PMI Survey – Pricing Maturity

Instructions: please follow along our Survey to calculate your Pricing Maturity. At the end of the Survey, you will receive a PDF report with your Pricing Maturity Score and some Graphics to start improving your business strategy.

PMI Survey Form

Improve your Pricing Maturity. Pricing is about “doing the right things right, at the right moment”.

Step 1 of 8

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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)

Region(Required)

Years of Experience

How many years are you personally in a pricing function ?

Number of years in a Pricing function(Required)

< 1 year	1-2 years	3-5 years	5-10 years	> 10 years

How many people work exclusively on pricing in your company ?

At your current physical location(Required)

None	1-3	4-7	8-15	> 15

In your entire company (worldwide, headquarters incl)(Required)

None	1-3	4-7	8-15	> 15

2) PRICE STRATEGY

How would you rate your organizational pricing maturity ?

Current organizational pricing maturity(Required)

LEVEL 1 : List prices are set by product management, but market pricing is mainly owned by sales. Price setting is cost plus/market based. We are very volume driven.

LEVEL 2 : Pricing is very much seen as a margin optimisation project driven by the finance department. Price setting remains mainly cost plus and the pricing team works very often in a silo.

LEVEL 3: Pricing is embedded in the commercial processes, reporting to the commercial department. Value based pricing is done were possible. Pricing is aligned with marketing, finance and sales for optimal value pricing, value communication and value

LEVEL 4 : Pricing plays a key role in developing new revenue and business models and is seen a major shareholders’ value driver. A VP Pricing is reporting directly to the CEO.

Target organizational pricing maturity(Required)

LEVEL 1 : List prices are set by product management, but market pricing is mainly owned by sales. Price setting is cost plus/market based. We are very volume driven.

LEVEL 2 : Pricing is very much seen as a margin optimisation project driven by the finance department. Price setting remains mainly cost plus and the pricing team works very often in a silo.

LEVEL 4 : Pricing plays a key role in developing new revenue and business models and is seen a major shareholders’ value driver. A VP Pricing is reporting directly to the CEO.

Does your company have specific pricing goals ?

Current specific pricing goals(Required)

There are no specific pricing goals defined.

General guidelines and KPIs on e.g. Margin Protection, avoiding price erosion, discount caping.

Specific pricing goals and KPIs per segment/market and targeted price positioning vs competition.

Pricing goals are linked, and visibly correlated, to commercial compensation plans and overall company shareholders goals.

Target specific pricing goals(Required)

There are no specific pricing goals defined.

General guidelines and KPIs on e.g. Margin Protection, avoiding price erosion, discount caping.

Specific pricing goals and KPIs per segment/market and targeted price positioning vs competition.

Pricing goals are linked, and visibly correlated, to commercial compensation plans and overall company shareholders goals.

Do you have a list price strategy ?

Current list price strategy(Required)

A list price is set by product management at product launch. No further defined strategies for transactional/ promotional/ special pricing.

List Pricing strategies exist for some products / brands and markets. The price strategy is yearly/quarterly reviewed but often still inconsistently applied within the company.

List Pricing strategies are developed for all major products / brands and markets - and aligned to overall business objectives and corporate strategy.

List Pricing strategies are pro-activaly adapted on product lifecycle, changing market environment, based on frequent market scan insights, data analytics and competitive intelligence.

Target list price strategy(Required)

A list price is set by product management at product launch. No further defined strategies for transactional/ promotional/ special pricing.

List Pricing strategies exist for some products / brands and markets. The price strategy is yearly/quarterly reviewed but often still inconsistently applied within the company.

List Pricing strategies are developed for all major products / brands and markets - and aligned to overall business objectives and corporate strategy.

List Pricing strategies are pro-activaly adapted on product lifecycle, changing market environment, based on frequent market scan insights, data analytics and competitive intelligence.

How is your pricing strategy developed ?

