Every part of your organization is working toward sales transactions. Pricing establishes the amount of revenue and profits from those transactions, and determines the volume, velocity and value of your sales.
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From the category archives:
Sales
You need access to the right people, and the right messages for those people when you’re given that access.
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The Martha Stewart and Enron cases were real and their repercussions have had a ripple effect in all aspects of the broader marketplace. These few but crucial instances in recent history have drastically affected the climate of oversight, checks and balances in which buyers engage in big-ticket sales. Yet, this represents only a single, generalized example of how buyer behavior will affect your firm’s market entry.
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If you don’t know where you’re going, it doesn’t much matter which direction you take the organization. Objectives are necessary in order to have a clear and clean cut view of where the organization is going.
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Japanese automotive companies succeeded here, because they radically simplified the number of permutations of varieties you can have of a particular model of car, and that made it much simpler for a consumer to say, for example, “I think I want to buy a Honda.” Your head didn’t have to explode in making that decision.
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It’s a familiar scene– a guy walks into a Starbucks looking for a cup of coffee, looks up, and stares at the menu like a deer in headlights for five minutes, overwhelmed by all the choices he has to make before he can pay $4 for his delicious beverage. It may seem counterintuitive, but freedom of decision often leads to indecision.
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