Aftermarket Pricing Maturity Assessment

Thank you for participating in the survey. Your feedback is important to assess your current and desired state in the Aftermarket Pricing Maturity Assessment.

The questions focus on difffferent topics of the pricing capability model:

price strategy
price policy
price setting
campaign management
price getting
monitoring/reporting
data management
people and organisation

Note: This survey takes approx. 15 minutes.

Aftermarket Assessment Form

Welcome to the LKQ Aftermarket Pricing Maturity Assessment.

Step 1 of 9

11%

1) DEMOGRAPHICS

Please fill in your details below. After completion, you will automatically receive your personalized PMI report with gap analysis and industry benchmark.

First Name(Required)

Last Name(Required)

Company(Required)

Job Title(Required)

Email(Required)

Phone(Required)

Please specify your industry

Industry(Required)

Country and Region

Please specify the country and region you are based in.

Country(Required)

Hidden

Region

2) PRICING STRATEGY

2.1) Product/Category segmentation

Current(Required)

Don't know / not applicable to us

Product catalogue has only very high level product types and subtypes (ie. brakes>drums>...)

Product catalogue has more granulatiry based on product features and application

Product catalogue has specific product/category families including ie key value items, long tail etc

Target(Required)

Don't know / not applicable to us

Product catalogue has only very high level product types and subtypes (ie. brakes>drums>...)

Product catalogue has more granulatiry based on product features and application

Product catalogue has specific product/category families including ie key value items, long tail etc

2.2) Category strategy & objectives

Current(Required)

Don't know / not applicable to us

Only high level objectives are defined on product group (ie brakes) level

Only high level objectives are defined on product subgroup (ie braked drums) level

A clear strategy and goals (volume/margin) per productline within a catergory is defined

Target(Required)

Don't know / not applicable to us

Only high level objectives are defined on product group (ie brakes) level

Only high level objectives are defined on product subgroup (ie braked drums) level

A clear strategy and goals (volume/margin) per productline within a catergory is defined

2.3) Value chain

Current(Required)

Don't know / not applicable to us

No clear insight in the market value chain

Value chain is clearly designed, but pricing and margin insights not visible

Pricing and margin insights available + corrective actions are part of the pricing review process

Target(Required)

Don't know / not applicable to us

No clear insight in the market value chain

Value chain is clearly designed, but pricing and margin insights not visible

Pricing and margin insights available + corrective actions are part of the pricing review process

2.4) Portfolio/Mix/Brand strategy

Current(Required)

Don't know / not applicable to us

No clear understanding of competitive positioning of the products/brands on the price/value line

Competitive positioning on the price/value line is monitored + tiering installed, but not everywhere

Good-better-best alternatives & also (sub)brands developed everwhere where needed

Target(Required)

Don't know / not applicable to us

No clear understanding of competitive positioning of the products/brands on the price/value line

Competitive positioning on the price/value line is monitored + tiering installed, but not everywhere

Good-better-best alternatives & also (sub)brands developed everwhere where needed

2.5) Channel/Partner strategy

Current(Required)

Don't know / not applicable to us

No (or unsufficient) channel classification in place and price policy is unclear

Channel classification is defined and price policy installed for some channels, but not for all

Channel classification is defined and price policy installed for all channels

Target(Required)

Don't know / not applicable to us

No (or unsufficient) channel classification in place and price policy is unclear

Channel classification is defined and price policy installed for some channels, but not for all

Channel classification is defined and price policy installed for all channels

2.6) E-commerce channel strategy

Current(Required)

Don't know / not applicable to us

e-commerce channel is installed, but with limited pricing intelligence

e-commerce channel installed, with solid consumer behavorial data analytics to improve price setting

e-commerce channel installed with machine learning/AI to optimize pricing and personalised webpages

Target(Required)

Don't know / not applicable to us

e-commerce channel is installed, but with limited pricing intelligence

e-commerce channel installed, with solid consumer behavorial data analytics to improve price setting

e-commerce channel installed with machine learning/AI to optimize pricing and personalised webpages

2.7) Partner loyalty program strategy

Current(Required)

