measured against
best-in-class
standards of
performance.
Text Here
16

17. 17
Cost Positioning involves an evaluation &
redesign of the external value chain. It
seeks to improve the relationship among
supply chain members to enhance
competitiveness
4. Cost
Positioning
Performance measured against strategic objectives such as
market share & price targets
Costs are organized by links in the value chain
Reductions achieved by consolidation of links, sharing information,
better coordination, & exploiting synergies among supply chain
members

18. Comparison of Stages18
Stages Cost Cutting Cost Management Cost Design Cost Positioning
Basis Arbitrary spending cuts Understanding cost drivers Redesign internal value chain Redesign external value chain
Objective Achieve cost reduction targets Satisfy customer requirements
Enhance company
competitiveness
Enhance s. chain
competitiveness
Time horizon Short term Medium Term Long term Long Term
Perspective Internal Internal Internal External
Cost Measurement
Classified into committed &
discretionary
Organized by resources
activities, & cost objects
Organized by links in the
internal value chain
Organized by links in the
external value chain
Reduction Methodology
Reduce discretionary large &
expedient costs
Eliminate unused capacity, NVA
activities & reduce cycle times
Eliminate redundancy &
conform to operational
strategy
Consolidate links, share
information, coordination,&
synergies
Performance Standards Historical standards Long-term standards Best –in- class standards Strategic objectives
Common tool Standard costing Kaizen Costing Activity-Based Planning Strategic Cost Management
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19. Price Optimization Icons Slide19
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21. 21
Additional
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About
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23. Our Team23
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24. Target24
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01
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25. Puzzle25
04
03
02
01
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26. Location26
United
States
Brazil
Nigeria
China
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27. Timeline27
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2015
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2019
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28. Bulb or Idea28
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29. Magnifying Glass29
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30. 30
Charts &
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31. Pie Chart31
20%
40%
18%10%
12%
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Product
01
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02
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03
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04
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05
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32. Area Chart32
0
10
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30
40
50
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70
80
90
100
DecNovOctSepAugJulJunMayAprMarFebJan
SalesinPercentage(%)
Financial Year 2018
Product01 Product02
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33. Scatter Bubble Chart33
20
60
30
40
75
55
80
90
10
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10 20 30 40 50
Profit(InSales)
In Percentage
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Product
01
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01
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34. 0
5
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35
03-05-2018
05-05-2018
08-05-2018
12-04-2018
15-05-2018
17-05-2018
Radar Chart34
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01
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35. 35
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