@Martin Gallardo Yeah, I agree with you there. I seldom meet Pricing Professionals besides in large companies, but I know exceptions. I believe that in "smaller companies" the leverage on Pricing compared to a full time equivalent Pricing Manager is smaller. I do have some real life KPIs of Pricing FTE/Billions in Revenue from earlier this years (from large top companies). Might find that later. Regardless size of company, I still claim that Pricing is (should be) Top Management Top Comittment 🫡

Another Observation: Corporate Pricing Functions (vs. Pricing Consultants) While Pricing Professionals within corporate pricing functions spend their days working with value propositions and quantifying customer value (in addition to managing price lists), they often seem, compared to consultants, to be: - Less focused on articulating the value proposition of the pricing function or initiative itself. - Not sufficiently quantifying the financial impact delivered by their pricing efforts. JJ

@Christine Carragee Thanks a lot for your input, appreciate it. With limited knowledge myself, I kind of "hoped" for your answer. Especially since I believe the software itself is not advanced, neither are the ideas (value based, right?), but the ideas put in practice together with a an application (and some consulting setting it up + "change management") makes the magic. I might reach out later again, JJ

@Michał Narkiewicz Thank you very much! Really appreciate you sharing this. Saves me a lot of worries and time, better used elsewere.

Great webinar, on a topic valid for any business. One of my first first pricing projects (large company doing projects, subscribed service and maintenence + additional services) a long time ago had to do "cleaning up" in "ways to charge (structure)" before being able to move on to "prices". Then, taking on a turn-around for a geographical entity in the same company I inherited the vast number of different "subscription" contracts, with different structures, indexes, periods, prices etc etc. First, we streamlined structures and prices for additional services on all contracts, exept for the very large profitable customers, very profitable customers & new agreements. We were lucky (would have done it slightly differently today), no one showed any concerns, no churn because of that. I stayed with that unit for 4 years. We reduced invoicing costs (FTE) by >75%, reduced average time from assignment to invoice with months. Secondly, as you described, there was a long time ("two years") finding out what we really delivered in the subscription agreements, re-calculate and negotiate a new standardized agreement, with a valid subscription price. Hard work, but seldom hard to convince the customers. I know many companies besides B2B SaaS that could use the structured approach to reduce Commercial Debt you deliver.

@Ron Kugler I think Ulrik cleared out most of it below. The Committee we describe seems alike, also the need for Pricing Professionals. Many of the organisations I have been involved in made PnL responsible managers part of the Committee, always outnumbering any participants from "Sales" or "Product". In the Committee I ran myself (being the pricing professional, not as a consultant) I had the joy of also involving a great "IT-specialist" (securing both functionality, new improvements and updates of prices etc). If there is the opportunity to have the ones responsible for profit and loss in the Committee, that takes care of conflicts of interest between stakeholders as corporate functions (as Pricing) and Sales (often reporting to someone responsible for profit, right?). Both to simplify, and maybe to make it somewhat more complex. I have never worked in a company (well, never worked in an all B2B Saas Company...) that consider itself only working with one offering to one segment. In the companies I have experience from, there are always different "best ways" to Price, in different, call it situations - that made different pricing strategies, different processes, and different governance models needed. One simple example from one company: - Large multiyear deals were always very competetive, and pretty transparent, with long tenders => Cost & Competitor Based Pricing. Corporate Sales kind of owned this - Smaller deals and additional sales to current customers, less competition, urgent needs => More value based pricing, guided by "the price list", developed by the above mentioned Committee Different situations, offerings, business' might be best managed with different governance and models even within the same company.

@Ulrik Lehrskov-Schmidt not a cop out, I think. I think that activating top level management in Pricing is essential. Being enthusiastic is not enough. Two small formal activities for top Management in the above case: 1. Appoint members to the Committee 2. Decide/signoff of the proposals (at least annually, not talking dynamic pricing, but the decision to work with dynamic pricing would be such a top management decision), but taking visible and formal accountability of Pricing Again, what you share here , and makes many more share is really excellent, thanks a lot!

Two totally different scenarios (both in favour of disclosing discounts) I know work very well - in certain cultures/industries/scenarios: 1) Anchor your price ("list price") with high estimated value ("price $100"), hustle what you need, discount, preferably with a valid argument (see 2). Send all invoices with agreed discount disclosed. Transparent, easy. If everything in the agreement is good, the discount transfers to next year. 2) Understand that "value goes both ways". Estimate what different kind of value different clients and their actions brings To You. Discount, from your "global list price" according to the value your client provides to you. This (hopefully) ends upp with a transparent discounting. I know a global manufacturing company who annually invites all their customers in the same region and publicly (in principle) presents all list prices, discounts and net prices for the clients. "I want the same discounts as my competitor" "We'd be happy to give you that, just do what they do: establish your own first line service center (makes you a discount of 3%), make your orders with minimum bulk of 10 000 pcs (0,5%)". In essence the conference is about to "help your clients provide more value for you (and them) and reward them with discounts". Hope this was at least a fun story, much depending on the culture in the industry

@Christine Carragee Love this! In "my industries", Public Sector is often a large segment - with thick agreements stating what could be invoiced or not (due to historical mispractices). Not seldom stating that "stuff that really is needed for providing the service on a running bill cannot be invoiced" (sometimes consumables, service car etc). I always argue: - Always do the same on any contract, if you use the car, punch that button - If the car cannot be invoiced, set the price to "0" (or better, 100% discount on the listprice for the car). Good to see you here Christine!