Webinar: Where are B2B Companies Losing 10% of Profit?

Join us for a webinar on B2B sales optimization. We'll look at how manual negotiation processes cost time, sales, stress, and 10% or more of profit.

Why does this happen? What have companies tried to do about it? And what kind of results have those efforts yielded.

February 24, 2010, 11AM CST. Register Now.

Pricing and the Placebo Effect

This summer, Steve Silberman over at Wired wrote a great article called "Placebos Are Getting More Effective. Drugmakers Are Desperate to Know Why." While the implications for pricing in the pharmaceutical industry are obvious, there are also important analogies to pricing activities in a much broader range of companies.

The article discusses how big pharma saw controlling the central nervous system as a path to a whole new class of profitable drugs. What they found was that the mind had a huge impact over the body, but not necessarily because of the active ingredients in drugs. Patients who thought they were taking drugs often showed improvement even without taking actual drugs (placebo). This has been documented for some time. More interestingly, patients who received placebos from doctors who actively engaged with them and suggested the patient would get better had better results than patients whose doctors were strictly clinical and aloof. (They did as well as patients on the leading drugs-- not that I want to veer into a discussion of health care reform.)

Placebo effects (or "responses", as some experts prefer to call them) can also work the other way. Patients told of a drug's potential negative side effects are more likely to report those side effects.

In short, our minds form expectations that end up shaping how we interact with the world and become self-fulfilling, or at least self-reinforcing prophecies.

So when you focus your conversations with customers on price, cost, discounts and other aspects of the pricing calculation, pricing takes the fore and you find out that customers "only care about price." If you express your relationship with the customer in terms of the customer's benefits, what other similar customers have achieved, and other aspects on the value side of the ledger, you generally find lower price sensitivity.

Don Hammalian, Senior Vice President at Alexander Proudfoot, a business process improvement consulting firm with a large sales process practice notes:

Salespeople tend to credit their competition with strengths and abilities that go far beyond reality, especially around competitive pricing. I’ve been with client salespeople who, on their way to close a sale, succeeded in convincing themselves in the car that they had to reduce pricing, even though the customer had not made it an issue. In some cases, they cut prices by 10-15% based on their own self induced fears. Rather than selling the value proposition, service and dependability of their organizations they focused on assumptive prices they could not match and missed their positions of strength. In nearly all cases, these concessions are made without a complete understanding of the impact on margin and market positioning. This is a formula for failure … they failed.

Selling on value is covered in Sales 101 and Pricing 101. The particulars of any given sales situation make it much more complex to implement, of course. Some organizations and individuals will try it, and most will see some kind of success. But it's often anecdotal (despite the views of professor Jenny McCarthy, this does not make it valid). A couple of setbacks, and companies stop trying.

The goal is not remove price sensitivity, or win every deal at full price. This would be absurd. The idea is that overall, you can create a small but meaningful shift in pricing results, simply by positioning price appropriately. And if your margins are 10%, a 1% improvement just added 10% to your bottom line.

How can you use this effect to your advantage with your customers and sales team?

Part of it is a mindset shift.

We saw one company whose new executive team knew that it had to increase margins. They explicitly focused on value and improving price yield rather than just whether the deal is signed. They moved price exception approval from an administrative function to an executive function. They used our software to get details of open opportunities and how they compared to similar opportunities with the same customer or related customers. They even rejected a few deals that might previously have been considered acceptable. Within a month, the sales team had adjusted to the new regime and stopped asking for massive discounts. Sales and close rates did not change.

This effect is also why companies spend a lot of money on the customer experience outside the core "product." Fancy restaurants have fancy decor and nice plates, setting your expectations for the food (and the bill). A Lexus showroom is very different from a used car lot. An Apple retail store looks different from Fry's. Businesses communicate expectations about price and value, deliberately or not. Better to be deliberate, and aligned with your value proposition.

So if you feel you have a premium offering, act like it. This will help set customers' expectations for price. If you want to communicate that you're a low-price offering, don't try to be as fancy as the more expensive competitor. Just don't fall into the trap of saying you're the premium offering and acting like you're the discounter-- you'll incur the expenses of developing the premium product, but fail to achieve premium margins.

