Snelgrove suggests that the two critical components to successfully implement value-based selling and pricing are (a) the ability to sell value and (b) the motivation to sell value. This paper reminds readers that compensation is not the only factor. The practice paper “Quantified value first, then price: Realizing the positive impact of a value pricing strategy” by Todd Snelgrove examines the critical factors that executives should focus on when implanting value-based selling and value-based pricing in B2B. A sensible suggestion of this contribution is to allow sales managers to select the compensation approach of their liking during the transition period between the current and the new approach. This paper also points out that compensation is a highly sensitive topic. This requires clarity on the envisioned future, planning, testing, a robust infrastructure (i.e., data), and top management support. This paper suggests treating the introduction of new sales force incentive systems as a change management process, as opposed to a one-time event. This paper presents data on the mix between volume- and profitability-based sales force incentive systems that some large companies use to facilitate the implementation of value-based pricing strategies. Incentive systems play a role, probably even an important one, in pricing strategy implementation: The literature indicates that the implementation of value-based pricing requires a shift from purely volume-based sales force compensation approaches to approaches that also reward profitability or price realization (Nagle et al. Pricing strategies live and die in the hands of sales managers. The paper is based on interviews with 12 pricing managers in large B2B companies. The paper “Designing salesforce compensation programs to improve pricing execution” by Stephan Liozu examines the role of sales force incentive systems in the implementation of value-based pricing strategies. Finally, the interview illuminates how Mark Shafer was able to instill a sense of passion for data and analytics in a company that is a legend in the entertainment industry. The interview also sheds light on the characteristics at the level of individual decision makers that facilitate the implementation of pricing and revenue management and reminds us of the ever present, frequently invisible biases in this process. Highlights of this interview that is bound to inspire research and practice include the comment that “the cost of doing nothing is not zero,” suggesting that elevating the cost of inaction can overcome internal resistance to change and may thus be an important instrument for articulating the need for change. In the interview “Elevating the cost of doing nothing-An interview with Mark Shafer,” Andreas Hinterhuber and Evandro Pollono discuss with Mark Shafer the implementation of revenue management and pricing at Disney from the perspective of the company’s Senior Vice President of Revenue and Profit Management. 2002), the influence model by McKinsey & Company (Keller and Price 2011), the switch model by the Heath brothers (Heath and Heath 2010)-all waiting to be empirically tested: Illuminating this fascinating process by analyzing how specifically pricing strategies are implemented was one objective of this call for papers “Implementing pricing strategies.” We made modest progress, if at all. On the continuum between top-down and bottom-up/emerging approaches to strategy implementation, there are numerous theoretical models-the 8-step change model by Kotter ( 1995), the Change Acceleration Process by General Electric (Ulrich et al. Fast forward to strategy implementation: competitors that stubbornly fail to behave according to assumptions, new entrants, internal resistance, new opportunities, changing customer preferences, leadership changes, regulatory interventions, or market growth rates that change unexpectedly are some of the intervening variables between the strategy originally developed and the strategy actually implemented. Strategy development requires creativity, analytical rigor, and an ability to master the internal political competition for scarce resources, but it takes place in a well-defined environment. Implementation is a tricky part in the strategy process.
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