{"id":39683,"date":"2021-03-09T15:25:00","date_gmt":"2021-03-09T22:25:00","guid":{"rendered":"https:\/\/vendavo.wpengine.com\/?p=39683"},"modified":"2024-02-22T10:23:50","modified_gmt":"2024-02-22T17:23:50","slug":"b2b-digital-pricing-transformation","status":"publish","type":"post","link":"https:\/\/www.vendavo.com\/pricing\/b2b-digital-pricing-transformation\/","title":{"rendered":"Digital Pricing Transformation & the Pursuit of B2B Pricing Excellence"},"content":{"rendered":"\n

McKinsey<\/a>, in a recent article, reinforces what we’ve been advocating all along: B2B companies can capture vital value by leveraging pricing technology to make digital pricing transformation a profit-producing reality.<\/p>\n\n\n\n

Their take on it? That digital pricing transformation is bedrock to the achievement of “pricing excellence in B2B settings,” as they put it:<\/p>\n\n\n\n

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Our experience shows that such transformations, when done well, can enhance pricing to generate two to seven percentage points of sustained margin improvement with initial benefits in as little as three to six months.<\/span><\/em><\/p>\n<\/div>\n<\/div>\n\n\n\n

But as they point out, pricing technology<\/a> is no panacea. Particularly if companies fail to address other key facets of their pricing strategy<\/a> and processes, and look to shiny new tech as a turnkey solution in and of itself. That sets them up<\/strong> for nearly inevitable failure, not for a successful and sustainable future.<\/p>\n\n\n\n

<\/span>The Pitfalls of Poorly Planned Pricing Transformation?<\/strong><\/span><\/h4>\n\n\n\n

Why do enterprises find themselves falling short when attempting to implement pricing transformation?<\/a> Among the key “pitfalls” that McKinsey cites:<\/p>\n\n\n\n