Holden Advisors Blog

I recently read an article about new pricing models in the digital era. A few of the key pricing models mentioned included tiered offerings, fixed fees, and subscriptions. I’m sorry to say, these pricing models are not new. However, the nuance they illustrated around metrics is worth noting because, thanks to advances in technology, new metrics have become available that allow companies to measure engagement in ways that were not possible 10 years ago, resulting in metrics that better align with customer value.

Are you planning a price increase? Learn from Travis Umpleby via his video below on how to use one simple tool to conduct a stakeholder assessment and help your increase stick.

Hear Travis Umpleby discuss the Poker Playing that happens during a negotiation and the rules of the game.  Many salespeople make the common mistake of taking the first card they are dealt in a negotiation.  This is one of the biggest traps a seller can fall prey to because that card is usually around price and discounting.  Learn to stack the cards in your favor and call the Poker Player's bluff to win the game.

The CEO of a $9B technology firm reviewed various reports, each indicating that profitability was not improving despite taking several actions to increase revenues. The CEO met with senior leadership to urgently address this profit shortfall. Pricing, product, marketing, and even IT acted to address pricing and improve profitability. Unfortunately, confusion reigned as each department made demands of the other, independently made decisions, and resources were stretched thin. Implementations were delayed or poorly executed. It looked like the next quarter’s results were going to show little profit improvement. 

Celebrating 10 Years of Pricing with Confidence (video 2 of 11).

Celebrating 10 Years of Pricing with Confidence (video 9 of 11)

Does your sales team spend more time negotiating with you than with the customer? Do they struggle to achieve pricing targets? How well-equipped are they to accomplish the objectives they are given?

You are sitting across the table from an important influencer within your customer’s buying center. You scheduled this meeting to outline how your new product helps the customer’s teams improve performance. You present one customer value prop after another, so many in fact, there’s no way you can lose.

If a tree falls in woods, and no one is around to hear it, does it make a sound?  After listening to a presentation in which the speaker claimed value didn’t exist until the customer recognized it, I thought about this age old question a bit differently. Let me ask it again, but this time insert one key phrase: If a supplier’s product or service impacts a customer’s business, but a customer doesn’t recognize it, does that value exist?