Nikhil Kalla is a Global Pricing Manager at Ingersoll Rand who collaborates closely with regional pricing and global cross functional teams to drive projects that build pricing governance, create value propositions, align pricing with the market by applying segmentation, harmonization, rationalization and market research.
In this episode, Nikhil shares the significance of customer segmentation in developing a product that caters to different pricing tiers – top, middle, and low. This approach ensures that the product aligns with customers’ willingness to pay based on the value they receive.
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Why you have to check out today’s podcast:
- Learn how customer segmentation drives different pricing points while still attracting customers from various segments
- Gain insights into the significance of customer segmentation in shaping product design and establishing pricing strategies that cater to customers’ varying levels of willingness to pay
- Find out how proper communication of your product’s value can help you gain the most advantage in pricing
“If we had known our customer more or the most, you would have been able to segment your market and gain maximum on your profitability.”
– Nikhil Kalla
Topics Covered:
01:46 – What’s all this obsession of Nikhil over mastering Rubik’s cube
02:52 – How he found himself in pricing
04:31 – Defining customer segmentation
07:09 – Customer segmentation by way of price segmentation
08:59 – What goes into approving different price points for different customers and even for the same ones
11:20 – What drives different pricing mix
17:18 – Market segmentation as a way to sell your products more intelligently
19:40 – How this works: Two different products targets two different market segments with two different price points
26:42 – Explaining what real-life scenario versus assumptions when talking about value to price ratio[how packaging works as part of customer segmentation]
30:23 – Nikhil’s best pricing advice
Key Takeaways:
“Customer segmentation is all about deriving value, the maximum value from your customer base.” – Nikhil Kalla
“Other than just being value and pricing, I feel there’s more about communication of that value and then convincing part to be able to fetch maximum price so that the ratio of value by price is least as a win for me if I’m the supplier. And it has to be maximum so that the buyer gets to gain the most out of that transaction.” – Nikhil Kalla
“When it comes to having the ability to sell to a slightly non elastic market where the demand is going to be expected to stay the same, you would always want to rely on pricing as a lever. Because everything that comes through pricing just goes to your pocket.” – Nikhil Kalla
Connect with Nikhil Kalla:
- LinkedIn: https://www.linkedin.com/in/nikhil-kalla
Connect with Mark Stiving:
- LinkedIn: https://www.linkedin.com/in/stiving/
- Email: [email protected]
Full Interview Transcript
(Note: This transcript was created with an AI transcription service. Please forgive any transcription or grammatical errors. We probably sounded better in real life.)
Nikhil Kalla
If we had known our customer more or the most, you would have been able to segment your market and gain maximum on your profitability.
[Intro]
Mark Stiving
Today’s podcast is sponsored by Jennings Executive Search. I had a great conversation with John Jennings about the skills needed in different pricing roles. He and I think a lot alike. If you’re looking for a new pricing role, or if you’re trying to hire just the right pricing person, I strongly suggest you reach out to Jennings Executive Search. They specialize in placing pricing people. Say that three times fast.
Mark Stiving
Welcome to Impact Pricing, the podcast where we discuss pricing value and the cognitive relationship between them. I’m Mark Stiving and our guest today is Nikhil Akala. Here are three things you want to know about Nikhil before we start. He is the global pricing manager at Ingersoll Rand. Uh, he’s done pricing for Honeywell, for Eaton, for Wipro. And I think my favorite thing is he’s mastering the Rubik’s Cube. He says he can do a three by three and a little over a minute, and he just solved a four by four this morning for the first time. Welcome, Nikhil.
Nikhil Kalla
Thank you, Mark. It’s exciting to be here on this podcast with you, and thank you for the great introduction. I hope I do justice to the rest of the discussion we have here.
Mark Stiving
I’m sure you will. What caused you to want to master the Rubik’s cube? I’m just really curious.
Nikhil Kalla
Ah, that’s a good question. I am just curious about problems and sometimes when I see something that’s been unsolved for a long time, I just pick that up. And to be honest, it’s quite interesting because I’ve seen Rubik’s Cube all my life. I am 39 now, I’m going to be 40 soon, all these years I really never wanted to solve it. It was just all of a sudden that it struck me. I saw a cube lying down, unsolved. I’m like, there has to be something around it. And all my life I looked at the cube and was always like, oh, this is too difficult and nobody can solve it. I mean, people do solve it, but it’s beyond my capability or ability. And then I never gave it a shot. It just stuck me once. I was like, let’s do something about it. It’s a good problem to solve. And I learned some algorithms and looked at the logic from some YouTube videos and it took me a while. But I think it was quite an interesting problem.
