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deal desk overseeing deal transaction pricing, and, as a result, they have Figure 2: Transaction pricing management practices, from laggards to leaders

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www.pwc.com/technology

The future of software

pricing excellence: Transaction pricing managementTechnology InstituteSegment-specific strategy

Pricing

goals

Portfolio

analysis

Overall

strategy

Policy

enforcement

Opportunities

and requests

Quoting and deal

management

Prioritisation

and allocation

Pricing performance

measurement and managementSegment-specific pricing and policies

Compliance

Overall pricing

and policies

Pricing data

and rules

Sales force and

partner enablement

Process

Organisation

Technology

Data & analytics

1- P r i c i n g s t r a t e g y 4 P e r f o r m a n c e m a n a g em e n t 2 P r i c e f o r m u l a t i o n 3 T r a n s a c t i o n ma n a g e m e n t

Figure 1:

PwC's pricing management framework

Source: PwC

Executive summary

The future of software pricing excellence / 2

LaggardMainstreamLeader

Process

Ad hoc

processes and decision-making, no clear policies in placeWell defined but poorly integrated processes with limited cross-functional coordinationFully-integrated, cross- functional processes across product creation, price setting, guided selling and discounting, including a closed- feedback loop to monitor performance and customer interactions and make adjustments as needed

Organisation

No clear owner of

pricing - it is 'shared' across organisationsPricing review committees overseeing pricing at the global level including regional pricing committees overseeing pricing and discounting at the regional levelCentralised pricing organisation defining pricing strategy, enforcing pricing and discounting policy with a centralised deal desk overseeing deal approvals as needed

Technology

Excel is the system and

tool of choiceSystems in place but they are primarily disparate, point solutionsIntegrated systems leveraging product, pricing, customer, contract and entitlement master data to determine transaction price

Data and

analyticsAd hoc capture of deal and discounting data, typically at a high- level (e.g., by overall transaction) and with limited analytic capabilitiesCapture data at all levers of the price waterfall with the capability to then run analyticsCapture data at all levers of the price waterfall and use it to simulate and model future price curves and provide insight to inform pricing strategy pricing strategy. [Figure 2]

Figure 2:

Transaction pricing management practices, from laggards to leaders

Source: PwC

The future of software pricing excellence / 3

1.

Designing a price waterfall. A price

2. 3.

ğenforcement.

throughout the company.

Designing a price waterfall

process so sales people can negotiate

Benefits of a price waterfall framework

List price

Regional

list price

End user

buy price

Invoice

price

Pocket

margin Rebates

Logistics

Sales and marketing

costsOff-invoice price adjustments

Partner

price

Mostly controlled by pricing levers

Captured by analytics

Pocket

price

Figure 3:

Price waterfall framework example

Source: PwC

The future of software pricing excellence / 4

1. ğ

Type of leverExamples

1. Regional

Foreign exchange/currency adjustments

Country adjustment

2. Volume/Promotion

Volume

Term adjustment

Promotions

3. Up-sell/Cross-sell

Extended warranty

Trade-in

Bundle discount

4. Channel

Authorised dealer

Specialised reseller

One-time reseller

5. Payment

Extended credit terms

Non-standard billing terms

6. Delivery

Advance delivery

Expedited delivery premium

2. 4.

The future of software pricing excellence / 5

FX adjustments

Country

adjustments

Region

adjustments

Language

adjustments

Programme

discounts

Volume

discounts

Contractual

pricing Standard channel discounts

Special partner

discounts

Partner

contractual discounts

Promotional

discounts

Additional

negotiated discounts Logistics

Off-invoice

promotions

Cash discount

terms

Credits/Rebates

Mktg dev

funds/Ads

Sales programmes

Returns

Commissions

Pricing errors COGS Technical support Sales costs Services costs Special costs- to-serve Using the price waterfall framework to identify and close profitability leaks Tools like a price waterfall also help identify and close profitability leaks List price

MSRPInvoicePocket

price

Pocket

margin

Are our go-to-

market strategies reflected in our MSRPs?

How consistent is

our pricing within segments or customer groups?

Do our actual sales

match the expected price/volume curves? 1

Were our sales done

within quoting authority?

How much additional

discounting do we give?

Are our promotions

working?

How are our

channels/partners performing? 2

Are we capturing

all of our logistics costs?

How is our

commission structure impacting margins?

Are specific

customers or products driving credits?

Are rebates an

effective incentive for increasing volume? 3

Do our price and

margin targets accurately reflect all our costs?

What is our true

cost to serve customers (both big and small)?

How can we

optimise selling, service and support costs? 4

Figure 4:

Using the price waterfall framework to identify and close profitability leaks

Ensure your pricing metric aligns with

retention rates•

Source: PwC

The future of software pricing excellence / 6

and enforcement analytics. [Figure 5]

The role of a centralised pricing organisation

Pricing performance and policy monitoring

High level

product goalsInitialproductcosts

Updated

product costs

Gaps to

product strategy steering committee policies

High level

product pricing strategyPriceagreements

Finalise price

points (Generic and vertical)

Review business

and segment strategy

Develop overall

pricing strategy; set base price

Perform internal

and external analysis

Socialise

pricingPublishpricebookand policies

Pricing

adjustment

Price analysis for deal management

Quote evaluationOffer/counteroffer

Request

for quoteApprovedquote

Price/volume

compliance enforcement guidelinesPrice master

Opportunity

Price analysis for

pricing strategy and price setting

Figure 5:

The role of a centralised pricing organisation

Source: PwC

The future of software pricing excellence / 7

Decentralise pricing authority to empower

Transaction pricing management

in action processes annual operating income.

Conclusion

series go to

© 2013 PwC. All rights reserved. PwC refers to the PwC network and/or one or more of its member firms, each of

which is a separate legal entity. Please see http://www.pwc.com/structure for further details.

This content is for general information purposes only, and should not be used as a substitute for consultation with

professional advisors.

BS-13-0265.0213

PwC can help

Mark McCaffrey

Tom Archer

Pierre Marty

Kayvan Shahabi

Greg Unsworth

About PwC's Technology Institute

About PwC

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