Current pricing strategy(Required)

A basic pricing strategy and price positioning are centrally defined (often by Product Marketing). Local sales organisation has a large 'freedom' to adapt the price strategy to local market conditions.

Pricing strategy and price positioning are developed by a small central Pricing Team (including mainly product management and finance).

Pricing strategy and price positioning developed by a central Pricing Team (including marketing, sales and finance) - and all commercial stakeholders are aligned around the vision.

In addition, top management is fully aligned with the pricing strategy and communicates/reinforces the price strategy towards to market.

Target pricing strategy(Required)

Pricing strategy and price positioning are developed by a small central Pricing Team (including mainly product management and finance).

Pricing strategy and price positioning developed by a central Pricing Team (including marketing, sales and finance) - and all commercial stakeholders are aligned around the vision.

In addition, top management is fully aligned with the pricing strategy and communicates/reinforces the price strategy towards to market.

How do you use price segmentation ?

Current price segmentation(Required)

Very basic product and customer segmentation (e.g., regional, application, industries) is in place.

customer segmentation (e.g., regional, application, industries) is in place. More detailed sub-segments are identified, mainly based on analysis of historical transactional data. Also, the subsegmentation is used for product- and/or price-differentiation.

Detailed customer segments identified based on differing customer needs / behaviours and value drivers. Segmentation is regularly reviewed and adjusted based on market research and in depth data analytics.

Customer segmentation is dynamic, based on multiple and connected data sources and predicts customer behaviour.

Target price segmentation(Required)

Very basic product and customer segmentation (e.g., regional, application, industries) is in place.

Customer segmentation is dynamic, based on multiple and connected data sources and predicts customer behaviour.

Do you handle product life cycle management as part of your pricing strategy ?

Current product life cycle management(Required)

Life cycle pricing is not a practice.

Limited management of product life cycles. Product portfolio pruning is done on yearly basis, but with very little alignment to the price strategy.

Product life cycle management installed as a yearly process, with clear integration and alignment of price strategy.

Product life cycle and pro-active fade-out strategies are embedded in the price strategy.

Target product life cycle management(Required)

Life cycle pricing is not a practice.

Limited management of product life cycles. Product portfolio pruning is done on yearly basis, but with very little alignment to the price strategy.

Product life cycle management installed as a yearly process, with clear integration and alignment of price strategy.

Product life cycle and pro-active fade-out strategies are embedded in the price strategy.

How good is your value chain understanding ?

Current value chain understanding(Required)

There is no formal mapping of the market value chain (go-to-market) by country.

The market value chain (go-to-market) is mapped by country. Prices and margins are understood within the chain.

The market value chain is mapped per country and prices/margins are understood within the chain- and regular updates are part of the pricing review. Corrective actions discussed with commercial strategy team to (re)gain chain power.

Additionally new go-to-market approaches and/or monetization models are investigated/tested to (re)gain market power.

Target value chain understanding(Required)

There is no formal mapping of the market value chain (go-to-market) by country.

The market value chain (go-to-market) is mapped by country. Prices and margins are understood within the chain.

Additionally new go-to-market approaches and/or monetization models are investigated/tested to (re)gain market power.

3) PRICE POLICY

To what extent is price guidance used ?

Current price guidance use(Required)

Local sales organisation decide independently on their local market prices, with little or no alignment between the countries. Only global floor prices/product exist as guideline.

Local sales organisation decide independently on their local market prices, but the pricing department has together with sales teams defined (global/regional) target price guidance with ceiling and floor prices per region.

Target price guidance by customer and product segments defined by the central Pricing Team based on input from, and discussions with. both the local sales teams and global marketing team. Local sales organisations are aligned around a regional market

Dynamic target price guidance by customer and product segments defined by the central Pricing Team based on input from, and discussions with. both the local sales teams and global marketing team - and in depth data analytics and forecasting.