Mark Stiving
Nice. Now you’re addicted to it. So, yeah, let’s jump into pricing. How did you get into pricing?
Nikhil Kalla
I didn’t really think after I did my studies that I would go into pricing. I think it’s just synonymous with everybody else who is in pricing today. I’m not sure about you, but I’ll be keen to ask you this question later. At the end of the discussion today. I did my engineering. I was into a manufacturing company, and then I did my MBA. But after I did my MBA, I went into a marketing role kind of business development and marketing. I wouldn’t say I didn’t enjoy that job much. I did in fact. But then I had an opportunity from a manufacturing company to work on their pricing. And pricing sounded like a different game to me. I was like, okay, it’s not that I was super interested about what I was doing right now. Why not explore something new? It could be, that would be the beginning of a new career for me. And there it is. I think it’s about 2012 that I started my pricing journey. And I’ve been into it so far. I’m still learning.
Mark Stiving
Nice. 11 years ago, pretty amazing. I’ve been at this for 30 some years and I’m still learning. So don’t imagine that there’s an end to the road.
Nikhil Kalla
Of course.
Mark Stiving
So, excellent. So I always ask my guests before you get on, what are you passionate about in pricing? What do you want to talk about? And you gave me a couple topics that you really like and one of them I love. Let’s talk about customer segmentation. And so before I share any of my thoughts on segmentation, I just want to hear what it is that you think customer segmentation means? How do you do it? go ahead and just pontificate for a minute.
Nikhil Kalla
I think in the most generic sense, customer segmentation that anybody would think, like, I would also do similarly trying to maybe identify the willingness to pay off different segments in your markets and just trying to understand that, or rather not trying to understand, but trying to come to terms with the fact that one size fits all does not work in business, especially in B2B business. I mean, it’s a different space than retail or B2C, but definitely companies, majority of the companies think about customer segmentation in terms of identifying the willingness to pay off the different kind of customer segments, customer channels, and trying to derive maximum value, monetary value out of the services or the products that they sell to those customers in those regions. So as a result of that, you end up creating a differential pricing opportunity.
So, as I said, one size fits all. It doesn’t work pretty well. Or I mean, if you stick to this philosophy, you are not going to survive. And most companies have realized this today. And to me, I think customer segmentation is all about deriving value, the maximum value from your customer base. You sell to a variety of customers. Like we also talk about human personalities, the demographic, there are different ways you could segment demography into different segments. Similarly, it’s with the willingness to pay off the different segments that you cater to. So in the most simplistic terms, I could just summarize customer segmentation to be able to identify and fetch the maximum value of your products, because one customer may see your product differently or use your product differently versus the other customer. So there’s more value in one customer versus other customer for the same product usage
Mark Stiving
Excellent. Let me share with you how I think about segmentation for a second. And then I want to dive down into your experiences using the terms I typically use, if that’s okay. so I typically like the phrases if I’m going to do customer segmentation, I’m going to do a market segment, I’m going to do packaging, and I’m going to do price segmentation. Sure. And those go from kind of the high level down to more minuscule level. And so let’s start with the easy one. And that’s price segmentation. And I think of price segmentation as I have the exact same product and I’m going to sell it to two different customers at different prices. And so do you guys do that? How’s your experience with that then?
Nikhil Kalla
That’s a very usual scenario. I think in B2B business, there’s always different price points, but what you could do is average out the prices for a certain industry segment or a certain distribution channel, or an OEM versus end user versus the distributors. But you’re right, I think, you have, I think almost all companies have different prices for different customers. Even similar customers could be priced differently based on their willingness to pay. And also, for example oil and gas, if we have a certain customer who belongs to the oil and gas industry, could have a different willingness to pay versus maybe a customer from mining or maybe a customer from municipal corporations. Generally, these government bodies also require similar machinery as do chemical or maybe oil and gas customers.
But the government companies always have a restriction on their budgets. They generally cannot spend much. So they used to, they’d probably flow tenders and then they would do some sort of bidding and then award the contract to the lowest priced supplier. So in those cases, like my company does, I think every B2B company does that to reduce prices and thereby end up having a very lower price point for that specific, like water and wastewater segments in most countries belong to the government bodies. So they drive lower prices versus maybe a customer who has a higher willingness to pay a chemical or probably oil and gas, to your point.