Don't know / not applicable to us

A loyalty system has been deployed, but needs urgent review as it does not deliver the goals

Loyalty program is installed but well aligned with the category goals and not managed by pricing

Effectively installed & impact monitored and regularly discussed in the pricing/commercial meetings

Target(Required)

Don't know / not applicable to us

A loyalty system has been deployed, but needs urgent review as it does not deliver the goals

Loyalty program is installed but well aligned with the category goals and not managed by pricing

Effectively installed & impact monitored and regularly discussed in the pricing/commercial meetings

2.8) Customer Identification

Current(Required)

Don't know / not applicable to us

Sales are largely transactional with little information identifying potential of customer base.

Very basic segmentation of customers into groups based on simple purchasing characteristics

Good identification of market segments and excellent tracking of segment performance

Target(Required)

Don't know / not applicable to us

Sales are largely transactional with little information identifying potential of customer base.

Very basic segmentation of customers into groups based on simple purchasing characteristics

Good identification of market segments and excellent tracking of segment performance

2.9) Understanding customer needs

Current(Required)

Don't know / not applicable to us

Internal assumption of customer needs, usually engineering and/or operations focused.

Customer value analyses used to drive pricing decisions and different needs for services considered

Excellent understanding of customer value. Customer value arguments per segment available for sales

Target(Required)

Don't know / not applicable to us

Internal assumption of customer needs, usually engineering and/or operations focused.

Customer value analyses used to drive pricing decisions and different needs for services considered

Excellent understanding of customer value. Customer value arguments per segment available for sales

2.10) Understanding cost to serve

Current(Required)

Don't know / not applicable to us

Limited ability to tie channel costs back to individual customers, few insights in acquisition cost

Basic ability to use activity-based costs to drive field sales and customer portfolio management.

Good understanding of customer costs based upon customer activity consumption. Sales can use it.

Target(Required)

Don't know / not applicable to us

Limited ability to tie channel costs back to individual customers, few insights in acquisition cost

Basic ability to use activity-based costs to drive field sales and customer portfolio management.

Good understanding of customer costs based upon customer activity consumption. Sales can use it.

2.11) Competitor intelligence

Current(Required)

Don't know / not applicable to us

Limited knowledge of competitors' prices and capabilities, nor cost structure.

Some knowledge of competitors' prices exist in a system. Competitor costdata is based on assumption.

Excellent insights in competitors prices & market share/segment. Potential new entrants scanned

Target(Required)

Don't know / not applicable to us

Limited knowledge of competitors' prices and capabilities, nor cost structure.

Some knowledge of competitors' prices exist in a system. Competitor costdata is based on assumption.

Excellent insights in competitors prices & market share/segment. Potential new entrants scanned

2.12) Cost structure

Current(Required)

Don't know / not applicable to us

Basic understanding of overhead costing methods. Cost drivers are not detailed/reset to actual.

Good understanding of cost structure with some quantification of economies of scale on basic level.

Excellent understanding of cost and cost drivers for each current and potential channel.

Target(Required)

Don't know / not applicable to us

Basic understanding of overhead costing methods. Cost drivers are not detailed/reset to actual.

Good understanding of cost structure with some quantification of economies of scale on basic level.

Excellent understanding of cost and cost drivers for each current and potential channel.

3) PRICE POLICY

3.1) List price policy

Current(Required)

Don't know / not applicable to us

List prices are cost+ only

List prices have differentiated cost+ mark-ups f/competitive market conditions and categories

Allocation of the right pricing model ; from cost+, competitive price differentiation or value based

Target(Required)

Don't know / not applicable to us

List prices are cost+ only

List prices have differentiated cost+ mark-ups f/competitive market conditions and categories

Allocation of the right pricing model ; from cost+, competitive price differentiation or value based

3.2) Channel discount policy

Current(Required)

Don't know / not applicable to us

Channel discounts are historical with (potential) cross channel conflicts/not aligned with strategy

Channel discounts do not trigger cross channel conflicts, but are not always aligned with strategy

Discounts are aligned with the omni channel discount strategy

Target(Required)

Don't know / not applicable to us

Channel discounts are historical with (potential) cross channel conflicts/not aligned with strategy

Channel discounts do not trigger cross channel conflicts, but are not always aligned with strategy

Discounts are aligned with the omni channel discount strategy

3.3) Surcharge Policy

Current(Required)

Don't know / not applicable to us

Surcharges are not defined

Surcharges are only partly defined/priced and still often not quoted or charged

Surcharges are defined, priced and part of the quoting. Monitoring is in place.