Target price guidance use(Required)

Local sales organisation decide independently on their local market prices, with little or no alignment between the countries. Only global floor prices/product exist as guideline.

How consistent is your product portfolio pricing structure ?

Current product portfolio pricing(Required)

Price structure evolved historically with well known inconsistencies in portfolio prices.

Portfolio pricing inconsistencies have been reported and are discussed. Corrective actions have been decided and in progress. Price distance guidelines between the product lines have been decided but not fully implemented.

Portfolio price guidelines (price distance between the product lines) and both internal and market consistency (versus competition) fully deployed.

Additional, up & cross-selling initiatives are discussed and initiated for profit optimisation.

Target product portfolio pricing(Required)

Price structure evolved historically with well known inconsistencies in portfolio prices.

Portfolio price guidelines (price distance between the product lines) and both internal and market consistency (versus competition) fully deployed.

Additional, up & cross-selling initiatives are discussed and initiated for profit optimisation.

To what extent is your product portfolio aligned with your market segments ?

Current market segments alignment(Required)

We try to sell everything to everyone (at every price), without product differentiation. We have a one fits all product strategy.

Product- and price differentiation has been installed (eg : good/better/best tiered offering) for price and margin optimisation.

Additional, segmented solutions have been developed for full value capturing (e.g. products & services bundled, product bundling, option bundling). Price bundling is installed based on willingness to pay within the segments.

Additional, we develop and introduce advanced Pricing & Business models: e.g. customer specific end-user solutions and price the output (performance or consumption based pricing, eg. pay/landing for aircraft tyres).

Target market segments alignment(Required)

We try to sell everything to everyone (at every price), without product differentiation. We have a one fits all product strategy.

Product- and price differentiation has been installed (eg : good/better/best tiered offering) for price and margin optimisation.

How do you handle discounts ?

Current discounts(Required)

Our discount policy is historically evolved and needs improvement to be aligned with the market strategy.

Discount policy is recently reviewed and optimised. The risk of cross-channel conflicts is minimalised, but there are still many unconditional discounts.

The discount structure is aligned with the market/price strategy and uniform. The full discount structure is based on functional discounts only.

Additionally conditions for granting / eligibility of functional discounts are systematically controlled and consequences management triggered.

Target discounts(Required)

Our discount policy is historically evolved and needs improvement to be aligned with the market strategy.

Discount policy is recently reviewed and optimised. The risk of cross-channel conflicts is minimalised, but there are still many unconditional discounts.

The discount structure is aligned with the market/price strategy and uniform. The full discount structure is based on functional discounts only.

Additionally conditions for granting / eligibility of functional discounts are systematically controlled and consequences management triggered.

To what extent do you use price/value mapping ?

Current price/value mapping(Required)

Price/value mapping not in use.

Price/value mapping discussions have started between pricing team and marketing.

Price/value mapping research deployed per segment and aligned with marketing department.

Price/value mapping insights are actively steering the portfolio / product positioning and price strategy.

Target price/value mapping(Required)

Price/value mapping not in use.

Price/value mapping discussions have started between pricing team and marketing.

Price/value mapping research deployed per segment and aligned with marketing department.

Price/value mapping insights are actively steering the portfolio / product positioning and price strategy.

To what extent do you understand price elasticity ?

Current price elasticity understanding(Required)

Knowledge about the price change responsiveness is scattered in sales team.

Price elasticity is explored and understood via transactional price data analysis and internal qualitative discussions.

In addition, advanced research tools (as conjoint analysis, monadic design) and market tests are used to understand price elasticity & willingness to pay within segments.

Additionally usage of microsegmentation and cross-elasticities to model and forecast the impact of price changes on revenue and profits.

Target price elasticity understanding(Required)

Knowledge about the price change responsiveness is scattered in sales team.

Price elasticity is explored and understood via transactional price data analysis and internal qualitative discussions.

In addition, advanced research tools (as conjoint analysis, monadic design) and market tests are used to understand price elasticity & willingness to pay within segments.

