麦肯锡工作手册(全套).pptVIP

* 设立销售战略 驱动执行杠杆 有效结构 销售技巧 和支持 基于业绩的 测量和奖励 测量和追踪结果 基本激励/业绩补偿 财政和非财政奖励 的平衡 * pricing * Pricing-- provide the value Companies can also provide value to their customers through careful pricing decisions。 Despite the huge profit leverage of improved price performance， pricing is among the most undermanaged basic functions within our clients today。 The issues， opportunities， and threats in pricing can be explored across three distinct but related levels of piece management： the supply-demand level the product/market strategy level the transaction level Making positive pricing change happen is usually more difficult than identifying the location of a pricing opportunity。Successful change programs- those that genuinely upgrade the client’s pricing capability-usually contain elements across at least four dimensions： top-down， bottom-up， cross-functional， and support systems。 Getting the pricing process right often provides a solid foundation for upgrading the entire marketing function within client organizations。 Advanced topics in pricing are briefly addressed at the end of this section。 * Choose value Indentify needs/buying factors Select target segments Define value package Communicatese value Determine and manage pricing at three levels * Understand pricing profit lever In many cases， price is the most important determinant of changes in profitability。 A 1-percent increase in price can lead to a substantial increase in profits。 The pricing profit lever is more powerful than other determinants of profitability， including volume increases and cost reduction。 Nonetheless，pricing is often undermanaged： sometimes， price differentiation is perceived- often mistakenly - as being entirely illegal， and degrees of pricing freedom rare vastly underestimated。 In addition， many companies believe that “ price simply cannot be managed” - that pricing is set by the market or set by competition。 Finally， companies underestimate the impact that pricing changes can have on their