Craig Zawada, a pricing expert with a rich background in consulting and technology, shares insights from his journey in shaping pricing strategies. From pioneering concepts in pricing at McKinsey to driving innovation at PROS, Zawada discusses the evolving role of pricing in the digital and AI era.

Discover how the technology industry is evolving towards subscription-based models with comprehensive service offerings. Laura Fay, VP Research & Advisory at TSIA, discusses the importance of value realization and customer success, highlighting the shift towards value-based pricing and the need for deep customer understanding. Explore key trends in XaaS and the skills required to navigate this changing landscape, ultimately leading to better business practices.

Pricing has important transition points across the technology adoption cycle. How you think about value and use it to shape your pricing strategy changes as your buyer’s motivation changes. It is critical that leadership, investors, product and services managers and marketing understand these transitions and price products or services appropriately for them

For a single offer pricing is mostly a question of alignment. In some of the companies we work with, there is a lack of alignment on pricing goals between product, sales, marketing and finance. When one moves to portfolio management, pricing things gets more complex. Part 2 of our series focuses on setting pricing goals across the portfolio

An interview with Bob Vezeau of Westrock on enabling and pricing innovations, driving alignment and using data to make better pricing decisions.

Pricing one offer can be a challenge, but the challenge has a lot more dimensions when you need to price a portfolio of solutions. This is the situation that many companies find themselves in as the result of a series of acquisitions, organic expansion, and the move away from products to services and then to solutions. This series explores how to price when faced with these challenges.

Pricing touches strategy on many different levels, from getting alignment on winning aspirations all the way down to how systems are used and configuration is done. It is one of those things that integrates a company. This post explores pricing in the context of organizational strategic choices

An interview with Joe Schneider from Becton Dickinson on bringing the science discipline to pricing, implementing customer driven strategies and changes to markets that impact pricing

When designing pricing, one must consider how value is created and differentiated. Does a service differentiate on experience or outcome? Here is a simple process for integrating experience and outcomes into value-based pricing.

Pricing is an integral part of service design. There are several reasons for this. Of course one cannot analyze the profitability of a service without knowing how it is priced. Beyond this, price is part of how we experience a service, and pricing will shape how and when a service is used.

Willingness to pay (WTP) is one of the most frequently abused concepts in pricing. Many people try to use it as a proxy for value. It is not. Other companies claim they can estimate willingness to pay through surveys. This is too simplistic. Why?

Willingness to pay is determined by framing and by the value delivered to the customer relative to the alternative. To measure willingness to pay without taking these into account is wasting an opportunity to really understand your customers and position the value you are providing.

Pricing is a critical part of business success and it cannot be left to chance. What role should the CEO play in pricing? It comes down to setting strategy, ensuring alignment, monitoring execution, and taking leadership on pricing ethics and fairness.

Ibbaka has been selected for the 2019 Ready to Rocket list. Curated by Rocket Builders, the Ready to Rocket list identifies the companies in British Columbia expected to have the highest growth and most impact on the innovation economy. Ibbaka looks forward to contributing to the success of the other companies on the list.

Join the Ibbaka team on Thursday March 21 for two pricing case studies. One looks at Economic Value Estimation in precision agriculture. The other looks at vectors of innovation and pricing in media (the subject being the iconic British financial newspaper The Financial Times). This is part of the Value Innovation and Pricing Vancouver series of MeetUps.

Revenue recognition seems to be a dull and technical topic, only of interest to accountants and CFOs. This is a dangerous way to think. Revenue recognition principles can shape the design of your services and constrains how you price.

Should innovators try to innovate on pricing? Some recent articles suggest this is a bad idea and that it is better to work in accepted frames when it comes to pricing. The real answer is ‘it depends.’ It depends on the nature of the innovation: improvement to an existing value driver; new way to deliver a value driver; new value driver?

Our recent research on how people price innovations found different pricing methods for sustaining versus disruptive innovators. Sustaining innovators tend to use value-based pricing. Disruptive innovators are more likely to price relative to the market alternative. We explore why this might be using the Clayton Christensen model of disruptive innovation.

What is value management? (And why you should care). A document from back in November 2012 that sets out the basic approach to value management, and how it integrates innovation, marketing, sales and of course pricing. A new version of this document is in development.