Enable Your Team to Spend More Time Selling With a New Class of Sales Effectiveness Technology

In this whitepaper, we’ll explore where salespeople are spending their time, why most sales effectiveness technologies do not contribute to an increase in selling time, and contrast them with new guidance-centric selling tools. We’ll also discuss how you can carve out more time for revenue-generating activities using these new tools, while making the most of conversations with customers.

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Don’t Buy Software: Six Reasons to Move to the Cloud

Since the rise of companies like Salesforce.com, businesses have debated whether or not
to buy on-premise software or subscribe to Software-as-a-Service (SaaS). While many
organizations still choose on-premise, that is quickly changing. In fact, Gartner expects
SaaS adoption to far outpace market growth through 2015. In this whitepaper, we’ll explore the factors encouraging organizations to move to the cloud.

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Capitalizing on Big Data: The Six Opportunities Your Company May Be Overlooking

In this paper, we discuss why mining insight from your transaction data is critical to topline
growth, as well as the six revenue-boosting opportunities you will miss by sticking with
simplistic do-it-yourself data analysis.

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Feeding Optimal Prices into Legacy Quoting Tools Boosts Profits Fast

Some companies aren’t content to wait a year or more for a pricing initiative to make an impact. They want results now, and know that simply improving the quotation system alone won’t do it. These firms understand that by integrating optimal prices with their current quotation system they can generate big profit gains in record time.

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It’s the BOM: Capitalizing On Order Circumstances

This paper describes two interesting findings related to the portfolio of products on a BOM, which are both common across many businesses and which reveal opportunities for significant margin improvement. The underlying premise is that BOM product prices interact. These interdependencies and influences can be detected by careful analysis of historical data. Once identified, smart pricing machinery can help the business capitalize on these findings on every future transaction.

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Over-Discounting IS Optimal—Just Not for Your Company

Executives of all stripes, but especially finance executives have strong beliefs that sales reps over-discount. Recent research shows why not only is that expected, but why the conventional remedy, compensating sales on margin instead of volume, is not enough.

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How the Revenue/Volume Myth Can Hurt Your Margins in a Downturn

In a market condition like this, it’s not uncommon to find sales teams falling prey to the myth that just securing more revenue-dollars or unit-volumes will solve the company’s problems. As a result, the team’s entire definition of “going too far” is altered — kicking off an unnecessary margin-meltdown that can cost manufacturers and distributors millions.

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Should B2B Companies Be Pulling More Profit Levers in this Downturn?

In many cases, extreme focus on the operational aspects of their businesses can cause B2B companies to lose sight of other powerful profit-levers that are crucial in a downturn. These companies tend to act as though they only have one tool in their tool-belt. And when a downturn hits, their natural reaction is to grab that one tool and just start swinging it even harder and faster.

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Exploring the ”Better Prices Faster” Emerging Best-Practice Model

After more than a decade of working with clients to generate more profitable pricing, we’ve found that a new best-practice has emerged with respect to the underlying pricing-improvement model. Whereas just a few years ago, a “command and control” process model was considered to be best-practice, technology has enabled a different model that has proven to be more effective and efficient.

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The Myth About Inefficient Pricing Processes Being the Biggest Problem

It’s easy to understand why many manufacturers and distributors default to process improvement when attempting to capture their pricing opportunity. What no one likes to talk about, however, is the fact that process improvement is only really powerful when the object of the process in question is fundamentally sound to begin with.

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When Your Costs Are Dropping, Should Your Prices Follow?

The biggest challenge in dealing with price decreases in a period of softening demand and falling costs is determining just how far to go. The real “trick” is to drop prices far enough without going too far. If you can pull this off, you can protect your volumes and market-share without it costing more than it is worth, or more than is really necessary.

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Exploring the Myth That ”Pricing Needs to Be Simple” in Order to Be Effective

Regardless of how it happens, the reality is that companies too often connect the dots between their underlying pricing model and ease-of-execution in the field. The result is fairly predictable: These companies adopt extremely rudimentary pricing models that are easy to understand and execute, but that ultimately allow millions of margin-dollars to just slip through their fingers.

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Simple Steps to Help Minimize the Fear-Factor That Leads to Excessive Discounting

The “fear factor” is a reality in any market condition. But in a downturn like this, concerns about losing the deal, losing the volume, or losing the customer, are often taken to the extreme. As these heightened fears work their way into negotiations and pricing decisions, they can turn a bad — but manageable — situation into a full-blown margin meltdown.

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How Can Manufacturers and Distributors Gain Competitive Advantage in the Current Downturn?

In the midst of this downturn, visionary manufacturers and distributors aren’t just hunkering-down and waiting it out. They aren’t content to just survive. Rather, they are working proactively to develop advantages that will not only help them weather the storm, but also help them emerge in a stronger competitive position.

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Margin-Killing Myth: The Market Controls the Price

This myth alone has done more damage and cratered more markets than all of the other margin-killing myths combined. When executives and managers hold this belief, their margins are virtually guaranteed to suffer. For many executives and managers, this mistaken belief is playing a role in their decisions and preventing them from fully-utilizing the most powerful profit-lever available.

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The Top 10 Margin-Killing Myths About B2B Pricing

Every B2B company would like to maximize their margins, improve their profit-performance, and ultimately, increase their shareholder value. What’s preventing some companies from leveraging the power of pricing to improve their performance? In our experience, we’ve found that what often separates those who succeed from those who struggle is a series of closely-held myths about pricing in B2B.

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Strategies and Tactics for Optimizing Your B2B Price Matrix

In many businesses it’s common to find 30% to 60% of corporate revenues being priced through non-negotiated price mechanisms such as a price matrix or price grid. But there’s one big problem that shows up and robs the price matrix of its full potential. In this paper, learn how leading companies are taking an innovative approach to reclaiming lost profits on the non-negotiated side of their business.

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Finding and Leveraging Hidden Sources of Margin and Revenue

Leading B2B companies are looking beyond the obvious segmentation criteria. In so doing, they’re finding profitable opportunities their competitors are unaware of, making them more resilient in the down times and positioning them for a stronger recovery in the days ahead. This paper exposes some of the more “unique” sources of margin improvement that have been discovered recently in the B2B environment.

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