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Why improving pricing is
hard but worth doing and
how to get started
February 2017
Ian Tidswell
© een Consulting GmbH 2
Ian Tidswell Biography
Founder of een Consulting, focused on helping B2B companies develop best-in-class
end-to-end sustainable pricing processes
Professional Experience
• Since 2016, Independent Professional, Switzerland
• 4 years, Global Head of Pricing, Syngenta, Switzerland
• 2 years, Pricing Transformation Lead, Medtronic, Switzerland
• 6 years Partner, Head of Business Consulting, Vendavo Consulting, UK and USA
• 4 years, Director, i2 Technologies, USA
• 4 years, to Engagement Manager, McKinsey & Company, USA
Selected Project Experience
• Developed a pricing framework & process for pricing innovations for out-licensing for leading industrial
• Built up the global pricing team for Syngenta. Indirect management of global network of pricing
managers within.
• Lead multiple in-country projects for Syngenta to diagnose pricing opportunities and actions to address
price setting, commercial terms management & price execution challenges
• Lead development of a global commercial terms/policy framework and playbook to align CT/P with
strategic goals in each country within Syngenta, improved CT/P performance and enabled automation
• Headed the strategic initiative to substantially improve, harmonize and automate Medtronic
International’s pricing processes across all major markets. Drove improved pricing & risk exposure
• At Vendavo successfully led discovery, design and deployment of Vendavo price system at multiple
customers including chemicals, distributor, semiconductor, tire and mobile phone manufacturers
Education
• Ph.D. Physics, Harvard University, Cambridge, Massachusetts
• B.Sc. in Physics, Imperial College, London University
At a glance
• Former McKinsey senior
consultant with line
management experience
in MedTech and agri-
chemicals business
• Proven B2B Pricing
transformation leader
• Practical, hands-on
approach with track
record in value delivery
• Based in Basel
Switzerland
• LinkedIn Profile
• Email:
ian@eenconsulting.com
3© een Consulting GmbH
Pricing provides the highest leverage profit opportunity
0% 2% 4% 6% 8% 10%
8%
3%
2%
11%
Volume
Fixed
cost
Price
Variable
cost
“What’s the impact of a 1% improvement in
each profit lever*?
● Raising the net price has a
larger impact on profits than
any other lever
● Potential profit improvement in
many B2B companies: 2-5
points of revenue
● First benefits generally start in
weeks. Full realization usually
takes years
* For a typical Fortune 500 company
4© een Consulting GmbH
So if pricing is such a great source of value, how
come so many companies struggle to get there?
● Complex topic: economics, psychology, channel
partners, strategic relationships, dynamic
● Cross-functional collaboration: “Squeeze the balloon”
fix one problem and something else goes wrong
● Leadership “don’t know what good looks like” and
pressure to “make the numbers” each quarter
● Marketing sensitive to criticism of pricing skills
● Sales sensitive to losing control: “we know the market”
● Metrics polluted with other market changes
● Disparate systems, poor quality data
● Data not set-up to support pricing
5© een Consulting GmbH
Building a bridge to better pricing
● The goal is clear – pricing that is:
- Effective – Adequate to accomplish a purpose;
producing the intended or expected result.
- Efficient – Performing in the best possible
manner with the least waste of time and effort.
- Sustainable – Reliably supporting decisions for
the vast majority of cases consistently
● The challenges building bridges are also clear:
- Sometimes there is lots of talk and little action
- Building takes a long time
- It’s expensive: need ongoing maintenance
- Benefits come only after construction is done
6© een Consulting GmbH
HOW to build a bridge to better pricing
Insights, knowledge, best practices Learn WHAT to do
Pricing and supporting skills HOW to get it done
Pricing team brand/reputation PERMISSION to do it
Improve processes, technology, data Make it SUSTAINABLE
Measure progress SHOW progress to maintain support
7© een Consulting GmbH
Five dimensions of WHAT to build for a pricing process
that works
Clear priorities that should
influence pricing decisions
Company Goals
Harmonized processes &
data etc. to leverage scale
Standards
Who makes decisions based
on insights, skills
Organization
Data and direction to
support decision-makers
Information &
Guidance
Process and technology to
support and sustain
Consistent
execution
A Pricing
Process that is:
• Effective
• Efficient
• Sustainable
8© een Consulting GmbH
Building pricing insights, knowledge, best practices
● Break the problem into pieces – build a framework
- Adds value by simplifying the problem
while framing the conversation
- Keep tweaking, enriching,
deepening as you learn more
- Keep communicating the core
concepts so they become part of
the company DNA
● Ruthlessly prioritize. Be transparent
about it
● Start with a few projects targeted to
help build up the knowledge base
© een Consulting GmbH 9
Example Pricing Framework
Strategy
+ Goals
Pricing
Structure
Execute
Monitor
+ React
● 2-5 simple, easy-to-
understand elements
● Clear boundaries between the
different elements
© een Consulting GmbH 10
Example Pricing Framework: 2nd level activities
• Offer Design
• Product & Customer Segmentation
• Price Setting (List Price)
• Price Guidance (Pocket Price Corridor)
• Delegation of Authority, Incentives
• Capability development
• Communication (internal, external)
• Product & Service Design
(Value Architecture)
• Waterfall Design
• Comm. Terms & Policies Menu
• Process & Automation model
• Price Governance model
• Transaction Price Process
• Exception Management
• Metrics
• Pricing Process
• Price Outcome
(absolute, relative)
• Adjust tactics, goals
Strategy
+ Goals
Pricing
Structure
Execute
Monitor
+ React
https://www.linkedin.com/in/iantidswellpricing
ian@eenconsulting.com

