We’re proud to help so many companies make their numbers. Our advanced science and powerful technology gives Zilliant customers unprecedented control of their revenue and margin and delivers valuable guidance directly to the point-of-sale. Thousands of sales people leverage these insights every day to inform their selling decisions, confidently react to market dynamics, close more deals at higher margins, and make their numbers. Discover the stories about how a few of our customers have become heroes.
40% Cost Inflation + 6.1% Price Increase
Like many manufacturers, raw material cost volatility put this industrial paint manufacturer on a roller coaster when it came to margin performance. Faced with another double-digit material cost increase for inputs in several major product lines, it needed to raise prices by 6% across-the-board to pass on those costs to customers. For many years, the company took the typical approach of raising prices across all affected products uniformly and hoping for the best.
20% Increase in Revenue
Like many B2B companies, FleetPride, the leading supplier of heavy-duty truck and trailer parts in the U.S., knew there was a significant opportunity to increase market share and grow revenue. After a period of growth through acquisition, it was apparent that organic growth had stalled. The executive team wanted to grow company revenue by 10 percent on a same-customer sales basis and increase retention by 50 percent.
30,000 Products + 10.1% Margin-Dollar Lift
This large regional food products distributor relies on its 650 sales reps to serve thousands of upscale restaurant customers buying from its catalog of 30,000 food products. Because of the commodity nature of food prices, spot bids for each customer’s regular purchases must be re-priced weekly — a daunting chore for any business, but especially for this one which had grown rapidly over the past decade and was beginning to buckle under the ever increasing weight of their pricing challenge.
50% Sold Below Floor + 5.1% Margin-Dollar Improvement
At the largest flooring products manufacturer in the U.S., an internal Six Sigma study of pricing performance revealed that over 50% of sales orders were transacted below the lowest approved prices, because sales management accepted nearly all requests for larger discounts from the 300-plus person field sales force. This approach produced wide variations in prices and margins, and was in direct conflict with the newly announced business objective to grow market share by 15% while increasing margins by 5%.
1,000s of Price Decision per Day
Like many B2B companies, Schneider Electric, the global leader in energy management, was facing an increasingly complex business environment. Tens of thousands of products, thousands of customers, hundreds of sales reps, multiple go-to-market methods, competitive pressures and cost volatility, put Schneider Electric’s centralized pricing team in the position of making thousands of pricing decisions each day. The team had been measuring price for a number of years and began to realize that pricing decisions were not offsetting the costs they were absorbing on raw materials and were failing to meet customers’ expectations for competitive pricing.
$25M In Previously Hidden Sales + $2.4M Closed In Just 90 Days
At a major manufacturer of commercial lighting, management knew it was not getting all the business it could from existing customers. With thousands of customers and hundreds of product categories, the company knew that opportunities to sell more volume and sell additional product categories couldn’t help but be overlooked. And, competitors weren’t hesitating to exploit these oversights to gain footholds and create defection risks.