Many organizations begin by evaluating possibilities to launch value-based or dynamic pricing or other fancy and trendy pricing strategies when they want to increase their pricing power. Such strategies are, of course, very useful, but they don’t necessarily suit all products and companies. Especially in a b-to-b organization they might be a few steps too soon.
Often a better way to start is to take a critical look at existing processes around price getting. Even small improvements in an organization’s discounting practices can bring quick wins in leakage prevention and profit improvement.
In our previous blog post, we wrote about price-setting and price-getting capabilities in general.
Effort vs. value generation matrix for mapping the potential opportunities
At Capacent, we typically start by carefully assessing the overall maturity of our customer’s pricing function through a round of interviews and a thorough data analysis. Together with key stakeholders from the customer’s organization, we review the findings and brainstorm for additional ideas and place all potential opportunities in the effort required vs. value generated matrix. The matrix makes it easier to decide where to focus the attention and where to start.
The picture above presents an example of the matrix for the Nordic steel distributor with major industrial players as customers. Actions related to improving price-setting capabilities like value-based pricing and execution of price adjustments are included. But it is also clear that opportunities related to price getting, such as managing discount drift, cutting excessive discounting and limiting free freight can bring a lot more value with less effort.
Price leakage waterfall contributes to transparency in pricing and profits
A very powerful tool for evaluating discounts is the price leakage waterfall that brings transparency to your pricing and profits. When calculating from the list price to the net price and all the way to the pocket price, it is possible to understand where revenue leaks and where discounts are mostly given.
An example of the price leakage waterfall:
Focus especially on off-invoice discounts
When looking at potential leakages, it is important to differentiate between on-invoice and off-invoice discounts. On-invoice discounts are more transparent and easier to govern and in principle commercially justified. Therefore, the real potential usually lies in rebates, free services and other off-invoice discounts.
The various types of off-invoice discounts tend to get much less management attention and therefore can be more out of control. The problem with rebates is that they do not necessarily have the desired impact on sales. To be effective, rebates should be tied to purchased volumes and reviewed together with volume discounts.
Pay attention also to on-invoice discounts
In addition to the off-invoice discounts, it is beneficial to analyze discount drift that can often be found in on-invoice discounts. This means that the volume discounts given are not distributed logically according to the true size and potential of the customers, and small and medium-sized customers may be getting discounts originally intended only for larger customers. Aligning the on-invoice discounts across customer segments can generate significant additional revenues for companies.
Capacent found additional 16M€ of potential profit for the customer
Reducing discounts seems like an obvious way to increased profits, so why do companies hire pricing consultants to help with the job?
One reason is that discounts are often hidden and especially in larger organizations difficult to manage. When discounts are buried under hundreds of thousands of rows of complex ERP data, you need a set of skillful analysts and consultants to figure out the truth.
Our Swedish team conducted an extensive price leakage analysis for the Nordic steel distributor where the price waterfall analysis uncovered a whole range of revenue leakage points. The project team decided to focus on three areas – discount drift, rounded discounts and eliminating free freight.
″ In total, these accounted for an estimated 4,5% of total revenue and blocking the leakages represented 16M€ of potential additional profit for the company.
If you face discount management and any pricing-related challenges or aim to optimize your pricing strategies to meet your strategic business objectives, do not hesitate to contact us for more information on how we can help you on your path towards pricing power.
Elina Ojala is Manager within Capacent’s Pricing Team in Finland. She has several years of experience in pricing-related matters in payments and logistics industries. With her in-depth knowledge in pricing, she is interested in increasing customer profitability through price optimization and pricing process improvement.