Mark Stiving
Yeah. And if you think about it, if I’ve got a direct salesforce and I enable my salesperson to negotiate a price, by definition, I am charging different prices to different customers. Right? Because we’re going to end up at different points for each transaction.
Nikhil Kalla
Correct? Yes.
Mark Stiving
Yeah. Oh, go ahead.
Nikhil Kalla
No, I would just, this thought came to me, most companies, especially in B2B, they would have a list price. And the way they would offer pricing or quote to the customers would be either they would quote on the list prices or they would quote at a standard discount. in B2B, visually call it LLD, like the listless discount, what’s my net price that I’m supposed to pay? And to your point, you’re right, I think one customer, let’s say we are selling to a distributor. The distributor buys at a listless price. So let’s say the list price is a hundred dollars and the standard discount is 20% for that distributor segment. Then they book and we invoice them at $80. But next time, maybe some months from then, if that same distributor wants to sell to an end user who is price sensitive he would come back and say, okay, this price is not working.
I need a deeper discount. I would require a lower price. So he would work with the salesperson or the sales rep who’s assigned in that region, in that territory. They would come and say, hey, hey you normally call it like a special price request. And then they would say the standard price is $80 net price, but he or she needs an extra discount. Could we do it? And then most companies have dedicated teams like the sales enablement teams who would look at these SPRs on a day-to-day basis, and then look at the different KPIs. That’s another topic of discussion today as to how, and what goes into approving those kinds of deals. But that’s the process they would follow and ultimately end up having different price points everywhere, even for the same customer.
Mark Stiving
Yeah. And so I think of that as price segmentation. And I think in great companies, what they do is they have systems to allow price segmentation, right? Yeah. So for example, let’s talk about retail because we all understand retail, we live retail. A coupon is a system to offer discounts to price sensitive people, or an end of season sale is actually a discount to people who are willing to wait for the better price at the end of the season. And so we put programs in place to say, oh, these are the people who are price sensitive. I still want to win them, but I want to get the people who aren’t price sensitive to still pay my list price or my higher price. And so I think in great B2B companies, we put programs in place above and beyond, what’s the escalation process, right? Are we going to accept a deal when a customer asks for a lower price?
Nikhil Kalla
Yes. And that’s, again, resonating with your business strategy at that point in time. You definitely have a variety of customers that you have to cater to. I mean, you cannot say that we would not run promotions at all. The companies are forced to take those steps, and for various reasons, of course, they would just want to get rid of the inventory they have, even if it comes at a low price, definitely adding the margins, but they find more value at that point in time to just replenish the inventory, sell the previous one off, and then into the mix. Basically. I would think of mixed management with time. So the way we have space and time relationship, space and gravity bodies and masses, all of this, I tend to think that quite synonymous with these kinds of business connotations.
Mark Stiving
Yeah. And so mix management is a great way, but by the way, it’s off our customer segmentation conversation a little bit. Yeah. But it’s a great way to manage things like are you trying to get a certain margin percentage or a certain ASP size? And so we can choose to discount the high margin products so that we could sell more high margin products and choose not to discount low margin products. So we sell fewer low margin products and we end up moving our margins up if we need to from that perspective.
Nikhil Kalla
Exactly. And that brings to me this interesting thought, when you do a certain price increase, let’s say you do a 5% price increase on any portfolio, and then that portfolio would be a mix of low margin products and high margin products. So I think there’s more impact of that 5% increase on that portfolio of your products that has low gross margins. So if you just think about that same example, the hundred dollars list price, or maybe let’s take a different example. Let’s just assume directly that there’s a certain product that has 80% gross margins, very high gross margins, versus another product that has 20% gross margins. And if you do a 5% price increase, your 80% gross margin percent will only rise from 80 to 81%. So there’s approximately 1% net effect in your gross margin percent.
But for that same 5% price increase, the product has 20% existing gross margins that could rise very high. I think it would just go up to 23, 24, even 25%. So although the gross margin dollars, that change with that 5% price increase, assuming that we sell the same volume, has a more percent impact. I think that’s quite a strong, when you look at from the reporting standpoint the impact of the EBITDA and shareholder reporting that comes with great advantage when you try to skim your portfolio and then look at your products, which are high cross margins, which ones are low gross margins, and then do your price increases little bit surgically versus like a blanket price increase, which is non-strategic.