Target(Required)

Don't know / not applicable to us

Surcharges are not defined

Surcharges are only partly defined/priced and still often not quoted or charged

Surcharges are defined, priced and part of the quoting. Monitoring is in place.

3.4) Life Cycle Pricing

Current(Required)

Don't know / not applicable to us

Product life cycles are not recognized or managed

Limited management of product life cycles / end-of-life is taken into account to differentiate price

Full catalogue is enriched with part value drivers and life cycle positioning and used for pricing

Target(Required)

Don't know / not applicable to us

Product life cycles are not recognized or managed

Limited management of product life cycles / end-of-life is taken into account to differentiate price

Full catalogue is enriched with part value drivers and life cycle positioning and used for pricing

4) PRICE SETTING

4.1) Attribute based pricing

Current(Required)

Don't know / not applicable to us

Parts catalogue is inconsistently fed with attribute information.

For main product categories, attribute information is maintained but only partial usage for pricing

Full catalogue is enriched with part value drivers & life cycle info - and used for (re)pricing

Target(Required)

Don't know / not applicable to us

Parts catalogue is inconsistently fed with attribute information.

For main product categories, attribute information is maintained but only partial usage for pricing

Full catalogue is enriched with part value drivers & life cycle info - and used for (re)pricing

4.2) New parts price setting

Current(Required)

Don't know / not applicable to us

No clear process in place, price setting is purely cost+ and dominated by sales

Process and RACI for new product pricing exists/pricing = cost+ / differentiated + per catg/channel

see 2 + pricing is value based where appropriate

Target(Required)

Don't know / not applicable to us

No clear process in place, price setting is purely cost+ and dominated by sales

Process and RACI for new product pricing exists/pricing = cost+ / differentiated + per catg/channel

see 2 + pricing is value based where appropriate

4.3) International price bands

Current(Required)

Don't know / not applicable to us

No internationals price bands are installed to avoid cross border activity

International price bands are installed on list price level, but not monitored on net prices level

International price bands monitored on net price levels/potential cross border activities tackled

Target(Required)

Don't know / not applicable to us

No internationals price bands are installed to avoid cross border activity

International price bands are installed on list price level, but not monitored on net prices level

International price bands monitored on net price levels/potential cross border activities tackled

4.4) Portfolio consistency

Current(Required)

Don't know / not applicable to us

No checks are installed to ensure portfolio price consistency between products and product lines

Price portfolio consistency on price list level is ensured, but net price consistency not monitored

Price portfoliio consistency on both list and net prices are monitored and managed

Target(Required)

Don't know / not applicable to us

No checks are installed to ensure portfolio price consistency between products and product lines

Price portfolio consistency on price list level is ensured, but net price consistency not monitored

Price portfoliio consistency on both list and net prices are monitored and managed

4.5) Package/bundle pricing

Current(Required)

Don't know / not applicable to us

No sets or packs in the spare parts portfolio

Sets are sometimes available, but they are supplier driven only and priced cost+ by purchasing

Sets are created in the portfolio based on client buying behavior and priced by the pricing team

Target(Required)

Don't know / not applicable to us

No sets or packs in the spare parts portfolio

Sets are sometimes available, but they are supplier driven only and priced cost+ by purchasing

Sets are created in the portfolio based on client buying behavior and priced by the pricing team

4.6) Consumables price setting

Current(Required)

Don't know / not applicable to us

No clear process in place, price setting for consumables is purely cost+ and dominated by sales

Consumables are priced on cost+ / target margins per category

Consumables are priced on value, prices are set and monitored by the pricing team

Target(Required)

