Reduce, Reuse, Recycle: Reinforcement for Lasting Change
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Topics: Negotiating with Backbone, Newsletter, Selling with Confidence
Last week, big city mayors across the US received the kind of news they dream about: Amazon is looking for a second corporate headquarters, with the promise of billions of dollars of investment and a potential of 50,000 new jobs.1
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Topics: Negotiating with Backbone, Newsletter
The purpose of "big data" is to give managers a clearer vision of something so they can make decisions about products, pricing and distribution. In pricing, it is generally around how customers buy. It uses statistical techniques to group customers into definable segments and helps you figure out how to sell to those segments.
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Topics: Newsletter, Pricing with Confidence, Selling with Confidence, Uncovering your Value
Commentary from WSJ Aug 17, 2017 "How Oracle Engineered Its Sales Staff for the Cloud”
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Topics: Newsletter, Selling with Confidence
The 'last mile' is a colloquial phrase widely used in the telecommunications to refer to the portion of the network chain that physically reaches the end-user's premises. This connectivity is critical; it is the link to their paying customers and allows them to receive revenue for their entire network. Without the connection there are no customers, no revenue.
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Ask any salesperson what their most valuable asset is, and they will answer instantly—my time. Great sales people are really stingy about this scarce asset, always asking “Is this the best use of my time?” before they engage with a prospect, set up a sales call, or respond to an RFP. In sales terms, they qualify the opportunity before they invest their time. Right on!
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For over a decade, athletic titan Nike declined to partner with Amazon, America’s largest online retailer. Nike held out, wanting to carefully control brand messaging while enjoying higher margins through its distribution network of brick and mortar stores. On June 29th, Nike conceded by confirming a deal with Amazon to sell and distribute apparel and footwear.
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With astonishing speed, Uber has disrupted the taxicab industry. Others have looked at their success and dreamed of emulation. The strategy often touted for Uber’s success is surge pricing; charging higher prices at times of high demand. Surge pricing is an example of dynamic pricing, where the price fluctuates depending on one or more factors, like the demand for ride service.
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This is a story of a highly specialized drug, Ilaris, which is sold by Novartis for $16,000 a dose or $64,000 a year. They sell to under 10,000 patients a year. Novartis discovered that the drug may also have a beneficial impact on heart attack survivors. There are 615,000 survivors a year, 246,000 of whom would benefit from the use of the drug.
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Topics: Newsletter, Pricing with Confidence