The Night before Christmas (Sales Compass Edition)

Twas the night before Christmas, when all the through the house
Not a hard drive was stirring, not even a mouse.

The pipeline reports were tallied with care
In hopes that the revenue soon would be there.

The sales teams were in hotel rooms, snug in their beds
While visions of commissions danced in their heads

The CFO had his latte, and I had my cap[puccino],
because after working all night we really wanted a nap.

When in the conference room arose such a clatter,
That meant we wouldn't make numbers-- that was the matter.

To my dashboards I flew like a flash,
I knew I had found a great source of cash.

Sales Compass showed our profit on each deal in flow
Which ones were met target, and which were below.

And then what to my wondering eyes should appear
But deal approval alerts and analytics so clear.

That I didn't need Excel, I could be nimble and quick
And I knew which deals needed which kind of trick.

More rapid than eagles the deals they came
And I whistled and shouted and called them by name.

"Now Upsell! Now Cross-sell! Now Big Deal and such!
On this one and that one there's no need to discount so much!

If we drop the price here our profit will fall!
And we'll give away all our hard work after all!"

As dry leaves that before the wild hurricane fly,
When they meet with an obstacle, mount to the sky,

So up to the Target Price the deals they flew,
With price optimization and simple comparisons, too.

And then, in a twinkling, I heard on the phone
The happy laughter of successful sales reps back home.

As I drew in my hand, and was turning around,
Across the wi-fi St. Benioff came with a bound.

He was dressed in a Hawaiian shirt, true to form
Because the North Pole is cold but The Cloud is quite warm.

A bundle of toys he had on the AppExchange,
Some expensive, some cheap, some just a bit of change.

Under his breath he was singing about "The Cloud"
And I'm not sure he knew he was singing out loud.

The stump of a cigar he held tight in his teeth
And the smoke it encircled his head like a wreath.

He was long haired and bearded, a bit tall for an elf,
And I laughed when I saw him, in spite of myself;

With the click of a mouse and a twist of his head,
He gave me great insight to move some deals out of the red.

He spoke many words, and went straight to work
And filled my page layouts with Apex and Visual Force,

And swiping a finger across his iPhone,
He approved several deals, including one of my own;

He sprang to his sleigh, to his team gave a whistle,
While data sync'd in the cloud, gently as the down of a thistle.

But I heard him exclaim, ere he drove out of sight,
Happy Christmas to all, and to all a good night.

Get a free Sales and Pricing Diagnostic Report

Are you leaving 10% of your profit on the table?

Do you know where?

This free report provides analysis on your business to help you maximize sales and profit for 2009, including:

• Where you're leaving money on the table in negotiations. (Every 1% of extra discounting could be costing you 10% of your profit.)
• What types of customers find your offerings most valuable.
• What products your customers find most valuable.

Salesforce.com customers can get their free report with just a couple minutes of setup of Sales Compass Free Edition-- which is automatically upgraded to personal edition through 12/31/2009. (See the setup instructions.)

SaaS University: Maximizing SaaS Revenue

If you're in the software industry, don't miss SaaS University in Dallas, January 26-28. With over 30 sessions, this event provides the best opportunity for folks in the SaaS community to learn, share, and network.

Get early bird pricing through December 21, and save an additional $100 with the code MIMIRAN100.

One of the sessions is: Maximizing SaaS Revenue through Sales and Pricing Discipline, presented by Reuben Swartz of Mimiran.

Maximizing SaaS Revenue through Sales and Pricing Discipline

SaaS companies often act as if they have no incremental costs, leading to lax discounting practices. As a result, margins fall and companies struggle to reach or maintain profitability. Through careful analysis and disciplined execution, companies can close deals faster and leave less money on the table. For small software companies, the results can be the difference between life and death (a company with 10% margins that can leave 2% less money on the table raises its profit by 20%).

In this session you will learn to analyze and evaluate the effectiveness of your revenue and pricing strategies, how to discount more effectively (and less), and examine how other companies have implemented these techniques.

Hope to see you in Dallas.