Bhupinder Arora

As interactions shift toward digital channels in the oil, gas, and chemical industries, buyers’ expectations and behaviors are changing. Suppliers can improve the digital experience by focusing on five areas.

U.S. companies are being confronted with inflationary cost pressures from many sides. The cost of raw
materials - including copper, steel, lumber, plastics, and many agricultural commodities are on the rise, while investment in plant capacity has not kept pace with demand, according to a Deloitte analysis. At the same time, wage rates and shipping costs have soared, and COVID-related supply disruptions are on the rise. While some increases like shipping costs may be temporary, others like… Show more

U.S. companies are being confronted with inflationary cost pressures from many sides. The cost of raw
materials - including copper, steel, lumber, plastics, and many agricultural commodities are on the rise, while investment in plant capacity has not kept pace with demand, according to a Deloitte analysis. At the same time, wage rates and shipping costs have soared, and COVID-related supply disruptions are on the rise. While some increases like shipping costs may be temporary, others like wage increases are likely permanent. All of these cost changes are real and contribute to both near-term and long-term margin erosion.
With building inflationary pressures, an economy recovering from a pandemic, and supply chains disrupted, effective pricing is the need of the hour. Show less

Why do your customers buy from you? This isn’t a question about the standard purchase considerations—process, product, price, and quality. For an industrial product industry buyer, the hard facts will
always be important to the equation, but the ways a seller presents itself and how it delivers a richer, better, more bespoke experience—and probably at part digital—matter more and more.

B2B relationships are inherently complex. Buying cycles are long, and decisions filter through many… Show more

Why do your customers buy from you? This isn’t a question about the standard purchase considerations—process, product, price, and quality. For an industrial product industry buyer, the hard facts will
always be important to the equation, but the ways a seller presents itself and how it delivers a richer, better, more bespoke experience—and probably at part digital—matter more and more.

B2B relationships are inherently complex. Buying cycles are long, and decisions filter through many hands. With high dollar values and company reputations at stake, experience and engagement
will never fully displace performance and value. B2B sellers need to deliver on both. Show less

Pricing is a lever that can be extremely powerful for driving sales and profitability in any organization. Unfortunately, it is also a topic that generates a significant amount of fear and trepidation in most organizations. When an organization gets pricing right, it can be incredibly profitable.

Featured in the leading chapter of the book, “Pricing—The New CEO Imperative: A Book from the Pricing Profession to the C-Suite”, our pricing and profitability leaders (Georg Muller, Ranjit… Show more

Pricing is a lever that can be extremely powerful for driving sales and profitability in any organization. Unfortunately, it is also a topic that generates a significant amount of fear and trepidation in most organizations. When an organization gets pricing right, it can be incredibly profitable.

Featured in the leading chapter of the book, “Pricing—The New CEO Imperative: A Book from the Pricing Profession to the C-Suite”, our pricing and profitability leaders (Georg Muller, Ranjit Singh, and Bhupi Arora) share key principles in the chapter, “The Five Myths about Raising Prices That Every CEO Should Know”, and address the common myths around pricing that often lead to deferred decisions, missed opportunities, and defeat in the marketplace. Show less

As the costs of raw materials and shipping increase, manufacturers can present a convincing case for raising prices. An effective approach requires a thorough reassessment of transactions combined with a targeted pricing strategy.

Pricing (in general) is hard. And in B2B2C businesses, diversity of products, customers, and channels often leads to increased complexity and derails pricing ambitions. Our experiences show that complexity in B2B2C environment can be a source of advantage that provides the opportunity for deliberate and surgical pricing strategies to drive margin AND volume growth simultaneously, enabling companies to achieve transformational commercial impact of 300-500 bps growth in EBITDA and increased… Show more

Pricing (in general) is hard. And in B2B2C businesses, diversity of products, customers, and channels often leads to increased complexity and derails pricing ambitions. Our experiences show that complexity in B2B2C environment can be a source of advantage that provides the opportunity for deliberate and surgical pricing strategies to drive margin AND volume growth simultaneously, enabling companies to achieve transformational commercial impact of 300-500 bps growth in EBITDA and increased market share. Our latest report explains the reasons for why pricing is so hard in the B2B2C environment, explores potential product, customer, and channel pricing structures, and provides case example that debunks the margin versus volume trade-off in B2B2C environment. Show less

Pricing can be complicated—especially for companies whose products are sold through channel partners before reaching customers. Taking a more rigorous approach, leaders can rethink their strategies to simplify the sales process and drive both volume and margin growth.