Additionally usage of microsegmentation and cross-elasticities to model and forecast the impact of price changes on revenue and profits.

To what extent do you understand willingness to pay ?

Current willingness to pay understanding(Required)

Insights on willingness to pay is based on internal (sales) judgement.

Mainly internal workshops or client/non client focus groups are used to understand willigness to pay.

Inside-out analysis is completed with external research and third party data to determine customer willingness to pay(e.g. conjoints, statistic modelling, etc).

Extensive set of scientific value analysis tools is available including price sensitivity research (e.g. micro-segmentation, conjoint analysis, behaviour-based modelling, market simulators).

Target willingness to pay understanding(Required)

Insights on willingness to pay is based on internal (sales) judgement.

Mainly internal workshops or client/non client focus groups are used to understand willigness to pay.

Inside-out analysis is completed with external research and third party data to determine customer willingness to pay(e.g. conjoints, statistic modelling, etc).

Extensive set of scientific value analysis tools is available including price sensitivity research (e.g. micro-segmentation, conjoint analysis, behaviour-based modelling, market simulators).

How do you mainly set prices ?

Current price setting(Required)

Price setting for new products is purely cost-plus with market price alignment.

Pricing is still mainly cost-plus, but prices (the cost +) are optimised based on better understanding of value components per segment.

Value based pricing (per segment) is used where possible based on good understanding of the value components, the price/value positioning and price elasticity.

Solutions pricing is installed, based on in-depth insight of the end-user benefits.

Target price setting(Required)

Price setting for new products is purely cost-plus with market price alignment.

Pricing is still mainly cost-plus, but prices (the cost +) are optimised based on better understanding of value components per segment.

Value based pricing (per segment) is used where possible based on good understanding of the value components, the price/value positioning and price elasticity.

Solutions pricing is installed, based on in-depth insight of the end-user benefits.

4) PRICE IMPLEMENTATION

How do you handle price escalations ?

Current price escalations handling(Required)

Price escalation levels are not formally defined and not monitored. Authorisation process often not correctly followed or take a long time.

Price escalation levels formally defined and post-factum monitored. Authorisation process is still often not correctly followed and only visible after reporting.

Different levels of approval are predefined based on the size of the discount and the size of the deal, monitored and excessive escalations discussed in the pricing team. Price deviations are only possible in the system after formal authorisation.

In addition, price escalations are minimized and approvals are automated in an approval engine, reducing the amount of time required to approve/unapprove.

Target price escalations handling(Required)

Price escalation levels are not formally defined and not monitored. Authorisation process often not correctly followed or take a long time.

Price escalation levels formally defined and post-factum monitored. Authorisation process is still often not correctly followed and only visible after reporting.

In addition, price escalations are minimized and approvals are automated in an approval engine, reducing the amount of time required to approve/unapprove.

How do you sell ?

Current sales(Required)

Sales is mainly selling on product features, product advantages 'trust us' or 'on price'.

Sales team is mainly selling on differentiating product features and product advantages. The value differentiators are documented and benckmarked versus competitive alternatives.

Sales teams get segmented value argumentations and are trained to defend the prices (on the question 'great product, but why is it so expensive'?). Value calculator exists for key account use.

Sales teams trained to sell end-user solutions based on an in-depth understanding of the business model of the client. Sales seen as a strategic partner that enables the customer to develop and implement the next generation of business model.

Target sales(Required)

Sales is mainly selling on product features, product advantages 'trust us' or 'on price'.

Sales team is mainly selling on differentiating product features and product advantages. The value differentiators are documented and benckmarked versus competitive alternatives.

Sales teams get segmented value argumentations and are trained to defend the prices (on the question 'great product, but why is it so expensive'?). Value calculator exists for key account use.

How is list price maintenance handled ?

Current list price maintenance(Required)

List Price Updates are entered by multiple persons (often in Sales or Order Administration) without additional checks.

