Maturity models are a powerful way to organize progression through towards excellence in a discipline. One of the earliest maturity models was the Capability Maturity Model (now the CMMI for Capability Maturity Model Integration). In recent years’ maturity models have become a useful way to organize upsell strategies and to frame pricing models and pricing strategy.
Join the Ibbaka team on Thursday March 21 for two pricing case studies. One looks at Economic Value Estimation in precision agriculture. The other looks at vectors of innovation and pricing in media (the subject being the iconic British financial newspaper The Financial Times). This is part of the Value Innovation and Pricing Vancouver series of MeetUps.
Our recent research on how people price innovations found different pricing methods for sustaining versus disruptive innovators. Sustaining innovators tend to use value-based pricing. Disruptive innovators are more likely to price relative to the market alternative. We explore why this might be using the Clayton Christensen model of disruptive innovation.
We see a lot of market segmentations in our work. Often these segmentations are the weakest part of the marketing plan. Many segmentations are limited to firmographic data and in some cases are simply a list of industry verticals. They are meant to find a market that fits the offer. Instead, we should segment based on emotional and economic value creation to build an offer that fits a market.