Don't know / not applicable to us

No clear process in place, price setting for consumables is purely cost+ and dominated by sales

Consumables are priced on cost+ / target margins per category

Consumables are priced on value, prices are set and monitored by the pricing team

4.7) Equipment & tools price setting

Current(Required)

Don't know / not applicable to us

No clear process in place, price setting for equipment is purely cost+ and dominated by sales

Equipment and tools are priced on cost+ / target margins per category

Equipment and tools are priced on value, prices are set and monitored by the pricing team

Target(Required)

Don't know / not applicable to us

No clear process in place, price setting for equipment is purely cost+ and dominated by sales

Equipment and tools are priced on cost+ / target margins per category

Equipment and tools are priced on value, prices are set and monitored by the pricing team

4.8) Services price setting

Current(Required)

Don't know / not applicable to us

Not all services are defined and priced. Those priced do not take customer value into account

All services are defined and priced, but pricing is not done by the central pricing team

Service price setting is value based and monitored by the central pricing team

Target(Required)

Don't know / not applicable to us

Not all services are defined and priced. Those priced do not take customer value into account

All services are defined and priced, but pricing is not done by the central pricing team

Service price setting is value based and monitored by the central pricing team

4.9) Software pricing

Current profitability visibility(Required)

Don't know / not applicable to us

Software pricing is perpetual and prices are historical

Software pricing follows a subscription model and pricing is user/usage based

Software pricing follows a subscription model and pricing is user/usage & value based

Target profitability visibility(Required)

Don't know / not applicable to us

Software pricing is perpetual and prices are historical

Software pricing follows a subscription model and pricing is user/usage based

Software pricing follows a subscription model and pricing is user/usage & value based

4.10) Price elasticity

Current(Required)

Don't know / not applicable to us

Knowledge about the price change responsiveness is scattered

Price elasticity within product categories is explored via transactional price data and discussions

Price elasticity within product categories is understood and prices per categorie are improved

Target(Required)

Don't know / not applicable to us

Knowledge about the price change responsiveness is scattered

Price elasticity within product categories is explored via transactional price data and discussions

Price elasticity within product categories is understood and prices per categorie are improved

4.11) Pricing review process

Current(Required)

Don't know / not applicable to us

Price policy is not periodically reviewed to check against margin

Price policy is reviewed on an ad- hoc frequence and triggered by commercial teams.

Price policy is reviewed on a monthly base by the pricing team and corrective actions defined

Target(Required)

Don't know / not applicable to us

Price policy is not periodically reviewed to check against margin

Price policy is reviewed on an ad- hoc frequence and triggered by commercial teams.

Price policy is reviewed on a monthly base by the pricing team and corrective actions defined

4.12) Tender pricing

Current(Required)

Don't know / not applicable to us

No tender team in place, tender pricing is ad-hoc without much preparation

A selection of tenders is made (yes/no). A tender pricing team is installed to prepare tenders.

Tender team prepares deals and pro-active margin recovery programs

Target(Required)

Don't know / not applicable to us

No tender team in place, tender pricing is ad-hoc without much preparation

A selection of tenders is made (yes/no). A tender pricing team is installed to prepare tenders.

Tender team prepares deals and pro-active margin recovery programs

4.13) Price increase effectiveness

Target(Required)

Don't know / not applicable to us

Price increases are not well prepared. Mainly blanket increases.

Price increases are well prepared and supported by a basic story, effects are estimated/monitored

Price increases are well prepared and communicated with value stories and fast corrective actions

Current(Required)

Don't know / not applicable to us

Price increases are not well prepared. Mainly blanket increases.

Price increases are well prepared and supported by a basic story, effects are estimated/monitored

Price increases are well prepared and communicated with value stories and fast corrective actions

5) CAMPAIGN MANAGEMENT

5.1) Campaign planning

Current(Required)

Don't know / not applicable to us

Objectives are not well-defined or quantifiable/accidental overlapping and conditions not clear

Promotion objectives are defined but are not tied to quantified measurement. Accidental overlapping.

Promotion objectives are quantified and aligned with strategy / a well-defined calender is in place.