All price updates are based on authorized price change requests; login for system price updates are personal and correctness of price updates are reviewed by second person.

Exception list are system generated and flagged for price structure inconsistencies / business rule violations.

Scenario Planning of Price changes to simulate business impacts; automated implementation of selected scenario.

Target list price maintenance(Required)

List Price Updates are entered by multiple persons (often in Sales or Order Administration) without additional checks.

All price updates are based on authorized price change requests; login for system price updates are personal and correctness of price updates are reviewed by second person.

Exception list are system generated and flagged for price structure inconsistencies / business rule violations.

Scenario Planning of Price changes to simulate business impacts; automated implementation of selected scenario.

Do you have pricing KPI's ?

Current KPI's(Required)

Managers need to reach out for pricing reports at the right level of detail to provide actionable insights; only ad-hoc reports.

Price Management has defined vital Pricing KPI Reports but only shared ad-hoc with limited audience.

Vital Pricing KPI Reports exist, distributed and used in regular commercial excellence reviews.

Vital Pricing KPI Reports are part of the business planning process and reviews and part of a dashboard in a pricing/analytics tool.

Target KPI's(Required)

Managers need to reach out for pricing reports at the right level of detail to provide actionable insights; only ad-hoc reports.

Price Management has defined vital Pricing KPI Reports but only shared ad-hoc with limited audience.

Vital Pricing KPI Reports exist, distributed and used in regular commercial excellence reviews.

Vital Pricing KPI Reports are part of the business planning process and reviews and part of a dashboard in a pricing/analytics tool.

How do you manage contract compliance ?

Current contract compliance(Required)

Random and unsystematic, no clear rules for condition deviations (e.g. cherry picking, pricing linked to volume commits)

Clear procedure and process to monitor condition adherence, but unclear/undefined consequence management

Clear procedure and process to monitor condition adherence including consequence management in order to avoid / reduce risk and margin exposure (e.g. switch to a functional discounting)

Additionally build-in mechanisms e.g. bundle checks or client supply process integration to avoid / prevent cherry picking and/or fraudulent usage of conditions

Target contract compliance(Required)

Random and unsystematic, no clear rules for condition deviations (e.g. cherry picking, pricing linked to volume commits)

Clear procedure and process to monitor condition adherence, but unclear/undefined consequence management

Clear procedure and process to monitor condition adherence including consequence management in order to avoid / reduce risk and margin exposure (e.g. switch to a functional discounting)

Additionally build-in mechanisms e.g. bundle checks or client supply process integration to avoid / prevent cherry picking and/or fraudulent usage of conditions

Do you have a price/margin improvement process in place ?

Current price/margin improvement(Required)

Little guidance given on where greatest opportunities for improvement reside.

Some guidance given on accounts and/or products with greatest need for margin improvement (e.g., by comparing general margin metrics).

Customer and customer/product rankings based on opportunity for price/profit improvement available. Visibility of peer performance (customers, products). Ability to drill into any level of detail for root cause analysis.

Additionally tool generated targeted proposals for upsell & cross sell opportunities for profit improvements.

Target price/margin improvement(Required)

Little guidance given on where greatest opportunities for improvement reside.

Some guidance given on accounts and/or products with greatest need for margin improvement (e.g., by comparing general margin metrics).

Additionally tool generated targeted proposals for upsell & cross sell opportunities for profit improvements.

Are your sales incentives aligned with the price strategy ?

Current sales incentives(Required)

Sales incentives are mainly volume driven or on total revenues.

Sales incentives are a mix of volume/margin targets per product group or channels.

Sales incentives are based on a mix of volume/margin and net price realisation per segment/channel.

Additionally quota retirement is linked to price guidance realization - e.g. different accelerators by good / better / best price levels.

Target sales incentives(Required)

Sales incentives are mainly volume driven or on total revenues.

Sales incentives are a mix of volume/margin targets per product group or channels.