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Why Improving B2B Pricing is Hard but Worth Doing. And How to get Started

  • 1. Why improving pricing is hard but worth doing and how to get started February 2017 Ian Tidswell
  • 2. © een Consulting GmbH 2 Ian Tidswell Biography Founder of een Consulting, focused on helping B2B companies develop best-in-class end-to-end sustainable pricing processes Professional Experience • Since 2016, Independent Professional, Switzerland • 4 years, Global Head of Pricing, Syngenta, Switzerland • 2 years, Pricing Transformation Lead, Medtronic, Switzerland • 6 years Partner, Head of Business Consulting, Vendavo Consulting, UK and USA • 4 years, Director, i2 Technologies, USA • 4 years, to Engagement Manager, McKinsey & Company, USA Selected Project Experience • Developed a pricing framework & process for pricing innovations for out-licensing for leading industrial • Built up the global pricing team for Syngenta. Indirect management of global network of pricing managers within. • Lead multiple in-country projects for Syngenta to diagnose pricing opportunities and actions to address price setting, commercial terms management & price execution challenges • Lead development of a global commercial terms/policy framework and playbook to align CT/P with strategic goals in each country within Syngenta, improved CT/P performance and enabled automation • Headed the strategic initiative to substantially improve, harmonize and automate Medtronic International’s pricing processes across all major markets. Drove improved pricing & risk exposure • At Vendavo successfully led discovery, design and deployment of Vendavo price system at multiple customers including chemicals, distributor, semiconductor, tire and mobile phone manufacturers Education • Ph.D. Physics, Harvard University, Cambridge, Massachusetts • B.Sc. in Physics, Imperial College, London University At a glance • Former McKinsey senior consultant with line management experience in MedTech and agri- chemicals business • Proven B2B Pricing transformation leader • Practical, hands-on approach with track record in value delivery • Based in Basel Switzerland • LinkedIn Profile • Email: ian@eenconsulting.com
  • 3. 3© een Consulting GmbH Pricing provides the highest leverage profit opportunity 0% 2% 4% 6% 8% 10% 8% 3% 2% 11% Volume Fixed cost Price Variable cost “What’s the impact of a 1% improvement in each profit lever*? ● Raising the net price has a larger impact on profits than any other lever ● Potential profit improvement in many B2B companies: 2-5 points of revenue ● First benefits generally start in weeks. Full realization usually takes years * For a typical Fortune 500 company
  • 4. 4© een Consulting GmbH So if pricing is such a great source of value, how come so many companies struggle to get there? ● Complex topic: economics, psychology, channel partners, strategic relationships, dynamic ● Cross-functional collaboration: “Squeeze the balloon” fix one problem and something else goes wrong ● Leadership “don’t know what good looks like” and pressure to “make the numbers” each quarter ● Marketing sensitive to criticism of pricing skills ● Sales sensitive to losing control: “we know the market” ● Metrics polluted with other market changes ● Disparate systems, poor quality data ● Data not set-up to support pricing
  • 5. 5© een Consulting GmbH Building a bridge to better pricing ● The goal is clear – pricing that is: - Effective – Adequate to accomplish a purpose; producing the intended or expected result. - Efficient – Performing in the best possible manner with the least waste of time and effort. - Sustainable – Reliably supporting decisions for the vast majority of cases consistently ● The challenges building bridges are also clear: - Sometimes there is lots of talk and little action - Building takes a long time - It’s expensive: need ongoing maintenance - Benefits come only after construction is done
  • 6. 6© een Consulting GmbH HOW to build a bridge to better pricing Insights, knowledge, best practices Learn WHAT to do Pricing and supporting skills HOW to get it done Pricing team brand/reputation PERMISSION to do it Improve processes, technology, data Make it SUSTAINABLE Measure progress SHOW progress to maintain support
  • 7. 7© een Consulting GmbH Five dimensions of WHAT to build for a pricing process that works Clear priorities that should influence pricing decisions Company Goals Harmonized processes & data etc. to leverage scale Standards Who makes decisions based on insights, skills Organization Data and direction to support decision-makers Information & Guidance Process and technology to support and sustain Consistent execution A Pricing Process that is: • Effective • Efficient • Sustainable
  • 8. 8© een Consulting GmbH Building pricing insights, knowledge, best practices ● Break the problem into pieces – build a framework - Adds value by simplifying the problem while framing the conversation - Keep tweaking, enriching, deepening as you learn more - Keep communicating the core concepts so they become part of the company DNA ● Ruthlessly prioritize. Be transparent about it ● Start with a few projects targeted to help build up the knowledge base
  • 9. © een Consulting GmbH 9 Example Pricing Framework Strategy + Goals Pricing Structure Execute Monitor + React ● 2-5 simple, easy-to- understand elements ● Clear boundaries between the different elements
  • 10. © een Consulting GmbH 10 Example Pricing Framework: 2nd level activities • Offer Design • Product & Customer Segmentation • Price Setting (List Price) • Price Guidance (Pocket Price Corridor) • Delegation of Authority, Incentives • Capability development • Communication (internal, external) • Product & Service Design (Value Architecture) • Waterfall Design • Comm. Terms & Policies Menu • Process & Automation model • Price Governance model • Transaction Price Process • Exception Management • Metrics • Pricing Process • Price Outcome (absolute, relative) • Adjust tactics, goals Strategy + Goals Pricing Structure Execute Monitor + React