Ariel Banos, expert in pricing strategy, presents in this article a key aspect to consider when quoting proposals for professional services.
"... In his book "Pricing Creativity", Blair Enns exemplifies the big differences there can be in the price of professional work, using the cases of some famous logos.
In 1971, in the early days of his company, Nike CEO Phil Knight paid a design student named Carolyn Davidson the sum of US$ 35 (about US$ 200 at today's values) to create the "swoosh" logo. We are talking about the mythical logo that still identifies the Nike brand today.
Consumers today have access to information anytime, anywhere, including what, where and when to buy, how much to pay, among other things. This makes it increasingly important to use consumer-focused data analytics to predict how they will behave when interacting with brands.
The goal of consumer analytics is to create a single, accurate customer view to make strategic decisions about how to acquire, identify and retain them.
If the products and services sold include aspects that are highly valued by customers and our prices have evolved below market rates, it means that it is feasible to raise marketing prices.
Ariel Banos, founder of Fijaciondeprecios.com, describes the signs that should be analyzed by businessmen at the moment of applying an increase in the prices of the products and services marketed.
Generating a trusting conversation with clients and identifying and presenting your own success stories is of utmost importance so that at the quotation stage a price is defined based on the value provided by the products and services.
According to Ariel Banos, founder of Fijaciondeprecios.com, exploring the method of defining prices based on the value for the client is a recommendable resource for those who hesitate about how much to charge their clients.
Deploying all the analysis capacity to identify and value the differentials of the proposals, so that the customer is aware of the additional value of the products or services they will buy, is key to sell at higher prices.
Ariel Baños, founder of Fijaciondeprecios.com, exemplifies one of the cases in which strategies to sell at higher prices can be applied and explains the factors that influence this type of scenarios.
"The cost determines my selling price" and "let's lower prices to win customers and then start raising them" are some of the phrases that should be avoided when designing a pricing strategy.
Ariel Banos, founder of Fijaciondeprecios.com, has identified five phrases that are dangerous and that companies should avoid applying when designing their price management strategy.
Analyzing satellite photos to estimate the production capacity of an area or evaluating images of a product being sold on the streets to calculate its market-share are some of the business solutions that arise from the transformation of images into data.
Traditionally, when teachers or businessmen wanted data, they requested surveys. Data would be ordered, in the form of numbers or boxes checked on questionnaires.
Designing or adapting properties to be of mixed use, offering more entertainment options and mixing in an adequate way the type of tenants to whom the premises will be rented, are strategies that could give a new boost to shopping centers.
The pandemic drove consumers away from shopping centers, as government home quarantines in the region, the rise of e-commerce, and bans on people from visiting these facilities significantly affected mall operations.
Taking advantage of shortages to sell at high prices and visualizing the benefits to companies of strategies that demonstrate social empathy in difficult times are some of the lessons learned during 2020, which was highlighted by the health and economic crisis.
The spread of covid-19 suddenly transformed the global business landscape. Ariel Banos, founder of Fijaciondeprecios.com, has identified five lessons that companies learned in terms of price management, in this context of changing commercial reality.
Companies with teams dedicated to innovation, organizational structures that allow for agile decision making and that quickly migrated to teleworking, are those that have best adapted to the new commercial reality.
The pandemic brought about a scenario of changes in the business models, the companies had to apply radical changes in an accelerated way in order to successfully face the challenges represented by the changes in people's habits.
Promoting a risk management culture, defining possible scenarios by turning uncertainty into a variable and preparing to safeguard the company's operational continuity are some of the most important strategies for facing the coming year.
The pandemic that generated the spread of covid-19, caused changes in all business sectors and also generated an environment of uncertainty regarding the future of the economy.
The covid crisis forced companies to accelerate the digital transformation process they had been experiencing, forcing the implementation of new business strategies that, far from disappearing when the pandemic passes, will remain and be reinforced.
Crib economy, geolocalization, digital shopping... are terms that have always existed in the language spoken by marketing, sales and business strategy experts, but in recent months, such terms have once again echoed, and with great force, in the business strategy discussions of practically all companies in the world.
Selecting products with limited sales potential because of price, defining the group of clients that will be reached by the promotion and quantifying the profits that the company will receive after offering discounts are factors that must be evaluated when applying strategies of this type.
In order to avoid carrying out promotions in an intuitive way, without an integral evaluation of the action, both in terms of costs and benefits, Ariel Banos, founder of Fijaciondeprecios.com, proposes seven steps to correctly define a Profitable Promotion.
As a result of the fast emergence of the new commercial reality, several business models that were profitable until the first quarter of 2020, are now obsolete, forcing business leaders to rethink strategies to survive in this new scenario.
The spread of covid-19 generated radical transformations in the markets for goods and services, in the ways people work, modified several consumption habits, and even changed some tastes and preferences.
Understanding audiences and visualizing the client as the center and reason for the company's existence is fundamental to adapting business models to the new commercial reality.
The statistics, trends and projections that were used to analyze and define business models and strategies before the pandemic lost their validity due to the emergence of a new economic and commercial reality.
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