"The value perception in B2B is often driven by factors that are different from those in B2C. This is because the products supplied in B2B are normally intermediate elements in a value chain from which a final product is produced the consumer. Therefore, in B2B, customers will assess a product in terms of the value it can add to their value chain. As a result, buying decisions in B2B are more objective and fact-based. Product specifications are often measurable, and customers will try to translate them into the value they can add to their value chain.
But how to communicate value in B2B, where the product is an element in the customer value chain? Customers will try to compare a product with its competitors, evaluating the potential savings or additional values they can achieve. Therefore, you need to evaluate the contribution of your product to the customer’s value chain. Cost of ownership analysis and ROI are therefore critical in B2B price negotiations. ... When margins are rich, incentives based on growth are appropriate, but in cost plus, margins are small. In this case, a company’s sales incentives should be based on margin. If its sells at a 10 per cent margin on average and, thanks to negotiation, a sales representative is able to achieve a 1 per cent higher price, the company’s margin increases by 10 per cent, and this achievement can be rewarded."
Trechos retirados de "Optimal pricing models in B2B organizations" publicado em Journal of Revenue and Pricing Management Vol. 11, 1, 35–39 (2012).