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Pricing Design

Pricing your solution portfolio: Part 3 - Looking for Interactions

Pricing your solution portfolio: Part 3 - Looking for Interactions

Part 3 in a four part series on pricing an offer portfolio. Here the focus is on interactions between different parts of the portfolio. Three key ways of thinking through portfolio interactions are discussed: frames, paths, packaging and bundling. Common pitfalls are also identified.

Pricing strategy changes across the technology life cycle

Pricing strategy changes across the technology life cycle

Early stage innovators often gravitate to horizontal solutions. This can drag down their pricing power as they end up pricing to the lowest common denominator. Build value and pricing power by delivering a business solution to a targeted segment (a real segment gets value in the same way and buys in the same way).

Pricing in the context of strategic choices

Pricing in the context of strategic choices

Pricing is often seen as a tactical discipline, one that comes way down in the strategic hierarchy. But one can only make effective pricing choices in the context of strategy. Roger Martin’s cascading choices provide a powerful way to organize thoughts around pricing strategy and execution.

Are you pricing the experience or the outcome?

Are you pricing the experience or the outcome?

There is a tension in service design between outcomes and experience. Given its roots in the design world, service design is often focussed on the experience. But in some cases the outcome is all that matters. In others, the experience is the outcome. This can complicate the pricing of services and new models are needed.

Service design and pricing

Service design and pricing

Service design has emerged as a core business discipline. It helps customers get full value from offers and organizations to realign around providing that value. Pricing and value are central to service design. How do service design and pricing interact? We begin to explore these ideas here.

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