We worked together with Marketing and Sales to build an analysis tool that allowed us to identify improvement potential in terms of Pricing management.
Q – How was the situation – on pricing issues – at your company before you joined the Certified Pricing Manager Program? What were the challenges?
Before joining the Certiffied Pricing Manager Program my organisation didn’t have a defined view on its pricing maturity and on the way to measure pricing performance. The challenge was a newly defined strategy that was expecting considerable pricing Improvement between 2014 and 2018.
Q – What triggered you to join the CPM® programme?
The appointment as EMEA Strategy Implementation Manager becoming responsible for Pricing Excellence among other projects, triggered the need for a solid training in this area.
Q – How did the CPM® programme help you to develop the pricing maturity in your organisation?
The CPM programme helped me developing pricing maturity within my organisation by:
- Defining and establishing several levels of pricing maturity
- Giving me concrete tools and frameworks that I could apply back in my company
- Sharing a network of Pricing Experts
Q – Give a short description of the project you delivered for the certification project. What was the challenge and what were the concrete results in €.
The Pricing improvement project I worked on, was particularly challenging as I was asked to improve pricing performance in an already quite mature Business Unit in terms of pricing. The main challenge was the mindset change required to shift to a more data driven decision making process than before. We worked together with Marketing and Sales to build an analysis tool that allowed us to identify improvement potential in terms of Pricing management. The results are in the next answer.
The impact of the project was ~300K€ (2.4% on sales) and it served as a pilot for the definition of a pan-divisional Pricing Excellence Programme.
Q – How do you feel now after completing this programme? What has changed, like in more visibility, more top level support in pricing in your company, better stakeholder relationships, more involvement in innovation, clear KPI’s,…
I feel stronger than before, ready to undertake challenges with a structured approach and clear KPI’s to measure the performance of my programme and the one of the Business units in the countries.
Q – You have been a pricing manager since several years now. How has the function of ‘pricing manager’ evolved during the years?
I actually haven’t been pricing manager, but more responsible for Pricing Excellence within the EMEA division. Nonetheless, my role has evolved by adding tools to my toolbox and by increasing the level of accountability.