Yeah. So although I understand everything you just said, my preference is always to focus on profit dollars. Now, I know executives don’t, right? Executives will say, no, no, we need a higher margin percentage so that we can get a higher valuation. And I get it, we need to manage our company that way. But when I think about pricing, I think of it almost always as profit dollars. And it doesn’t matter what someone’s margin is. If I’m going to do a 5% across the board, by the way, I never recommend across the board price increases. but if I’m going to do a 5% across the board, it hits profit dollars the same no matter what.
Nikhil Kalla
Of course. Because all of it goes to your margin pockets. If you compare that, the effect of that price increase on your gross margins by looking at various levers like your fixed cost, your variable cost, your volume, I think there’s more profound impact of improving your gross margins when you do a 5% price improvement versus doing that 5% price improvement on your fixed cost or your variable cost or your volume, which of course you would want to do, you would make sure you would want to make sure that you optimize your costs and your volume. But when it comes to having the ability to sell to a slightly non elastic market where the demand is going to be expected to stay the same, you would always want to rely on pricing as a lever. Because everything that comes through pricing just goes to your, your, your pocket. It’s just your gross margins.
Mark Stiving
Yep. Absolutely. So, we started this conversation out with customer segmentation and I said, hey, let’s talk about price segmentation first, which is, in my mind, it’s essentially the exact same product that we sell at different price points. The other two types of segmentation that I use a lot, and I love, one I’m going to call market segmentation. And so the market segment is what’s the problem that people are trying to solve? So think of it as what’s the use case? Yeah. Many companies define this by industry. In fact, I’ve heard you say the words industry several times or describe several industries. Yeah. So that may be the right market segmentation for you and your companies. alternatively it could be just who’s using the product for what purpose. But we find that some people get way more value than other people. And what I usually recommend when we’re doing market segmentation is find the market segment that gets the most value, has the highest willingness to pay and create a product specifically for that market segment. It could just be a few accessories or add-ons that we throw on there. And we say, this is the X, Y, Z product for this market segment. And they know it’s for them and they end up paying more for it. So yeah, I’m going to let you address that.
Nikhil Kalla
I think that’s a classic example of how you would want to intelligently sell your products. And that’s exactly what most companies would do. And like you said one company could value your product differently or could use your product differently as compared to a different company, like the use case could be different. The functional or the benefits that are being derived from the usage of that product could be different. And I think it may have less of a scope in the industrial scenario, but of course when you look at a more granular level, there would be various areas. For example, if a certain machinery is being sold, let’s say a pump gets sold to two different kinds of customers, they would obviously use that differently and they would derive a different value out of that.
So to your point, I think when I think about market segmentation, it’s a great tool. It’s also resonating a bit to me that when you improve your mix, you try to play around with your product, with regions, maybe customers. And when it comes to selling to a market that values your product a bit differently, maybe higher, it is also some kind of a mix management. So you’re improving your market mix, basically. But I like your point, I think that’s a great opportunity for companies to identify. And I’m trying to think of how this would apply in a B2B scenario, but a more actionable one because…
Mark Stiving
Oh, it happens all the time. All the time. I used to work in the semiconductor industry and so this is actually a really interesting example that not every company can do, but imagine that we’ve built a semiconductor that is super fast for whatever reason, right? It’s like the fastest in the world and we want to sell it at a really expensive price, and there’s a whole bunch of people who can’t afford it. Yeah. And so what we used to do in the semiconductor industry is we would create a separate part number. It would be the exact same product, but we would de-spec it. So it’s, we said it didn’t run as fast, so we only guaranteed a slower speed, and we sold it at a lower price. So now I’ve got two different products targeting two different market segments at two different price points.
Nikhil Kalla
That’s very interesting because I think even pharma companies do that. And they have medicine. That medicine could be the same, right? But they would probably want to name those medicines differently because maybe one medicine goes to the vet industry and the other one would go to maybe cancer curing, for example. But that’s it. That’s very interesting. I think your product has to be unique and that innate ability to identify how your customers want to use it? Because I think when I think of customer segmentation, I can tell you that companies know the value of improving their mix, improving the prices, or identifying the value and then selling the products to the customers. But I think that it’s one of the most difficult jobs to do or to implement segmentation in a business where it does not exist.
