最經(jīng)典實用有價值的管理培訓課件之122某咨詢著名九大-資料下載頁

　　

【正文】 ies can use the following capabilitybuilding levers to correct problems： ? recruiting ? training ? coaching ? pensation these topics are addressed in the following documents/ training modules： ? sales force effectiveness workshop——contact Terri Geary（ FI） ? sales force effectiveness handbook——pk6670 for further assistance， please contact tanuja randery（ dc）。 115 設立銷售戰(zhàn)略 驅(qū)動執(zhí)行杠桿 有效結(jié)構(gòu) 銷售技巧 和支持 基于業(yè)績的 測量和獎勵 ?測量和追蹤結(jié)果 ?基本激勵 /業(yè)績補償 ?財政和非財政獎勵 的平衡 116 pricing 117 Pricing provide the value Companies can also provide value to their customers through careful pricing decisions。 Despite the huge profit leverage of improved price performance， pricing is among the most undermanaged basic functions within our clients today。 The issues， opportunities， and threats in pricing can be explored across three distinct but related levels of piece management： ? the supplydemand level ? the product/market strategy level ? the transaction level Making positive pricing change happen is usually more difficult than identifying the location of a pricing opportunity。 Successful change programs those that genuinely upgrade the client’s pricing capabilityusually contain elements across at least four dimensions： topdown， bottomup， crossfunctional， and support systems。 Getting the pricing process right often provides a solid foundation for upgrading the entire marketing function within client anizations。 Advanced topics in pricing are briefly addressed at the end of this section。 118 Choose value Indentify needs/buying factors Select target segments Define value package Communicatese value Determine and manage pricing at three levels 119 Understand pricing profit lever In many cases， price is the most important determinant of changes in profitability。 ? A 1percent increase in price can lead to a substantial increase in profits。 ? The pricing profit lever is more powerful than other determinants of profitability， including volume increases and cost reduction。 ? Noheless， pricing is often undermanaged： – sometimes， price differentiation is perceived often mistakenly as being entirely illegal， and degrees of pricing freedom rare vastly underestimated。 – In addition， many panies believe that ― price simply cannot be managed‖ that pricing is set by the market or set by petition。 – Finally， panies underestimate the impact that pricing changes can have on their bottom line 。 For example， a 5percent price decrease might require as much as a 20percent volume increase to reach breakeven。 120 121 Determine and manage pricing at three levels Pricing means different things to different individuals and to different groups within every anization。 For example： ? 供給 /需求。 To an economist， price is a function of supply and demand。 At this level， the key issue is how current and future supply， demand， cost， and regulatory dynamics will affect overall industry price levels。 – Tool： scp， industry cost curves， demand analysis ? 產(chǎn)品 /市場戰(zhàn)略。 To a marketer， price is a function of product/market strategy。 At this level the issue is to determine base price levels that will position clients’ product and service offerings optimally with regard to petition。 – Tool： value map， dynamic value management， economic value to customer ? 交易。 A salesperson may think of price in terms of individual transactions。 Here the issue is deciding the exact price to assign to each customer transaction taking into consideration discounts， allowances， rebates， etc。 – Tool： pocketprice waterfall， pocketprice band 122 123 124 0 2 4 6 8 10 12 14 12 10 8 6 4 2 0 0 2 4 6 8 10 12 14 16 12 10 8 6 4 2 0 125 126 C A B 127 128 D A B C B E I F G H I B G H 129 130 051015202550 55 60 65 70 75 80 85 90 95131 132 133 134 135 1 2 3 4 5 136 137 138 139 140 141 142 143 144 145 146 147 148 149 150 151 152 153 154 155 156 157 158 159 160 161