Sales incentives are based on a mix of volume/margin and net price realisation per segment/channel.

Additionally quota retirement is linked to price guidance realization - e.g. different accelerators by good / better / best price levels.

5) PRICE REPORTING

To what extent is your price waterfall visible ?

Current price waterfall visibility(Required)

Gross margin details available on product line and customer level

Detailed price waterfalls are installed for every customer. Net customer profitability is systematically monitored - cost to serve are allocated on assumptions.

Detailed price waterfalls are installed for every customer, net customer profitability is systematically monitored - and cost-to-serve per customer is based on activity based costing model

In addition, customer life time value is calculated/forecasted - and used to for deal making purpose.

Target price waterfall visibility(Required)

Gross margin details available on product line and customer level

Detailed price waterfalls are installed for every customer. Net customer profitability is systematically monitored - cost to serve are allocated on assumptions.

Detailed price waterfalls are installed for every customer, net customer profitability is systematically monitored - and cost-to-serve per customer is based on activity based costing model

In addition, customer life time value is calculated/forecasted - and used to for deal making purpose.

To what degree is your profitability visible ?

Current profitability visibility(Required)

No systematic monitoring of segment / channel / customer / product profitability

Segment / channel / customer / product profitability is systematically monitored - cost to serve is allocated on assumptions

Segment / channel / customer / product profitability is systematically monitored - cost to serve is based on activity based costing model

Additionally simulation reports on profit improvement potential available

Target profitability visibility(Required)

No systematic monitoring of segment / channel / customer / product profitability

Segment / channel / customer / product profitability is systematically monitored - cost to serve is allocated on assumptions

Segment / channel / customer / product profitability is systematically monitored - cost to serve is based on activity based costing model

Additionally simulation reports on profit improvement potential available

To what extent do you report win/loss analysis ?

Current win/loss analysis(Required)

There is no systematically reported win/loss analysis.

Win/loss analysis information is centralised and available for sales/marketing/product mgt/pricing. But no formal review meetings installed.

Win/loss analysis information is centralised and available for sales/marketing/product mgt/pricing. Periodic review meetings and corrective action plans developed and implemented. Reactive mode.

In addition the win/loss information is linked to the Pricing system for automatic dynamic price guidance generation. Proactive mode.

Target win/loss analysis(Required)

There is no systematically reported win/loss analysis.

Win/loss analysis information is centralised and available for sales/marketing/product mgt/pricing. But no formal review meetings installed.

Win/loss analysis information is centralised and available for sales/marketing/product mgt/pricing. Periodic review meetings and corrective action plans developed and implemented. Reactive mode.

In addition the win/loss information is linked to the Pricing system for automatic dynamic price guidance generation. Proactive mode.

To what extent do you track competitive price information ?

Current competitive price information(Required)

Competitve price tracking is done ad hoc and availibility is scattered amongst sales.

Competitive price tracking is internally tracked via call reports, win/loss reports etc., but only limited analysis is used on an ad hoc basis for pricing decisions.

Competitive price tracking is systematically tracked by both sales and pricing research. Tools are in place to make competitive prices readiliy accessible.

In addition, sales is also tracking competitive insights (eg capacity) and informations is centralised.

Target competitive price information(Required)

Competitve price tracking is done ad hoc and availibility is scattered amongst sales.

Competitive price tracking is internally tracked via call reports, win/loss reports etc., but only limited analysis is used on an ad hoc basis for pricing decisions.

Competitive price tracking is systematically tracked by both sales and pricing research. Tools are in place to make competitive prices readiliy accessible.

In addition, sales is also tracking competitive insights (eg capacity) and informations is centralised.

6) PRICE ORGANIZATION

How is your pricing organised ?

Current pricing organization(Required)

No pricing organisation installed, prices are mainly advised by PM and set by sales.