Target(Required)

Don't know / not applicable to us

Objectives are not well-defined or quantifiable/accidental overlapping and conditions not clear

Promotion objectives are defined but are not tied to quantified measurement. Accidental overlapping.

Promotion objectives are quantified and aligned with strategy / a well-defined calender is in place.

5.2) Campaign targeting

Current(Required)

Don't know / not applicable to us

Most promo aim at the majority of the customer base. There is spill over into other channels/markets

Promotions are well- defined. Generally smaller groups of customers are targeted but not always.

Promotion strategies are well defined and targeted at specific groups or segments.

Target(Required)

Don't know / not applicable to us

Most promo aim at the majority of the customer base. There is spill over into other channels/markets

Promotions are well- defined. Generally smaller groups of customers are targeted but not always.

Promotion strategies are well defined and targeted at specific groups or segments.

5.3) Campaign execution

Current(Required)

Don't know / not applicable to us

There is minimal coordination between the various groups responsible for the execution of promotions

Major promotions are executed well, but overall settlement time is slow

Planned and ad hoc promos are executed flawlessly. There is excellent coordination across functions.

Target(Required)

Don't know / not applicable to us

There is minimal coordination between the various groups responsible for the execution of promotions

Major promotions are executed well, but overall settlement time is slow

Planned and ad hoc promos are executed flawlessly. There is excellent coordination across functions.

5.4) Performance tracking

Current(Required)

Don't know / not applicable to us

Overall promotion spending is measured while individual promotions are not tracked directly

Some promotions are tracked. Performance metrics such as profit, revenue or volume evaluated.

Full-cycle analysis drives continuously increasing promotion profitability.

Target(Required)

Don't know / not applicable to us

Overall promotion spending is measured while individual promotions are not tracked directly

Some promotions are tracked. Performance metrics such as profit, revenue or volume evaluated.

Full-cycle analysis drives continuously increasing promotion profitability.

6) PRICE GETTING

6.1) Value communication

Current(Required)

Don't know / not applicable to us

Weak- or no (brand) value communication to customers about products (mainly feature selling)

(Brand) value communication is in place, but not differentiated per channel or customer segment

(Brand) value communication is in place and differentiated per channel or customer segment

Target(Required)

Don't know / not applicable to us

Weak- or no (brand) value communication to customers about products (mainly feature selling)

(Brand) value communication is in place, but not differentiated per channel or customer segment

(Brand) value communication is in place and differentiated per channel or customer segment

6.2) Win-loss analysis

Current(Required)

Don't know / not applicable to us

No analysis of such kind

Loss analysis systematically reported and analysed

Win/Loss analysis is systematically reported and analysed; corrective actions in place

Target(Required)

Don't know / not applicable to us

No analysis of such kind

Loss analysis systematically reported and analysed

Win/Loss analysis is systematically reported and analysed; corrective actions in place

6.3) Price deviation

Current(Required)

Don't know / not applicable to us

Anyone can initiate price changes within wide price bands

A price authorisation process is mainly focused on the floor prices and not always effective.

A price authorization process is in place to monitor target and floor prices per product/segment

Target(Required)

Don't know / not applicable to us

Anyone can initiate price changes within wide price bands

A price authorisation process is mainly focused on the floor prices and not always effective.

A price authorization process is in place to monitor target and floor prices per product/segment

6.4) Contract management

Current(Required)

Don't know / not applicable to us

Hardly use of official contracts, only customer price lists

Signed contracts in place, defining prices and conditions. Stored centrally

Contracts are monitored on expiry date, early warning leads to timely preparation of negotiations

Target(Required)

Don't know / not applicable to us

Hardly use of official contracts, only customer price lists

Signed contracts in place, defining prices and conditions. Stored centrally

Contracts are monitored on expiry date, early warning leads to timely preparation of negotiations

7) ANALYTICS/MONITORING

7.1) Price band analysis

Current(Required)

Don't know / not applicable to us

No price analytics in place to monitor net prices within product categories/channels/segments

Price band analysis in place at detailed level on request

Price bands are monitored by product within each channel in real time - and deviations tackled

Target(Required)

Don't know / not applicable to us

No price analytics in place to monitor net prices within product categories/channels/segments

Price band analysis in place at detailed level on request

Price bands are monitored by product within each channel in real time - and deviations tackled

7.2) Product profitability

Current(Required)

Don't know / not applicable to us

Sales and margin data available at aggregate levels in standard reports. Discussions on datavalidity

Sales and margin data available at detailed level on request. Data are trusted.

