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TODAYS DISCUSSION
101
15
1
Price
26 100
Operating profit
Volume
-5
How many resources are dedicated to reducing costs or increasing volume vs. improving pricing?
NUMEROUS CASES SHOW SUBSTANTIAL UPSIDE POTENTIAL EXISTS FROM IMPLEMENTING PRICING BEST PRACTICES
Improvement in return on sales (within 12 months of implementation) Percentage points
10
DISGUISED EXAMPLES
Case example Enterprise software Storage systems (hardware, software, and services) Computers (servers and software)
Pricing impact is usually greater in situations with: Complex product lines Many transactions Broad customer base High switching costs Weak current pricing capabilities
3
Source: McKinsey engagement experience
EVEN SO, MANY TECHNOLOGY COMPANIES FEEL THEIR PRICING MANAGEMENT SKILLS ARE "BASIC"
Pricing excellence skill level Deficient Basic Very good (1) (2) (3) Strategic pricing
Superior (4) Lifecycle and industry level pricing abilities are key differentiators
Structural pricing
Transactional pricing
Understanding/quantification of
discount elements Creating discipline on discount management
Wide variation in capabilities across core elements of pricing enablers and infrastructure 4
Source: Survey and interviews of 120 senior executives from technology companies, 2003
AND EVEN TOUGHER FOR TECHNOLOGY COMPANIES, ESPECIALLY SOFTWARE BUSINESSES Frequent innovation and short product lifecycles Steady growth in feature functionality with often decreasing Dynamic
environment price/performance ratios
Myopic view of pricing strategy and tactics over product lifecycle Multitude of alternative pricing models and approaches available
many degrees of freedom (e.g., across license/services)
6
TODAYS DISCUSSION
Offering
Product/
pricing architecture Feature bundles Segment based value pricing strategy
Standard
license pricing Discounting policy and practice Channel pricing
Warranty Update/
upgrade
Ordering
and delivery
Payment
terms
Renewal
pricing
License
management
Revenue
deferral
Lifecycle
pricing
Support
Pricing model Discounting policy and practice
License and
maintenance compliance
Internal
transfer pricing
Special License
structure Model (e.g., perpetual vs. subscription) License metrics License scope license pricing Volume based models Enterprise level agreements
Maintenance
offering
Promotion
and demo pricing
8
Offering
Product/
pricing architecture Feature bundles Segment based value pricing strategy
Standard
Warranty
Ordering
and delivery
Payment
terms
Renewal
pricing
License
structure Model (e.g., perpetual vs. subscription) License metrics License scope
license pricing Update/ Discounting upgrade policy and Common issues Support practice Channel Pricing One size fits all product/pricing pricing model architecture Discounting Special policy and license practice pricingvs. benefit not assessed at Price segment level Volume based models License metrics not aligned with Enterprise customer value perception level agreements
License
Revenue
Lifecycle
management deferral pricing Best practices License and Internal Unbundle transfer maintenance software suites as appropriate to better address compliance pricing underlying segment needs
Maintenance
offering
Promotion
and demo pricing
DISGUISED EXAMPLE
Money left on the table due to unsophisticated differentiation model Current revenue Want base only (80% existing) Want func tionality (20% existing) Convert losses to wins Price sensitive mid tier Func tionality seekers Expected revenue with base/module price structure
* Base now priced at 75% of original price; incremental modules each priced at 30% of original base price
Value advantage
1 3 1
Segment 4
Company A Competitor B
Value advantage
Value disadvantage
Company A Competitor B
Segment 2
11
CHOOSING WRONG LICENSING METRIC CAN LEAD TO HEAVY DISCOUNTING OR BELOW VALUE PRICING
Company Pricing parameter Alignment with perceived value Capacity Poor Competitor Ports High
