We leverage our expertise and partner with top tier pricing and revenue growth management experts, practitioners and solution providers to bring you the most relevant and actionable insights and networking during the EPP events.
In 2020, we conducted a Global Pricing Survey to find out the B2B Pricer's perspective of commercial execution. This survey was done in cooperation with EPP Prime Structural Partner - Vendavo.
Responses from 94 global and industrial cross-industry B2B companies were analysed. You can download the final report of the survey at the bottom of this page. Click here to download the Thought Leadership Serie article which was also written in collaboration with Vendavo and for which our global Pricing Survey served as a basis.
The first interesting observation from the 4th EPP Global Pricing Maturity is that far more organizations than in the previous survey operate on the lowest pricing maturity level 1.41% of the organizations in the 2022 survey operate on a maturity level 1, while in the previous survey (2019) only 22% said to be on level 1…. When we look deeper in the analytics, we see that quite a lot newcomers joined the PMI survey and those companies seem still at the early stage of their pricing journey.
The 3rd EPP Global Pricing Maturity study shows a clear improvement in organizational pricing maturity, with only 22% of the companies in the survey still working in a pure volume driven organisation, with mainly sales in the pricing driver’s seat. More than 60% of the organisations are working (or reached) on a level 2 pricing maturity, taking transactional control (installing vital pricing analytics and margin improvement projects, wiht floor and target prices, a new discount and surcharge policy and compliant price derogation processes).
On the other hand, the next step in developing the pricing maturity is more challenging. Only a small 13% of the organisations in the survey assess their pricing maturity as ‘level 3’, meaning that they working on installing a value and profit strategy, implementing value based pricing where possible, understanding price elasticity within micro-segments, explore (more) dynamic pricing and improve value communication and value selling….
Crossing the Pricing Chasm* is still a difficult to realize change. We described the challenges in the Book ‘Crossing the Pricing Chasm’ and the challenge is still there. The number of companies working towards a level 3 pricing maturity stays flat (2016 survey (16%, now 13%).
Different studies show that a strong, top level supported, profit culture makes the difference between low and high performers in any industry. And it is clear that top management involvement in advocating a profit orientation culture is crucial. But it’s also clear that pricing managers are (or should be) important change agents to lead the organization towards a value and profit orientation culture.
Different studies show that a strong, top level supported, profit culture makes the difference between low and high performers in any industry. And it is clear that top management involvement in advocating a profit orientation culture is crucial. But it’s clear that pricing managers are (or should be) important change agents to lead the organization towards a value and profit orientation culture.
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Written by Rachel Morrissey on . Posted in Resources.
New market realities are leading many businesses to the realization that spreadsheets and ERP systems are just not built to handle the levels of pricing performance, scalability, and even complexity needed to accommodate pricing for the modern B2B buyers. This eBook will help you understand the importance of shedding traditional methods of managing price by highlighting 7 key considerations. You'll learn why technologically advanced pricing capabilities will allow you to gain enhanced understanding and control of your dynamic price strategies, so you can succeed in today’s digital commerce marketplace.
