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Whether you have specific questions about driving better pricing outcomes in a B2B environment—or just want to know which questions you should be asking—the library of questions in the PricingBrew Journal makes it easy to find the answers and resources you need.

Here are just a few that subscribers get access to:

  • When doing competitive analysis, where else can we look to uncover our competitors' priorities?
  • What can I do if I can’t really tell whether the customer is serious about needing the absolute lowest price?
  • Should I give my salespeople a specific price, or is a range OK?
  • How would we know which value packages or bundles make sense to create?
  • What is a "Mix Shift" customer defection and how do I spot it?
  • How can we see the customer spend that we aren't getting?
  • What have other groups experienced when trying to link pricing performance to sales commissions? What have they done? And how successful has it been?
  • What is the average % lift reported by those using price elasticity to set prices?
  • How can pricing skills be applied to other profitable problems?
  • Should we use current or potential LTV in our segmentation?

This question is just one of hundreds of educational resources you get access to as a PricingBrew Journal subscriber.

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More Subscriber-Only Resources From Our Library

  • The Fundamentals of Price Segmentation

    In this recorded training seminar, we explain the concept of price segmentation and why it's such a powerful and important tool. We explore the essential process and even walk through a step-by-step exercise, building an example price segmentation model from scratch.

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  • How to Crater a Market with Cost-Plus Pricing

    For one large manufacturer, cost-plus pricing was tantamount to malpractice. In this case study, learn how the lack of strategic pricing capability reduced the value of an entire market by over $1 billion.

    View This Case Study

  • From Tactical to Strategic Pricing

    Some teams are so mired in tactical grunt work and daily firefights that they never make progress on strategic pursuits. How have other pricing teams transitioned into more strategic functions? What steps did they take?

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  • Where Should the Pricing Function Be Located?

    Should Pricing report directly to the CEO? Should it be located in Sales, Marketing, Product, or Finance? While none of these organizational locations is perfect, through our research, we've been able to identify and document some of the common pros and cons associated with each location.

    View This Research