Mark Stiving
I think what happens though is that companies haven’t thought through their market segmentation well enough because the segmentation exists. They just don’t know that it exists. and so the semiconductor example I just gave you is a great example that says, hey, I’ve got this really expensive part, but I’ve got a whole bunch of customers who don’t use it for the reason that we built it for. But they can still use it. Now can we do something else with it? And I think what happens is, if we were to step back and list all of our customers or potential customers and all of our features and say which customers value which features a lot, and which customers don’t value those features, what we would end up finding is there are segments of customers that really value specific features, other segments that really value other features. And those are two different segments that we could probably craft products for, think of our market segments differently and charge them different prices. I think it’s just that companies haven’t thought about it well enough.
Nikhil Kalla
Absolutely. I think that’s just sheer genius. If that were to be the case, and if we have that ability to really get down to that feature level, of course when you have a product, it’s not just that it’s going to serve one single need, it could have various users at different stages of its usability itself. So understanding what aspect that your customers value the most is going to be the key. And I would call that intelligent pricing. I mean, that just goes even beyond value. Of course, it’s value pricing. And it would just be next to value pricing or maybe somewhere close to it. I tend to sometimes think about value and pricing, they’re like synonymous, right? So value and price, you pay price for a certain product because you derive a certain value.
That value could be a functional value, hedonic value, anything. But then just for a moment, if you think that value is your numerator and your price is your denominator, now for me as an industrial buyer, for example I want to buy a certain machinery, and then I know for me that that specific machinery serves me a purpose that maybe lasts me 20 years or saves me so much of electricity, or it has high productivity, it maybe creates 10,000 products within a day for me. And then I truly understand that value for me. Now, for a supplier, they would also want to make sure that they communicate that value to me. Or if I’m unaware that there’s a certain value that that product can bring to my operations or my production, then their job is to communicate to me.
So I end up paying the highest price. And in those cases where I tend to think of value by price, I think it’s just about communication of that value. And that’s where I do believe in value pricing, of course everybody does, but I believe more in communication of that value. And also if somebody has already done that communication part, like the supplier has already communicated, but then ultimately even after being communicated, me as a buyer, I need to be convinced that yes, I’m going to pay that price. Just let’s take random numbers, right? So let’s say there’s, I said value by price. Let’s say there’s a value of 10, it’s just a random number that we can associate. If for a value of 10, I end up negotiating and I end up paying, let’s say two or three just in an absolute mathematical sense.
So, the ratio comes out to be five. And because the numerator was very high denominator or very low, it proved to be very fruitful for me. The negotiation or that transaction proved to be very, very beneficial for me. But if the supplier is able to convince me, and he or she says, okay this is 10 the value that you think of it, we communicate it, you are convinced, but you got to pay us 10. So if you divide 10 by 10, that comes out to be the least whole number. And in that case, the supplier gains the maximum advantage of that deal. So other than just being value and pricing, I feel there’s more about communication of that value and then convincing part to be able to fetch maximum price so that the ratio of value by price is least as a win for me if I’m the supplier. And it has to be maximum so that the buyer gets to gain the most out of that transaction.
Mark Stiving
Okay. So, first off, I love a ton of what you just said. I want to re-say it in some slightly different words. And then I’ll give you my opinion because there was one thing I don’t really think I agree with, but let’s talk through it real quickly. First off, I love the fact that you said we need to convince buyers of the value of our products, right? And so I’m going to come back to this in a second, but what that really says to me is that we’re not pricing people, we’re sales coaches. So we need to help our salespeople learn how to communicate the value of our product. the second thing you said is, once I’ve established or gotten the customer or the buyer to understand, hey, there’s a value of 10 here. Now what’s the price point that we’re going to have?
And I would say that price point has everything to do with negotiation skills, right? So it’s certainly our list prices and how we set it, but how well or how good are we at negotiating? So again, we have to be sales coaches and teach our salespeople how to negotiate prices better. The only thing you said that I would disagree with, or that I think of differently, I’ll put it that way, is I usually think the ratio is almost always either five to one or 10 to one. So if someone’s going to get a value of 10, we can typically charge one or two for that. And I usually start my customers at one, my clients at one, saying, look, you’re going to get 10% of that value. And that’s only true if there’s no competition in the deal.
Nikhil Kalla
Absolutely. I think when you talk about real life examples or maybe real application of a business scenario, I would agree with you, but I just thought of random concepts. If I just try to play around with the value and price, the customer would of course want to pay as little as possible, but the benefits that have to come out of that usage of that product has to be in the ratio that you spoke of. So that makes perfect sense to me.
