Por exemplo, num projecto em curso:
Entretanto, com a leitura de "Value First Then Price" editado por Andreas Hinterhuber e Todd Snelgrove encontrei este exemplo:
"We recently completed a pricing project with a German B2B company with sales in excess €5 billion. As part of the diagnosis, we mapped the key processes where pricing decisions were made. The key process in B2B is, as mentioned, the offer development process - most industrial companies have a similar process in place that covers
The client illustrated ... had an offer development process in place, but the analysis revealed that profitability suffered as a result of a poor design on nearly all elements in this process.Estes trechos dão uma ideia de como a abordagem por processos pode ser usada com cabeça, tronco e membros conjugada com a abordagem baseada no risco.
Customer insights, for example, were not shared between sales managers and regions, so the salesforce was perceived, as out of sync by some customer segments. Likewise, executives did not systemically collect, let alone share, information on price levels or offer configurations of competitors.
Sales managers responded passively to request for proposals rather than actively developing new markets and cross-selling new products to existing customers.
Sales managers used revenues and not gross margins to evaluate market opportunities, meaning that the company's best available technical talent was regularly assigned to large but unprofitable deals.
Also, the offer development reflected what salespeople thought customers wanted instead of taking customer insight to develop the value proposition; ...."