- Series Information
- List of Figures
- List of Tables
- List of Boxes
- List of Contributors
- Why Are Prices Set the Way They Are?
- Airline Pricing
- Electric Power Pricing
- Health Care Pricing in the United States: The Case of Hospitals
- Pricing in Restaurants
- Pricing of On-line Display Advertising
- Consumer Credit Pricing
- Wireless Services Pricing in the United States
- For What IT’s Worth: Pricing Internal IT Services
- Television Advertisement Pricing in the United States
- Pricing in the Cruise Line Industry
- Less-than-Truckload Pricing
- Pricing in the North American Protein Industry
- Wine Pricing in the United States
- Pricing and sales practices at the Grand Bazaar of İstanbul
- Price Theory in Economics
- Models of Demand
- Game Theory Models of Pricing
- Behavioral Issues in Pricing Management
- Customized Pricing
- Nonlinear Pricing
- Dynamic List Pricing
- Sales Promotions
- Markdown Management
- Revenue Management
- Auction Pricing
- Services Engineering: Design and Pricing of Service Features
- Pricing in Business-to-Business Contracts: Sharing Risk, Profit, and Information
- Pricing and Inventory Management
- Structuring and Managing an Effective Pricing Organization
- Global Pricing Strategy
- Using Lean Six Sigma to Improve Pricing Execution
- Mastering your Profit Destiny in Business-to-Business Settings
- Current Challenges and Future Prospects for Pricing Management
Abstract and Keywords
This article explores what undermines sellers' confidence, with an emphasis on procurement's power, and on the common problems with seller–buyer relationships. It reviews what is needed to restore confidence to the point where the seller not only closes the sale but is able to capture the extra couple of points of revenue that generate large profit improvements. Specifically, the article highlights three areas that can help create an environment which encourages sales professionals to work through conflict without unnecessarily giving in to all of procurement's demands. The focus throughout is on large, complex business-to-business sales – whether products, services, or a mix – rather than on simpler or routine transactions, such as those involving parts replenishment or retail restocking.
Thomas G. Jacobson is the global managing director of Accenture’s Pricing & Profit Optimization. Mr. Jacobson has led a number of engagements across a variety of industries for clients around the world, helping them transform business strategy, processes, organization, and technology to maximize profitable growth. He contributed to the 2011 book Contextual Pricing and received the “Distinguished Pricing Award for Contributions to the Field of Pricing Practice” from Fordham/Babson University in 2010. Before joining Accenture, he served in an executive role at a price- and- profit- optimization software company. Mr. Jacobson is based in Boston.
Tiffany Gilbert is a senior manager in Accenture’s Global Pricing & Profit Optimization practice. She helps clients improve their pricing confidence and make effective use of price negotiation tactics. Prior to joining Accenture, Ms. Gilbert was corporate counsel for companies in the financial services, manufacturing, and software industry and specialized in creating and negotiating optimal deal structures. Ms. Gilbert is based in Atlanta.
Michelle Mahoney is a senior manager in Accenture’s Sales and Pricing organization and the global pricing capability lead. She helps clients achieve their company’s pricing strategies by working with them to improve their pricing confidence, make effective use of price negotiation tactics, and understand how to optimize deal profitability. Prior to working at Accenture, Ms. Mahoney worked in sales and marketing. Ms. Mahoney is based in Denver.
Tiago Salvador is a senior principal in Accenture’s Pricing & Profit Optimization practice. Mr. Salvador focuses on global pricing transformation initiatives, from pricing strategy through execution and organization design and alignment in a variety of industries. In addition, Mr. Salvador has led engagements in growth strategy, new product development, sales and market strategy, and customer strategy and segmentation. Mr. Salvador is based in Chicago.
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