Ratio between client and competitor list prices Number of ports Capacity 1 2 4 6 8 10 15 20 8 1.2 1.4 1.7 2.0 2.3 2.6 3.3 4.1 16 1.0 1.1 1.4 1.7 1.9 2.2 2.8 3.4 32 0.8 0.9 1.1 1.3 1.5 1.7 2.2 2.7 64 0.6 0.6 0.8 0.9 1.0 1.2 1.5 1.9 128 0.4 0.4 0.5 0.6 0.7 0.7 1.0 1.2 256 0.2 0.2 0.3 0.3 0.4 0.4 0.6 0.7 Company price far exceeds competitor price and perceived value, forcing sales force to discount heavily 12 Perceived value Competitor Company Perceived value Competitor Company
Offering
Product/
pricing architecture Feature bundles Segmentbased value pricing strategy
Standard
license pricing Discounting policy and practice Channel pricing
Warranty Update/
upgrade Common issues
Ordering
and delivery
Payment
terms
Renewal
pricing
License
Special License
structure Model (e.g., perpetual vs. subscription) License metrics License scope license pricing Volume based models Enterprise level agreements
management Support Lack of frontline discounting Pricing License and discipline (e.g., at end of quarter) model maintenance Discounting compliance policy and practice Target discount structure does not differentiate by segment
Revenue Lifecycle Best practices deferral pricing Establish discount floors and exception management Internal transfer processes with incentives tied to pricing measurable performance Differentiate target discounts by
segment based on underlying value differences
Maintenance
offering
Promotion
and demo pricing
DISGUISED EXAMPLE
6 5 4
What is justification for such widely varying discounts for similar sized deals?
Why are there so many deals (even medium ones) at full list price?
1
Deal size Dollars
1
14
DISGUISED EXAMPLE
Tighten range of discounting Create disciplined pricing/escalation processes Align sales force incentives to reduce discounting Create tools to track and support frontline pricing performance
21.6 1 .8
2.0 0.2 0 5 5 80
1.3 80 85
0.3 >85
15
DISGUISED EXAMPLE
Discount approved
Sales manager
Quotes from sales force interviews Managers are no deterrent, they approve everything We never walk away from deals These big deals with huge discounts only get done because of senior management approving them
16
72
56 44
2
Sales incentives
Mid-quarter quota targets Price realization incentives and penalties
17
DISGUISED EXAMPLE
Traditionally higher discount segments Discount policies should be tighter in those segments where software titles are of intrinsically greater value
Offering
Product/
pricing architecture Feature bundles Segmentbased value pricing strategy
Standard
license pricing Discounting policy and practice Channel pricing
Warranty Update/
upgrade
Ordering
and delivery
Payment
terms
Renewal
pricing
Support
Pricing model Discounting policy and practice
License Lifecycle Common issues Revenue practices Best management deferral pricing Concessions at time of Enforce strict criteria license sale can delay License and Internal and require approval maintenance transfer for nonstandard terms maintenance revenue compliance pricing stream Excessive discounting
of maintenance services
Special License
structure Model (e.g., perpetual vs. subscription) License metrics License scope license pricing Volume based models Enterprise level agreements
Choosing between
percent of list vs. percent of net maintenance pricing
Maintenance
offering
Promotion
and demo pricing
DISGUISED EXAMPLE
25
0-3
3-6
6-9
9-12
12-15
15-18
18 18
DISGUISED EXAMPLE
175
35 25 15 100
Discounts at renewal
Net revenue
21
DISGUISED EXAMPLE
1 9
16 6
0-10
10 6
11
Maintenance
7 (all at 0)
10
0-10
1 0 0 0 0 0 0 0
22
2001 DATA
There is no right
answer either model can be viable Mix of models used by industry Can usually realize any given absolute price point under either model
Source: Gartner 2001 software support portfolio (October 2001); IDC 2001 support services for enterprise-level applications; Company website; McKinsey analysis
Offering
Product/
Standard
Warranty
Ordering
and delivery
Payment
terms
Renewal
pricing
