"When a company is able to understand where value is created throughout the asset lifecycle, it can price for part of the incremental value created. But first it must understand what costs and values are incurred and generated, (Moi ici: Estamos a falar de custos e ganhos na óptica do cliente, pelo facto de usar o serviço prestado pelo produto. Isto no B2B) and where, when, and by whom..
A true TCO analysis should explore all dimensions that affect the customer's net profit. Therefore, a wider explanation of TCO — one that looks at the difference between the next best alternative of an option, and that takes into account all increased or decreased revenue minus all increased and decreased costs over the life of an asset - allows one to determine which decisions are the most profitable.
Thus, suppliers that are able to help their customers increase revenue, expand margins, enter new markets, sell an "upgrade option," and/or enter into longer customer relations create a benefit for the revenue side of their customer's balance sheet that needs to be measured.
What do customers really care about: total cost of ownership and net profit, or lowest unit price? Before devoting the necessary time and investments to calculating the full TCO for a new product or customer, a supplier must first ask, "Do any of our customers still even care about value? Or in today's world, is it always about the lowest price?" Sales teams continue to send market reports back indicating that they've lost deals because the supplier's price was too high, and that the value it offers customers is not appreciated, so customers won't pay for it. In too many instances, people transpose the terms "cost" and "price." These are two completely different concepts. What customers want is the lowest total cost, since that will drive their profitability. However, if a company is unable to measure the values that it creates and how these either help increase revenue or reduce other costs, its customer will focus on unit price instead of total costs as they become conflated in the customer's mind."
Qual o ciclo de vida do produto que vende aos seus clientes?
Consegue calcular o TCO global?
Num projecto BSC que terminei no mês passado, a empresa contou-me de um caso em que um cliente, por causa de ter optado pela sua opção, conseguia ter o serviço disponível durante mais horas. Quanto é que essas horas a mais de disponibilidade representam em termos de custos poupados com recursos consumidos? Quanto é que essas horas a mais de disponibilidade representam em termos de euros facturáveis? Quanto é que essas horas a mais de disponibilidade representam em termos de ausência de insatisfação nos clientes do cliente? Sem traduzir estas histórias em euros, a empresa terá dificuldade em comunicar o valor potencial extra, numa negociação com um futuro novo cliente.