Mark Stiving
Yeah. Excellent. Okay. So I feel like we’d be cheating the listeners if we didn’t cover the last one real quickly. I said there were three different ways that I think of customer segmentation. And so the last way is packaging. Given that I’ve identified a market segment, I know who it is I’m going to go after, then I’ve got this list of features I could package my features into good, better, best packages. So still targeting the same market segment, the same general problem set, but giving more people more capability for more money. And so let’s just make the price segmentation or the whole market segmentation thing really complicated by adding packaging in there.
Nikhil Kalla
Absolutely. And I think most companies do that. Even my company does that. It just goes without saying that you have a certain use or certain application to be functioning, but it may not, not always be possible that you end up buying the highest tiered product. And that’s why you have these tiers in the product ranges as well. So what most companies would do is they would create different brand names, but they would make it synonymous with the price that’s going to be paid for that product versus the value. So it could happen and the customer would be aware that, okay, if I’m buying the premium product, I would save maybe $10,000 of electricity in the entire year, but if I go with a 20% cheaper version, I know I’m going to pay more on the electricity.
I think it just goes about how you communicate the value. There’s going to be differentiation in the product usage, and that has to speak through the value that we communicate to the customers, and then let the customers make a choice. They decide as to what they would want to go for. I agree. I think that’s a perfect example. I don’t know why I did not mention this, but thanks for covering that for me, because that’s also one great aspect of how you create segmentation. Because segmentation should not always be thought of segmenting your customers. But it’s a great idea to create divisions in your offerings so that you create these different tiers, like a gold product, a silver or a bronze product, and communicate that value, but also try and create some kind of a pricing scenario, like a decoy pricing.
So when you go and buy popcorn at the movies, I see that a bit as a deceiving concept, but that’s my personal opinion. Maybe for somebody who is doing that business, he would say, okay, that’s my bread and butter. But then not exactly a hundred percent on those lines of creating a decoy pricing. But really creating value by creating three products that would range from a low price to a high price and also mid price, but the customer knows and then makes a decision out of his or her own, her own budget, how much they can pay for that product or service, and then take advantages and gain value accordingly.
Mark Stiving
Yep. I agree completely. Nikhil, this has been a lot of fun, but I have to wrap this up with the last question.
Nikhil Kalla
Sure.
Mark Stiving
What is one piece of pricing advice you would give our listeners that you think could have a big impact on their business?
Nikhil Kalla
That’s a great question, but I could tell you that knowing your customers is the key. And that also ties to the discussion we had today regarding segmentation. But I do feel understanding your customers, it should not just be the salespeople who know the customers, but I sometimes feel even they do not know, because of course they’re in this spree of selling and they would not always get to the shoes and understand how much of a value is the customer deriving out of that product he or she’s selling to. But knowing your customers as much as you can and understanding their needs, understanding their plans, and also understanding how they use your product, to your point, I think that was a great point. I’ve taken note of that. I’m going to think about that and see how I can apply into my own business about understanding how your customer views your product and what they use it for, and what are those functions or those features that he or she values the most. That’s a key to me, and that’s a key takeaway I’ve taken today. So that goes back to the fact that if we had known our customer more or the most, you would have been able to segment your market and gain maximum on your profitability.
Mark Stiving
Nice. And that brings us all back to that, we have to be able to communicate value to the customers, and to do that, we have to understand value. So. Excellent. Nikhil, thank you so much for your time today. If anybody wants to contact you, how can they do that?
Nikhil Kalla
LinkedIn is a good point of contact.
Mark Stiving
Okay. We’ll have your URL for your LinkedIn page in our show notes.
Nikhil Kalla
Sure.
Mark Stiving
And to our listeners, thank you so much for your time. If you enjoyed this, would you please leave us a rating and a review? Mike Rozenfeld, CEO of Waverock recently left me a pretty long recommendation on LinkedIn. Here’s a quick snippet of it. He actually attended one of my bootcamps and said,
‘This is not some theoretical academic exercise. Mark makes sure that the companies he works with leave the workshop with several specific pricing motions and holds them accountable to actually executing on these agreed upon decisions. Working with Mark was worth every penny.’
Thank you, Mike. And I’m just going to take that to me and I should be raising my prices. And so finally, if you have any questions or comments about the podcast or about pricing in general, feel free to email me, [email protected]. Now, go make an impact!
Mark Stiving
Thanks again to Jennings Executive Search for sponsoring our podcast. If you’re looking to hire someone in pricing, I suggest you contact someone who knows pricing people contact Jennings Executive Search.