Pricing team installed, often embedded in the finance department, reporting to the CFO - Sales has accepted the pricing team members as solid advisors in deal making and as a very good source of price/margin information.

Pricing team installed with clear mission - Pricing goals and KPI's are defined - a RACI-document is developed around the core pricing processes. The pricing department is embedded in the commercial organisation reporting to the CMO

Pricing role is present in the leadership team (Chief Pricing Officer) and reports directly to the CEO - the global pricing team is often established as a center of excellence.

Target pricing organization(Required)

No pricing organisation installed, prices are mainly advised by PM and set by sales.

Pricing role is present in the leadership team (Chief Pricing Officer) and reports directly to the CEO - the global pricing team is often established as a center of excellence.

How strong are your pricing capabilities in terms of people ?

Current team pricing capabilities(Required)

Little or no specific training on improving front-line pricing skills and performance exists.

Most individuals with a role in pricing have been through a (in-house or open) pricing training program; the learning program receives good reviews and has some positive impact on behavior.

Everyone with a role in pricing received comprehensive in-house pricing training (e.g., sales manager, both experienced and new sales reps); multiple venues used to reinforce good pricing (e.g., sales meetings, one-on-one coaching, joint sales calls...)

Pricing seen as a strategic area, centralized highly skilled and experienced team of experts and strategic management; continuous exchange of the pricing team with external organisations and experts.

Target team pricing capabilities(Required)

Little or no specific training on improving front-line pricing skills and performance exists.

Most individuals with a role in pricing have been through a (in-house or open) pricing training program; the learning program receives good reviews and has some positive impact on behavior.

Pricing seen as a strategic area, centralized highly skilled and experienced team of experts and strategic management; continuous exchange of the pricing team with external organisations and experts.

Do you have a long term pricing capability development plan ?

Current long term pricing capabilities(Required)

There is no vision how to further develop the pricing skills/maturity in the organisation.

The core pricing team has been trained to evaluate the organisational pricing maturity and developed a pricing action plan for the next year. Additionally, the team has been EPP CPM2 certified (or equivalent)

The pricing team has a clear picture of the pricing maturity. They have defined the future status and a 3-years planning to reach the desired pricing maturity. The pricing team (and preferable also the key marketing team) is EPP CPM level 3 certified

Pricing maturity seen as an enabler to develop, implement and support of new go-to-market strategies and concepts; seen as a competitive advantage and as an opportunity to outperform competition

Target long term pricing capabilities(Required)

There is no vision how to further develop the pricing skills/maturity in the organisation.

Pricing maturity seen as an enabler to develop, implement and support of new go-to-market strategies and concepts; seen as a competitive advantage and as an opportunity to outperform competition

7) PRICE SYSTEMS

How is your pricing infrastructure integrated ?

Current infrastructure integration(Required)

Fragmented IT landscape, tools / systems not integrated, multiple data entry. Typically distributed and independent ERP systems.

CRM and ERP systems established but no integrated data exchange, independent / stand-alone Pricing-, Configuration- and Quoting systems.

Data exchange between front-end and back-end systems, partially integration of CPQ (Config-Price-Quote) into CRM and ERP infrastructure.

Centralized ERP and CRM systems; company-wide data and reporting structures; fully integrated Lead-to-Cash system infrastructure.

Target infrastructure integration(Required)

Fragmented IT landscape, tools / systems not integrated, multiple data entry. Typically distributed and independent ERP systems.

CRM and ERP systems established but no integrated data exchange, independent / stand-alone Pricing-, Configuration- and Quoting systems.

Data exchange between front-end and back-end systems, partially integration of CPQ (Config-Price-Quote) into CRM and ERP infrastructure.

Centralized ERP and CRM systems; company-wide data and reporting structures; fully integrated Lead-to-Cash system infrastructure.

What pricing tools do you use ?

Current pricing tools(Required)

Mainly Excel based for price list maintenance and ad hoc reporting. No vital pricing reports are automatically available periodically.

