How a “Top Salesperson” Gutted a Pricing Initiative
Learn to Avoid the Mistakes One Company Made When Implementing a New Pricing Technology
We all know how important it is to get Sales on-board when pursuing a pricing technology initiative, right? And we all know what can happen when we don’t, right? Well, if you have any doubts, this case study will make things abundantly clear:
- Why sales adoption can wane months, or even years, after a "successful" pricing technology implementation.
- How to diagnose underlying problems and root causes by stepping back and asking different questions.
- How misaligned reward and recognition systems can have a number of costly unintended consequences.
- How to leverage data and differences in internal behavior and performance to influence management.
This case study is just one of hundreds of educational resources you get access to as a PricingBrew Journal subscriber.
More Subscriber-Only Resources From Our Library
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Closing the Skills Gap in Sales Negotiations
In this Expert Interview, Jason Levinson discusses the latest methods and innovations in negotiation training for salespeople. Closing the negotiation skills gap is not a hard as you might think!
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More Effective Cross-Functional Pricing
Pricing in a B2B environment is cross-functional by nature. In this on-demand webinar, learn about improving overall pricing performance by working more effectively with other groups and departments.
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How to Get More Aligned With Sales
Taking a purposeful approach toward aligning more closely with the sales team can reap great rewards for pricing results. Learn five straightforward steps toward fostering a better working relationship with integrity.
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Why Pricing Initiatives Fail
In B2B, some pricing initiatives just don’t work out as planned—they either struggle to produce worthwhile results or they fail outright. So, how do we avoid making the same mistakes that have derailed other initiatives?
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Managing Risk in B2B Pricing
How to Be More Proactive in Mitigating Real and Perceived Pricing Risks
