In the book trade, old books are often bought by weight. This seems odd, but it makes sense if you use a mining metaphor. There are lessons here for data pricing or in any case where one knows there is value somewhere but one has to do a lot of processing to find it.

Are you pricing inputs or outputs? Cost based pricing prices inputs. Market based pricing uses outputs. Value based pricing thinks of outputs as an input into other processes. It is the value of an input to the next output along the line that determines value.

Majid Iqbal, author of Thinking In Services, will speak at the Value Innovation and Pricing Meetup on Thursday August 2. Majid’s book goes deep into the underlying patterns behind services and how to combine them. He also brings some interesting perspectives on the impact of customer experience on pricing power. This will be a unique opportunity for people in Vancouver to learn from one of the true deep thinkers on service design.

Pricing design work often needs to include an unbundling phase. The current offer gets broken down into its key parts so that the contribution of each aspect to value can be understood. These function to value mappings are then connected to a value-based market segmentation in order to repackage offers so that they can be priced.

Exciting developments at Ibbaka & TeamFit as they merge expertise to innovate in market insights & people analytics. Meet the new additions, Alexis Katigbak, Brent Ross, & Jessie Tai, each bringing unique skills & passions to the team. With a focus on driving value for customers & fostering collaboration, they aim to shape the future of work & make a positive impact on the world.

How can a maturity model help you with your pricing strategy? It all comes back to what drives value. Different stages of a maturity model drive value in different ways and therefore, influence how they should be priced

This series is focused on the challenges of pricing a portfolio of offers. In the first two posts, we looked at how pricing changes over time and how to set goals for a portfolio of offers. Now, we move on to the most difficult part of pricing a solution portfolio. Working out how to make the interactions between different offers work in your favour. We also look at some of the pitfalls.

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.