quinta-feira, novembro 03, 2016

"This is called value‐based pricing" (parte II)

Parte I.
"Value‐based pricing results from value engineering. As a construct, it works from the premise that in order for the firm to serve customer needs profitably, it needs to understand what those customers need and what they will pay to have their needs met. That is, value‐based pricing seeks to identify the value an offering delivers from the customer’s perspective and then charge accordingly.[Moi ici: Como ontem conversava ao almoço com um empresário, não é cobrar mais porque se consegue dar a volta ao cliente, é cobrar mais porque o cliente reconhece mais valor]
Value‐based pricing requires approaching pricing challenges through the lens of detecting and understanding value from the customer’s perspective. It requires gathering facts that can be constructed into meaningful information about what needs customers have, how an offer will impact those needs, and how valuable that impact is, all from the customer’s perspective.
Value‐based pricing isn’t a specific technique or process, but rather a paradigm for managing exchanges between the firm and its customers. As a paradigm, it flows across the firm’s decision‐making process. It defines the context through which all pricing and strategic competitive positioning decisions are made.
If value‐based pricing relies on understanding value from the customer’s perspective, then what is that value? That is, what value is relevant for pricing decisions?
The total value a customer receives from a product is the difference between the total benefits the product or service delivers and the total price the customer must pay to receive that bundle of benefits.

the relevant meaning of value for customers is not an absolute, total value construct but a relative, differentia value construct.
Differential value is the difference in value delivered to customers by choosing one firm’s offer compared to that delivered by choosing an alternative offer.

The concept of differential value, ΔV, covers both hard, calculable issues and softer, perceptual issues."

Trechos retirados de "Pricing Done Right"

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