pricing

The Pain of a Loss is much higher than the Pleasure of a Gain

Fear, messaging, pricing

In March last year I had written a post on “Pain & Gain” . At that point in time I had written it more from an experiential perspective of what I had experienced in the market and how the messaging should revolve. It was more about people giving attention to fear/loss based messaging compared to positive/gain messaging.

I was recently reading a book on pricing – “Confessions of the pricing man” by Hermann Simon. Herman Simon is considered to be the “guru” on how companies should do the pricing of their products/services. Its a fascinating book on the kind of mistakes that people do when they do the pricing and how a small change in pricing – negative or positive – can have a major impact on the volumes that the company has to sell and the profitability the company. He has shown various examples of low cost leaders who make a lot of money (Ikea as an example) and how luxury brands can mess up their brand if they try to go mass market. Its a book worth reading especially if you are involved with doing pricing for your products or services.

Now coming back to the pain & gain story with which I started this post. In the book Hermann show cases the prospect theory work done by M/s Kahneman & Tversky. This is the first time I have come across the utility curve for both positive and negative utility.

In our economics class I did study the concept of marginal utility and how it decreases as the amount of the product or service that you use goes up. So the first time you travel economy class in an aircraft, you will feel “awed” by the sheer experience. If you travel regularly, you will slowly start losing the “awe” feeling and after sometime you will find the experience just “okay”. Then its human nature that people will start ten wanting to move to the next higher level. That’s how people move to the business class and some even to the First Class. This how also premium and luxury product companies keep selling even more expensive things.

Human beings are always craving for the next bigger/more luxurious/more exciting thing. Not all may be able to afford it and move higher up the ladder, but there are enough people who do. That’s why companies who want to grow their profit, keep trying to come out with more and more premium brands.

As per Herman if you use the prospect theory, the “Marginal Harm” gets smaller as the overall size of the loss increases. However the bigger issue as per this theory is that compared to the pleasure we feel from the same quantum of “gain” the amount of pain we feel is much much higher. So in absolute terms if there is a $100 gain then the Pleasure is (1.5), but for the same $100 loss the Pain is (-3). This is the theoretical explanation of what we notice in the market on a regular basis. Until I read this book, I did not have a clue behind the phenomenon.

It gives immense pleasure when you find that what you see/experience in the market, also has a theoretical background. It then proves that the experience you have not seen is not limited to only your environment/geography or industry. It is a phenomenon which is observed globally and people have gone through the process multiple times to check its validity, before it is written out in books and presented in conferences.

While Herman has explained the how pricing can get impacted because of this prospect theory, would think it has a role to play even when you are trying to get the attention of the prospect. They will respond more to the possibility of avoiding the loss than to the possibility of gain that you can show them.

If you have also experienced this phenomenon, pls put it in the comments below. Would love to hear from you.

Till next time then.

Carpe Diem!!!

How do you do pricing?

B2B, Marketing, pricing, Product Management, single target market

Pricing is one of those concepts, that whenever a sales guy will lose a deal, they will blame it on price – our price was too high. For customers, the easiest way to push you away, is to say that your price is too high. In both the situations, the easiest people to blame is the product/marketing folks – “they don’t understand the reality of the market place, they just sit in the office and tell us what to do without understanding what the customer wants”. Pricing is one of the key reasons – marketing and sales don’t see eye to eye.

Just to clarify – its not that I don’t lose cases on price.

My agenda from this post is to help you not waste time with a customer who does not have the ability to value what you offer in return for the price that you charge. Its both marketing and sales’ responsibility to showcase the value to the customer.

That was a loaded statement – so let me break it down – what is the customer’s perception of what you provide and what she should pay for it. The other is, how do you do your pricing.

As a product manager or marketing manager, when you build a pricing for something, you generally take into account the costs involved at your end. Then you add a margin and give that as the price to be charged. This is the easiest way – Cost+Markup

On the other hand, if you were to look at the value / result / outcome, that the customer will get , by using your product or service and then work backwards, you will be able to come to a better argument. If you don’t know the result that you can get for your customer and there are others who can provide almost similar value at a lower price, then the customer will go with your competition.

I have lost a lot of deals where initially the customer didn’t appreciate the value of the kind of trainings we give our people and how they impact the execution of the project and the reason for us being almost double of someone else. But then we had them come back to us, at a much bigger value when they failed to get the project executed and the cost of penalties and reputation, was even bigger for them. Obviously there were also a lot of them where they got the project executed with someone else at a lower price.

The agenda for showing value has to be ours – not the customer’s. You can verify with the customer, during your meetings, if they value what you sell. Don’t ask this question to operational people. I have made that mistake many times. They have no view of what is going on in the mind of the leadership team. Ask it to people in finance or leadership. Those people look at it from the return of investment perspective. If what they value is what you give, then you have an easy task.

On the other hand, if what you have can enhance the value of what they think, they want, then you have to show them, what else is possible and they agree then you can move forward. Generally if you have chosen your Single Target Market well, then this task becomes comparatively easy because most people in that niche will value similar things.

If what you are selling can get them 10 times of the price you are charging, then you have an argument. If you are charging a price of $1500/- and you can show them how the value (reduction in cost or increase in revenue) will be 10 time or worth $15000/- then you can have a good discussion. But if the return on the investment Is only equal or couple of times more than the investment, it is not worth.

Remember the inertia is so high in B2B setups, that they don’t want to go through the whole process of identifying something where the return is minimal.

But you can use this same inertia to your advantage. If the customer has experienced you before and you have delivered on your promise or commitments, then if you are slightly more expensive then the competitors, they will prefer to deal with you because they know you can deliver.

So coming back to the main topic – how can you then do pricing. You can do it better when your argument of value is clearly identified – whether with your case studies or testimonials etc., in case they have not worked with you before. When the customer knows that you CAN deliver , what you promise and she Values what you deliver, then the pricing argument reduces. Doing pricing on a cost plus basis is generally a losing proposition in a highly competitive environment.

Till next time then.

Carpe Diem!!!