pricing license architecture pricing Update/ Feature Discounting upgrade Best practices Common issues bundles policy and Use Support Segment- license practice electronic license Inadequate based value Pricing management tools to management tools Channel pricing pricing facilitate registration, model result in lack of strategy purchase, trial usage, Discounting installed base usage Special and customer software policy and information License license asset management practice structure pricing Volume Entitlement systems Model (e.g., Entitlement check and perpetual vs. based can limit unlicensed enforcement practices subscription) models usage and create for license and License Enterprise opportunity for maintenance are weak metrics level maintenance renewal/ License agreements up-sell scope Promotion Maintenance and demo offering pricing
License
management
Revenue
deferral
Lifecycle
pricing
License and
maintenance compliance
Internal
transfer pricing
24
DISGUISED EXAMPLE
20% 0%
Not entitled
Entitled to support
25
Offering
Product/
pricing architecture Feature bundles Segmentbased value pricing strategy
Standard
Warranty
Ordering
Payment
terms
Renewal
pricing
license and delivery pricing Update/ Discounting License Best practices Common issues upgrade policy and management practice Prepaid or early Support Ensure business Channel License and payment terms oftenPricing objectives and logic pricing maintenance generous beyond model underlying prepaid or compliance early sound give and get Discounting payment terms Special policy and justify margin reduction License license practice structure pricing Service giveaways and Reducing or eliminating Model (e.g., Volume service giveaways and concessions lead to perpetual vs. based concessions can help misaligned sales vs. subscription) models reinforce and clarify corporate finance License Enterprise overall corporate deferral methodologies metrics level deferral guidelines License agreements scope Promotion Maintenance and demo offering pricing
Revenue
deferral
Lifecycle
pricing
Internal
transfer pricing
26
Offering
Product/
pricing architecture Feature bundles Segmentbased value pricing strategy
Standard
license pricing Discounting policy and practice Channel pricing
Warranty Update/
upgrade Common issues
Ordering
and delivery
Payment
terms
Renewal
pricing
Lifecycle
pricing
Special License
structure Model (e.g., perpetual vs. subscription) License metrics License scope license pricing Volume based models Enterprise level agreements
management deferral Support Provide sales incentive Inefficiencies in Pricing Internal renewal process License and can to renew contracts well model maintenance expiration and void and delay renewal before transfer Discounting compliance pricing opportunity support reps with policy and efficient renewal practice process (e.g., inside sales support)
Tighten discounting
policies for renewal and enforce discipline in renewal negotiations
Maintenance
offering
Promotion
and demo pricing
27
DISGUISED EXAMPLE
Total opportunity
Forgone opportunity
Cancelled by customer
Renewed
28
DISGUISED EXAMPLE
28
Best practice is to send renewal quote and P.O. 90 and 30 days (respectively) before contract expiration to lock in renewal Long renewal process teaches customers that renewal decisions can wait
14 9 6 4
Average = 29
16 16
Before expiration
1-30
30-60
60-90
90-120
120-150
150+
29
MAINTENANCE RENEWAL SALES CAN BE DISCOUNTED MUCH LESS THAN AT TIME OF LICENSE SALE
Software maintenance discount Percent of list price
At time of renewal
Fewer competitive options are available to customer (e.g., third-party or self-maintenance not always viable for mission critical applications) Renewal approval is scrutinized less than initial license deal, often by different buyers
0
Q1
30
30
31
End-of-quarter pressures
result in deep discounting One-time payment could be relatively large and can be focus of customers price reduction efforts
Subscription
Lessens impact of end-ofquarter pressures Can facilitate customer adoption due to lower upfront costs and shorter commitments
DISGUISED EXAMPLE
15
Invoice price
Pocket price
Pocket margin 33
* Includes sales costs, allocated R&D acquisition/goodwill, royalties, license fees ** Including professional, installation/integration, and maintenance/support services
DISGUISED EXAMPLE
Hardware 4 only 3
5 Software only