Net margin reports available in real time. Deviations lead to corrective action

Target(Required)

Don't know / not applicable to us

Sales and margin data available at aggregate levels in standard reports. Discussions on datavalidity

Sales and margin data available at detailed level on request. Data are trusted.

Net margin reports available in real time. Deviations lead to corrective action

7.3) Customer profitability

Current(Required)

Don't know / not applicable to us

Sales and margin data available at aggregate levels in standard reports. Discussions on datavalidity

Sales and margin data available at detailed level on request. Data are trusted.

Net margin reports available in real time. Deviations lead to corrective action

Target(Required)

Don't know / not applicable to us

Sales and margin data available at aggregate levels in standard reports. Discussions on datavalidity

Sales and margin data available at detailed level on request. Data are trusted.

Net margin reports available in real time. Deviations lead to corrective action

7.4) Price waterfall

Current(Required)

Don't know / not applicable to us

No price waterfall in place (= visualisation from gross revenue over discounts to net margin)

Price waterfall in place, but cost-to- serve is not included

Full price waterfall (inclusive cost-to- serve) real time available

Target(Required)

Don't know / not applicable to us

No price waterfall in place (= visualisation from gross revenue over discounts to net margin)

Price waterfall in place, but cost-to- serve is not included

Full price waterfall (inclusive cost-to- serve) real time available

7.5) Deviation flagging

Current(Required)

Don't know / not applicable to us

No automatic deviation flagging on net price and/or margins available - reports are manual

Automatic and regular deviation flagging on net price and/or margins - corrections ad-hoc

Automatic and regular deviation flagging / corrective actions disussed during pricing/sales meetings

Target(Required)

Don't know / not applicable to us

No automatic deviation flagging on net price and/or margins available - reports are manual

Automatic and regular deviation flagging on net price and/or margins - corrections ad-hoc

Automatic and regular deviation flagging / corrective actions disussed during pricing/sales meetings

7.6) Promo analytics

Current(Required)

Don't know / not applicable to us

Effects of price promotions is not systematically measured

Promotional effectiveness is systematically monitored and (post- )discussed with marketing/sales

New price promotions are decided together with marketing/pricing based on past results

Target(Required)

Don't know / not applicable to us

Effects of price promotions is not systematically measured

Promotional effectiveness is systematically monitored and (post- )discussed with marketing/sales

New price promotions are decided together with marketing/pricing based on past results

7.7) KPI dashboard

Current(Required)

Don't know / not applicable to us

No pricing KPI's installed

Some KPI's installed and monitored by a pricing officer in the regions

A complete pricing KPI dashboard is installed and monitored by the pricing team.

Target(Required)

Don't know / not applicable to us

No pricing KPI's installed

Some KPI's installed and monitored by a pricing officer in the regions

A complete pricing KPI dashboard is installed and monitored by the pricing team.

8) DATA MANAGEMENT TECHNOLOGY

8.1) Pricing data quality

Current(Required)

Don't know / not applicable to us

Pricing data is incomplete or not available ; data is scattered across data systems

Data is mostly correct and trusted but still scattered across multiple data systems

Data is now periodically updated and believed to be accurate, in one pricing system

Target(Required)

Don't know / not applicable to us

Pricing data is incomplete or not available ; data is scattered across data systems

Data is mostly correct and trusted but still scattered across multiple data systems

Data is now periodically updated and believed to be accurate, in one pricing system

8.2) Common business language

Current(Required)

Don't know / not applicable to us

There is no common language or approach throughout the organization

Common pricing language has been achieved in some departments for a few information types.

There is a common pricing language for all business information across the enterprise.