For many organizations, dynamic pricing represents an untapped opportunity for growth. Successfully harnessing its power, however, requires a customer-centered approach.

Today, US companies use Index Based Pricing on more than $100B of products across various industries. While most companies are forced to implement Index Pricing to hedge their raw material cost volatility, not all of them have robust processes to support index exposure and still fewer precisely plan and execute Index Pricing strategy which in turn costs them millions of dollars annually. Index Pricing can be a powerful tool to hedge risk and meet client demands, but be sure you are capturing… Show more

Today, US companies use Index Based Pricing on more than $100B of products across various industries. While most companies are forced to implement Index Pricing to hedge their raw material cost volatility, not all of them have robust processes to support index exposure and still fewer precisely plan and execute Index Pricing strategy which in turn costs them millions of dollars annually. Index Pricing can be a powerful tool to hedge risk and meet client demands, but be sure you are capturing the value you provide and not stepping down the slippery slope of unnecessarily unbundling your products. Show less

While the economic impact of COVID-19 is not yet fully understood, competitive dynamics, supply chains, and customer needs are shifting rapidly. The spread of the virus across the globe—and subsequent retrenchment of markets and consumer buying patterns—highlights the need for companies to refresh their strategies for serving tomorrow’s demands.

Are you thinking about pricing or a CPQ technology for your company?
If you are confused when seeking the pathways from early interest to scoping, budgeting to software selection, implementation to driving actual benefits, and the cat-herding that is managing expectations of multiple groups (ok, everybody), you are not alone. There are a multitude of questions that need
to be answered or at least considered now and as your trek unfolds. This vertigo of choices can be described in one… Show more

Are you thinking about pricing or a CPQ technology for your company?
If you are confused when seeking the pathways from early interest to scoping, budgeting to software selection, implementation to driving actual benefits, and the cat-herding that is managing expectations of multiple groups (ok, everybody), you are not alone. There are a multitude of questions that need
to be answered or at least considered now and as your trek unfolds. This vertigo of choices can be described in one phrase: Price touches everything and everything touches price. So, when adding technology to an ascent team that also relies on strategy, sales, profit tuning, data, process, and organization alignment, experience teaches that there are many paths up the mountain,
each having their own advantages and pitfalls.
As you start plotting your own adventure into pricing and CPQ technology, here are seven critical questions to consider Show less

Are you thinking about pricing technology for your company?
If you are confused when seeking the pathways from interest to scoping, budgeting to software selection, implementation to actual benefits, and the cat-herding that is managing expectations of multiple constituencies (ok, everybody), you are not alone. There are a multitude of questions that need to be answered or at least considered now and as your trek unfolds. This vertigo of choices can be described in one phrase: Price touches… Show more

Are you thinking about pricing technology for your company?
If you are confused when seeking the pathways from interest to scoping, budgeting to software selection, implementation to actual benefits, and the cat-herding that is managing expectations of multiple constituencies (ok, everybody), you are not alone. There are a multitude of questions that need to be answered or at least considered now and as your trek unfolds. This vertigo of choices can be described in one phrase: Price touches everything and everything touches price. So when adding technology to an ascent team that also relies on strategy, sales, profit tuning, data, process and organization alignment, experience teaches that there are many paths up the mountain, each having their own advantages and pitfalls. As you start plotting your own adventure into pricing technology, here are six things to consider. Show less