Ron Baker, Founder VeraSage Institute @ ronaldbaker
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Transcript of Ron Baker, Founder VeraSage Institute @ ronaldbaker
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Ron Baker, FounderVeraSage Institute@ronaldbaker Value
Pricing as a Business
Model
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What is a Business Model?
How your firm creates value for customers, and how you
capture that value.
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“Disruptive threats come inherently not from new technology but from new
business models.”
Andy Grove, Founder, Intel
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The Firm of the Past
Revenue PeopleHours Efficiency Hourly
Rate= x x
We sell time
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The Firm of the Future
Profit Intellectual
CapitalEffectivenes
sValuePrice= x x
Our customers buy intellectual
capital
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A 1% increase change in, yields
- Fixed Costs
+ Revenue - Variable costs
+ Price0.0%
2.0%
4.0%
6.0%
8.0%
10.0%
12.0%
2.7%3.7%
7.3%
11.0%
1.5%2.5%
4.6%
7.1%
McKinsey AT Kearny
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1% Increase Price = Increase Operating Profits
1% of revenue = 1%WindfallCurrent profit
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Price for profit.
Innovate for growth.
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“The single most important decision in evaluating a business is pricing power. If
you’ve got the power to raise prices without losing business to a competitor,
you’ve got a very good business. And if you have to have a prayer session before
raising the price by 10 percent, then you’ve got a terrible business.”
Warren Buffet
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What are you really selling?
What are your
customers really
buying?
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“The customer never buys a product. By definition the customer buys the satisfaction of a want. He buys value.”- Peter
Drucker
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“When it leaves the factory, it’s lipstick. But when it crosses the counter in the department store, it’s hope.”
Charles Revson, Founder, Revlon
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It’s to increase profits.
The default purpose of
marketing is not to increase sales.
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Cost
$0
$5,000
$10,000
$15,000
$20,000
$25,000
$30,000
$35,000
$40,000
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The First Law of Pricing: All Value
is Subjective
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Confusing Cause and Effect
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A Tale of Two Theories
The Labor Theory of Value
The Subjective Theory of Value (Carl Menger, William Stanley Jevons, and Leon Walras)
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Salaries + Overhead + DNI Expected Hours
= Hourly Rate
Precise, but precisely wrong
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Cost-Plus Pricing
Value-Based Pricing
Customer Value Price Cost Service
Service Cost Price Value Customer
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Eight Steps to Implementing Value
Pricing
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Implementing Value Pricing
Eight Steps at a Glance
1. Conversation with Customer2. Pricing the customer, not the services (CVO/Value
Council)3. Developing and pricing options4. Effectively present options to customer5. Option selected codified into an FPA6. Proper Project Management7. Scope creep, utilize Change Orders8. Conduct Pricing After Action Review
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“Language was invented to ask questions. Answer may be given by grunts and
gestures, but questions must be spoken. Humanness came of age when man
asked the first question. Social stagnation results not from a lack of answers but
from the absence of the impulse to ask questions.”
Eric Hoffer, Longshoreman
Philosopher
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Implementing Value Pricing1. Conversation with customer
Not:“What do you need?”
But rather:“What are you trying to accomplish?”
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Implementing Value Pricing1. Conversation with customer
Listen > Talk
Opening: “Mr. Customer, we will only undertake this engagement if we can agree, to our mutual satisfaction, that the value we are creating is greater than the price we are charging you. Is that acceptable?”
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Spiritual Value
Specialist expertise/knowledge Unique social capital Brand/reputation Unique result—creativity & innovation Reducing risk (Guarantee) Pleasant experience (MOTs) Make the Customer “look good” Relationship Knowledge elicitation What else?
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Implementing Value Pricing2. Pricing the customer, not the services
Role of the Value Council
1. Ensuring that the firm prices on purpose.2. Constructing and experimenting with various
value-based compensation agreements. 3. Assuring continuous learning and teaching the
importance of pricing for value. 4. Dealing with price objections from customers.
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Implementing Value Pricing2. Form a Value Council and appoint a CVO
Role of the Value Council (continued)
5. Keeping the firm focused on tracking customer results instead of firm inputs.
6. Establishing customer selection/deselection criteria.
7. Conducting “after action reviews” at the end of major projects.
8. Providing education throughout firm
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Implementing Value Pricing3. Developing and Pricing Options
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The Second Law of Pricing: All
Prices are Contextual
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Behavioral Economics
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1 Yr Sub Price Mkt Share
Web only $59 16%
Print only $125 0%
Print & Web $125 84%
1 Yr Sub Price Mkt ShareWeb only $59 68%
Print & Web
$125 32%
42.8%
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Anchoring
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Framing
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Implementing Value Pricing3. Developing and Pricing Options
The Six Ts of Options
1. Turnaround Time2. Terms3. Talent4. Technology5.Tailoring6.Transference
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Hours x Rate Fixed price Change orders Service guarantee Price guarantee Payment terms Unlimited Access
Value Price Premiums
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Implementing Value Pricing4. Effectively present options to customer
Presenting your pricing1. Present your most expensive option first; this is your
“anchor price.”2. After stating your price(s), shut up.3. Use the word “price” instead of “fee.”4. Use the word “agreement” instead of “contract.”5. Use the word “fair,” as in “Is this a fair price to you?”6. Remember to negotiate value, not price.7. Place a timeline on proposals; no price should last forever.8. Finite number of price objections—shouldn’t we have
answers?
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Implementing Value Pricing5. Fixed Price Agreement (FPA)
Elements of an effective FPA
Memorializes the meeting of the mindsSpecifies scope of workIncludes deadlines, delivery dates, and other milestonesDetails customer’s responsibilities for providing informationIncludes payment termsEstablishes parameters for Change OrdersBundles Unlimited AccessIncludes service guarantee and price guarantee
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Implementing Value Pricing6. Proper Project Management
Effective PM
Scope of workWho performs workResources neededCapacity planning—forward looking, not backwardsCustomer responsibilities and commitmentsDeadlines—duration, not time spent
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Implementing Value Pricing7. Change Orders
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Firms that Value Price Have a clear purpose, strategy, and position Have made pricing a core competency Have excellent project management skills Understand they sell intellectual capital, not time Only work with customers who value them Routinely fire low-value customers Maintain minimum prices Don’t treat all customers equally Have appointed a value council and/or a CVO Have replaced timesheets with Key Predictive Indicators,
PM, AARs
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At least 84% of us are copying,
not innovating.
If you just copy, you will always be behind.
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Don’t solve problems; pursue opportunities.
Peter Drucker
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www.journalofaccountancy.com
June, 2009Pricing on Purpose: How to Implement Value Pricing in
Your Firm
November, 2008The Firm of the Future
April, 2010Project Management for Accountants, by Ed Kless
Simon Sinek, www.TED.com
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Thank You!
[email protected]: (707) 769-0965 Twitter
@ronaldbaker
VeraSage website/blogwww.verasage.com
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Implementing Value Pricing8. Conduct a Pricing “After-Action Review”
After-Action Review Questions How could we have enhanced our customer’s perception of
value? What were the business results and performance against
key metrics? Did we have the right team on this assignment? How high were the costs to serve? Did we stay within time and budget parameters? Could we have captured more value through higher price? If we were doing this type of assignment again how would
we do it? What are the implications for the way we design and
deliver our services? What could we do better next time?
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Simon Sinek, Start with Whywww.ted.com
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