Target(Required)

Don't know / not applicable to us

There is no common language or approach throughout the organization

Common pricing language has been achieved in some departments for a few information types.

There is a common pricing language for all business information across the enterprise.

8.3) System integration

Current(Required)

Don't know / not applicable to us

Fragmented IT landscape, tools / systems not integrated, multiple data entry

CRM and ERP systems established but no integrated data exchange/'standalone' CPQ system

Data exchange between front-/backend system with integration of CPQ (Config-Price-Quote) in CRM/ERP

Target(Required)

Don't know / not applicable to us

Fragmented IT landscape, tools / systems not integrated, multiple data entry

CRM and ERP systems established but no integrated data exchange/'standalone' CPQ system

Data exchange between front-/backend system with integration of CPQ (Config-Price-Quote) in CRM/ERP

8.4) Pricing systems

Current(Required)

Don't know / not applicable to us

Price lists are maintained and changed ad hoc based on manual triggers

A centralized price list is maintained and linked to the ERP system for price setting

Pricing Software installed, main price analytics available to everyone in the organization.

Target(Required)

Don't know / not applicable to us

Price lists are maintained and changed ad hoc based on manual triggers

A centralized price list is maintained and linked to the ERP system for price setting

Pricing Software installed, main price analytics available to everyone in the organization.

8.5) CPQ (configure/price/quote) system

Current(Required)

Don't know / not applicable to us

No Sales and Partners enablement, all special pricing handled via backoffice processes

Configure-to-quote tools based on the installed pricing rules is in place to to support sales.

The CTQ system is now machine learning enabled for improved quoting support.

Target(Required)

Don't know / not applicable to us

No Sales and Partners enablement, all special pricing handled via backoffice processes

Configure-to-quote tools based on the installed pricing rules is in place to to support sales.

The CTQ system is now machine learning enabled for improved quoting support.

9) PEOPLE & ORGANISATION

9.1) Pricing Organisation

Current(Required)

Don't know / not applicable to us

Organization of pricing is scattered in several functions; updating takes place irregularly

A Price Officer is engaged to organize pricing, but acts with limited business/commercial impact

A Pricing Manager with change management skills is leading the pricing team. Pricing is in business.

Target(Required)

Don't know / not applicable to us

Organization of pricing is scattered in several functions; updating takes place irregularly

A Price Officer is engaged to organize pricing, but acts with limited business/commercial impact

A Pricing Manager with change management skills is leading the pricing team. Pricing is in business.

9.2) Change openess

Current(Required)

Don't know / not applicable to us

Change flows from the top down. Accountability for change is unclear and not measured

Leaders support change and employees are often engaged in the change process. People are accountable

Everyone actively seeks to improve it's business and makes a compelling business case to do so.

Target(Required)

Don't know / not applicable to us

Change flows from the top down. Accountability for change is unclear and not measured

Leaders support change and employees are often engaged in the change process. People are accountable

Everyone actively seeks to improve it's business and makes a compelling business case to do so.

9.3) Data science team

Current(Required)

Don't know / not applicable to us

No dedicated data science team to support commerical/pricing/product management

A data science team supports commercial / pricing and product mgt

A data science team has machine learning and AI to support price optimisation

Target(Required)

Don't know / not applicable to us

No dedicated data science team to support commerical/pricing/product management

A data science team supports commercial / pricing and product mgt

A data science team has machine learning and AI to support price optimisation

9.4) Pricing maturity development

Current(Required)

Don't know / not applicable to us

No pricing maturity roadmap for the coming 12-24 months

Some pricing key projects defined, but projects seem not to fit in a solid maturity roadmap/vision

Clear pricing maturity roadmap defined with priority settings and responibilities for the next 12-24

Target(Required)

Don't know / not applicable to us

No pricing maturity roadmap for the coming 12-24 months

Some pricing key projects defined, but projects seem not to fit in a solid maturity roadmap/vision

Clear pricing maturity roadmap defined with priority settings and responibilities for the next 12-24

56. Please add your additional comments and suggestions how to improve spare parts pricing excellence !

Comments

Name

This field is for validation purposes and should be left unchanged.