Still mainly Excel based or home grown tools; vital pricing reports have been defined and delivered frequently - specific pricing reports are generated mainly in excel. Pricing software tools and providers are explored/evaluated.

Pricing software is implemented to generate vital pricing reports, to support deal making, segmentation, price simulations and price guidance.

Pricing software is fully integrated in the sales enablement process and CRM - and is used not only by the pricing group, but if marketing, sales and finance.

Target pricing tools(Required)

Mainly Excel based for price list maintenance and ad hoc reporting. No vital pricing reports are automatically available periodically.

Pricing software is implemented to generate vital pricing reports, to support deal making, segmentation, price simulations and price guidance.

Pricing software is fully integrated in the sales enablement process and CRM - and is used not only by the pricing group, but if marketing, sales and finance.

To what extent is your sales force enabled with pricing tools during the sales process ?

Current sales force tools(Required)

No Sales and Partners enablement, all Special Pricing handled via back-office processes, back-office predominantly based on manual processes.

Special Pricing request handling still done by back-office but supported by pricing tools (predominantly home grown). Predominantly min. margin / max. discount based guidance.

Pricing and/or CPQ software availble to generate Pricing Guidance for transactional pricing but no integration to CRM or other Sales system; communication of pricing guidance via spreadsheets and or mail.

Integrated self-serve Configure-Pricing-Quoting infrastructure for Sales, Partner or end-customer with system controlled exception handling and tracking workflows. Usage of system generated Pricing Guidance.

Target sales force tools(Required)

No Sales and Partners enablement, all Special Pricing handled via back-office processes, back-office predominantly based on manual processes.

Special Pricing request handling still done by back-office but supported by pricing tools (predominantly home grown). Predominantly min. margin / max. discount based guidance.

How satisfied are you with the pricing data quality in your systems ?

Current pricing data quality(Required)

Pricing data is incomplete or not available (e.g., missing key variables such as rebates or cost to serve); data is scattered across different data systems; data requires significant manual “cleaning” and manipulation to be useable.

Data is mostly correct and complete but tends to be scattered across multiple data systems requiring regular integration to be useable.

Data (e.g. pricing analytics, profitability metrics) is mostly correct and complete but tends to be scattered across multiple data systems requiring regular integration to be useable; data is periodically updated and believed to be accurate enough.

Centralized databases for all relevant pricing data with key price, cost, market and segmentation information is in place (e.g., all pocket price elements, and important cost to serve, competitive price levels, terms, win/loss data).

Target pricing data quality(Required)

Data is mostly correct and complete but tends to be scattered across multiple data systems requiring regular integration to be useable.

8) FINAL QUESTIONS

Which CRM system is used?

Choose one or more CRM(Required)

Siebel

SAP

SalesForce

MS Dynamic

None

Other (please specify)

Which ERP system is used?

Please choose one or more ERP(Required)

SAP

Peoplesoft

Infor

Epicor

Sage

Exact

None

Other (please specify)

Which Pricing system is used?

Please choose one or more Pricing System(Required)

PROS

Vendavo

Zilliant

Periscope

ModelN

PriceFx

Vistaar

None

Other (please specify)

Which Configure-Price-Quoting (CPQ) system are you using?

Please choose one or more CPQ(Required)

SteelBrick CPQ

Apttus CPQ

PROS CPQ (Cameleon)

Vendavo

FPX

Oracle - Big Machines

Tacton

CloudSense

Configit

None

Other (please specify)

Which Business Intelligence tools are used?

Please choose one or more BIT(Required)

IBM Cognos

Excel

Numeric

Oracle BI Suite

Qlikview

Tableau

Sofon

Sybase IQ

Tibco

SAS

None

Other (please specify)

Do you plan to move your pricing software to the cloud in the future?(Required)

No	Yes, on < 1 year	Yes, on 1-2 years	Yes, on 2-4 years	Yes, on > 4 years

Name

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