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Pps Fall2010 Presentation Final
- 1. The Pricing Consultant “Dance”: Achieving Mutually Successful Project Results Professional Pricing Society Conference Fall 2010 San Francisco, CA Presented by: Alan Hollander and Peter Maniscalco
- 10. Pricing Practitioner Web Survey Results What aspects of the engagement did you feel were handled/ run best? (Select Top 3) What aspects did you feel were not run well and needed the most improvement ? (Select top 3) How would you rate the following aspects of the project on a scale of 1-10? (1 being lowest/worst and 10 being highest/ best) Avg Rating 6.4 7.6 6.5 6.6 7.0 7.0 6.4
- 11. Pricing Practitioner Web Survey Results Top 2 Box =75% Were the expected results or enhancements both achieved AND measured? How would you rate the pricing project in terms of its direct financial or operational impact to your company?
- 12. Pricing Practitioner Web Survey Results Avg =3.24 How would you rate the overall personal satisfaction from this last consulting project with 5 being extremely satisfied and 1 being completely dissatisfied? How likely are you to recommend hiring of or working with pricing consultants to others? Top 2 Box =68%
Editor's Notes
- Experience Recency : 61% currently engaged or recently completed project (last 6 months) Top projects : 1) Product pricing strategy/ price setting 2) General pricing strategy 3) Price analytics Two types of firms worked with : Large Management consultant with pricing practice (44%) and Specialty/ niche pricing shop (33%) Consulting team size typically larger (57% worked with 4-5 consultants or more) Shorter project durations (58% were 6 months or less) Project Budgets mostly smaller $$$ - 60% were $500k or less (some what bi-nomial distrib as 24% were $1mil +) Functional sponsors – Pricing and Product mgt – far greater than others Exec Sponsors – 41% were CxO types or CxO based Committee Participating functions – Sales/ Sales Ops (34% mention frequency); Finance; Prod Mgt Implementation plan – internal pricing team 46%; cross functional change mgt team 33%
- Be wary of firms who may take and repackage existing client information that is: >Not sanity checked for accuracy >Lacks proper citing >Used without appropriate context
- 1 st bullet: as well as different firms’ strengths/weaknesses, industry expertise/knowledge, work style and approach is a critical starting point. 2 nd bullet: rather than deferring to the consultant to do all the work and come back with an answer 3 rd bullet: Part of their value add is in effective navigation of company politics. They don’t do it, they provide a series of steps or process to (e.g. the how) get there - the client has to then take that and modify or revise as they see fit based on company dynamics.