Profitability and customer experience are important. That’s about as noncontroversial a statement as you can make in B2B. So, pricing – which is perhaps the biggest driver of both – should be at the heart of every B2B company, right?
“That is quite a controversial statement whenever I make it,” said Karan Sood, pricing expert and today’s guest on B2B Reimagined. “When I show people my spider chart of how pricing is the heart of the organization, some people are very supportive and some people are like, ‘You're smoking something.’ But I do believe pricing is at the heart of the organization.”
Karan and host Barrett Thompson examine the distance between pricing’s theoretical strategic value and the reality - its common lack of organizational influence - through the lens of four pricing paradoxes:
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Pricing should be considered first in a new campaign or product launch, but it often comes last.
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Pricing teams should be forward-looking, but most toil in the past (last quarter’s profitability, what went wrong?).
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Pricing should lead the organization in data-driven capabilities, but it’s usually one of the last adopters.
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Pricing should have visibility to the C-suite, but it’s relegated to the back office.
Listen as we diagnose the reasons behind these disconnects and prescribe immediate actions pricing leaders can take to expand their influence, based on real-world examples.
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