As the economy shifts, the key goals for pricing are changing. Net Dollar Retention (NDR) has come to the fore for many companies. Growth models are shifting as buyer behaviors change.

Growth demands that both trust and value are well realized by your customer. Customers are expecting value to be delivered to them and the Service-Led Growth model can drive higher, sustainable, and predictable growth (revenues). This is especially true when customer centricity relies on the synergy between expertise, platforms, and insight to drive the business relationship that in turn drives monetization. The SLG model can be a more powerful way to increase and accelerate value delivered as customer relationships mature over time.

B2B companies now have a consistent method for their sales teams to assist their buyers in making a case for investment. Customer Value Management (CVM) has provided our customers with a solid foundation for increasing revenue faster in the future.

Pricing dashboards are a critical tool for managing pricing and connecting pricing to value. How does your company track this today? What will a state of the art value and pricing dashboard look like? Please contribute to our short survey.

In most companies value and pricing are disconnected. Even worse, value promises and value delivery are not well documented. The result is lower sales, more discounting and churn. The Ibbaka Value Pricing Dashboard connects pricing to value across the customer journey. It gathers the data you need to effectively evolve pricing.

When sales comes to you asking for discounts or demanding price cuts do not blame them. Ask yourself, have you helped them communicate value and then document the value delivered? Value-based pricing begins with value, not pricing. If you want your sales team to execute on a value based strategy you need to support them.

The final choice in the strategic choice cascade is the systems you will need around the value cycle. As you design the systems that support your pricing strategy, take a holistic approach to the systems you will need to enable success.

The third choice in the strategic choice cascade is how to win. In pricing, how to win choices are where you align your pricing and portfolio with your target market. This is product market fit, with fit including your pricing model and market including your competitive positioning. Connecting the value metric and pricing metric is an important part of this work.

The second choice in the strategic choice cascade is where to play. In pricing, where to play choices are based on a value-based market segmentation. A good segment is one where potential customers get value in the same way and buy in the same way. The segmentation helps one to target the most attractive customers.

The first choice in the strategic choice cascade is your winning aspirations. Pricing is a powerful lever and it can do many things, but it cannot do everything at the same time. Building alignment on what your pricing strategy is meant to achieve is the first step to a winning pricing strategy.

Roger Martin’s Strategic Choice Cascade is a powerful way to frame strategy. Ibbaka has developed a version of this specific to pricing choices. Karen Chiang and Steven Forth will be giving a workshop on how to apply this framework at the Spring 2021 Professional Pricing Society Virtual Conferece.

One of the key barriers to adopting value-based approaches, including value-based pricing is a lack of customer understanding. The best way to organize your research into customer value is a customer journey map. This tool is underutilized in pricing discovery. Here we show how to build a customer journey map that will inform your pricing.

Despite the benefits of value-based pricing, companies are still lagging on implementation and execution. Corporations are failing in value-based pricing and are therefore not maximizing their opportunities to transact. This is a topic that Laura Fay, TSIA VP & Managing Director, Offers Research and Advisory, and I will be exploring during TSIA Interact. On October 21st, we will be discussing why it is difficult for customers to identify and connect value metrics to pricing.

Research has found that emotional value drivers play an important role in B2B pricing. In our recent work Ibbaka has found that it can be just as important to consider community value drivers, the positive (or negative) impacts a product or service has on the wider community. Including community value in market segmentation, customer targeting and positioning gives important pricing insights.

Ibbaka made the Ready to Rocket List for 2020. This list is in its its 18th year and celebrates the British Columbia’s high growth technology companies, those that are most likely to succeed. In this post we share Rocket Builders insights from the launch event.

Executives are looking for data-driven insights to make key decisions that will allow them to execute and drive their businesses forward. Business needs to strike the balance between what its market needs and what it can achieve with its talent. Leaders are tasked with driving business performance and outcomes—outcomes that are usually measured in terms of financial performance. The winning path to do this is to create value for our stakeholders while differentiating to stay ahead of the competition and to drive ongoing engagement with our stakeholders.

There is a strong link to innovation and value creation. To foster innovation, we need to embrace diversity. Linda Naiman shares her approach to unlocking creativity by leveraging a whole-brain model as well as a 10 step design thinking methodology for innovation.

Emotional and economic value drivers are both important in market segmentation and pricing design. This is especially true where goods like water is involved. WaterTrax (part of Aquatics Informatics) has been thoughtful and effective in designing its pricing.

Innovation is only sustainable if part of the value can be captured in price. How does your organization price innovations?

The people who came together to form Ibbaka have a long working history of working together. We have built companies together, organized communities of practice and even put on a few conferences. We know how each other work and how we learn.