A
- A/B tests
- Adobe
- Adoption:
- and freemium pricing
- of InMail
- unrealistic assumptions about
- Alternative metric pricing
- Amazon
- behavioral pricing at
- feature shocks at
- market capitalization for
- pricing strategy of
- Amazon Web Services
- Anchors, price
- Anchoring tactics
- Apple
- customer segmentation at
- image of innovator for
- monetization models at
- price integrity at
- product flops by
- promotions at
- Apple Watch
- Appliances, feature shocks with
- Arch Deluxe
- Ariba
- Ariely, Dan
- Asus
- Auctions
- Audi
- Audi Q7
- Automobile manufacturers. See also specific companies
- holistic product development by
- product innovation by
- Autotrader.com
- Average response trap
B
- B2B2C business, at Swarovski
- B2B settings, see Business-to-business settings
- B2C (business-to-consumer) settings,. See also specific companies
- Barriers to entry, low prices as
- Behavioral pricing
- avoiding monetization failures with
- defined
- Internet start-up company example
- and tipping at Uber
- Behavioral pricing tactics
- anchoring
- compromise effect
- pennies-a-day pricing
- psychological thresholds in
- signaling quality with price
- testing
- upfront costs in
- Benefit statements:
- clear
- in SaaS company example
- segment-specific
- of SmugMug
- in value communications
- Beta-testing, at LinkedIn
- Big-bang approach
- BMW
- BMW 7 Series
- Breakthrough products
- Brevity, of benefits statements
- Budget, for monetization process
- Buffett, Warren
- Build-your-own questions
- Bundles:
- Bundling
- avoiding monetization failures with
- checklist before
- key principles of
- at Microsoft
- at Optimizely
- pizza and breadstick example
- successful
- tips on engaging in
- and unbundling as strategy
- unnecessary
- Business cases for new products
- avoiding monetization failures with
- building
- ingredients of
- as living documents
- at Manheim
- at Porsche
- willingness-to-pay information in
- Business Insider
- Business-to-business (B2B) settings:
- anchoring in
- behavioral pricing in
- compromise effect in
- “design the product around the price” approach in
- price endings in
- Business-to-consumer (B2C) settings,. See also specific companies
- Buy-in, on pricing strategies
- Buying centers
C
- Cable television industry, feature shocks in
- Cameras, digital
- Cannibalization:
- in auto industry
- in building of business case
- product configuration to prevent
- Capacity, pricing and
- Carbonite
- Car clinics
- Car ownership, Uber as alternative to
- Cars.com
- Chevrolet Cruze
- China:
- automobile market in
- product innovation in
- Class Pass
- Clinical development team
- Cloud computing, behavioral pricing for
- Coca-Cola:
- dynamic pricing at
- undead products at
- Coke Classic
- Communication:
- Company(-ies):
- benefits of bundling for
- impact of new product on
- tailoring monetization of innovations to
- Competition:
- matching features with
- on MOCA
- price undercutting by
- products of, in CPM process
- reactions to new products by
- selection of monetization model based on
- and subscription models
- war-gaming reactions to repricing by
- Compromise effect
- Concessions, price
- Construction industry
- Consumer needs, Swarovski's understanding of
- Consumer product companies, undeads for
- Contract prices
- Control, in product innovation mindset
- Controlled A/B tests
- Convenience, of product configuration
- Core benefits, messages about
- Core offerings
- Corporate culture, see Organizational culture
- Corporate strategy, changing
- Costco
- Cost-plus pricing
- Cox Enterprises
- CPM, see Customer Process Monitoring
- Cross-functional teams:
- to analyze sales volume
- creating
- for deal deconstructions
- importance of
- at LinkedIn
- at Porsche
- roles and responsibilities of
- value communications by
- in willingness-to-pay talks
- Cross-selling
- Crystal Ball
- Culture, organizational, see Organizational culture
- Customer(s):
- benefits of product configuration and bundling for
- designing products for “average,”
- irrationality of, see Behavioral pricing
- monetization model based on preferences of
- performance of
- perspectives of, in current product innovation mindset
- segmentation based on size of
- testing pricing tactics with
- willingness-to-pay talks with
- Customer lifetime value
- Customer Process Monitoring (CPM):
- institutionalization of
- making CPM stick at Dräger
- phases of
- in product development process
- Customer research:
- at Dräger Safety, Inc.
- messy information from
- at Optimizely
- at Porsche
- at Swarovski
- Customer segments:
- bundling based on
- creating variations of products for
- describing
- market sizing to evaluate
- number of
- polarization in
- in pricing strategy
- product configurations for
- selective pursuit of
- tailoring benefit statements for
- Customer segmentation
- avoiding monetization failures with
- by best-in-class companies
- at Dräger Safety, Inc.
- golden rule of
- and leader/filler/killer classification
- paper company example
- principles for conducting
- tracking
- typical pitfalls with
- at Uber
- and undeads
- Customer segments:
- fences between
- observable characteristics of
- Custom Solutions unit (Swarovski)
D
- Daredevil (television series)
- Davis, Miles
- Deal deconstructions
- Deal escalation, tracking
- DealShield Purchase Guarantee
- Decision makers
- Decision making, business case based on
- Demand curve, see Price elasticity
- Demographics, segmentation based on
- “Design the product around the price” approach
- benefits of
- current product development vs.
- at Dräger Safety, Inc.
- implementation of
- at LinkedIn
- at Optimizely
- pharmaceutical company example
- at Porsche
- at Swarovski
- at Uber
- Digital cameras
- Digital device component makers
- Direct questions, in willingness-to-pay talks
- Documents, pricing strategy
- Dodge Dart:
- monetization and product development mindset around
- as product innovation failure
- sales of
- Dollar Shave Club
- Doorbusters
- Dräger Safety, Inc.
- changing product development process at
- “design the product around the price” approach at
- institutionalization of CPM process at
- limitations of previous product development process at
- making monetization process stick at
- monetization strategy of
- sales and marketing messages at
- Dräger Tube
- Drews, Ralf
- Dropbox
- Drucker, Peter
- Dynamic Perspective (feature)
- Dynamic pricing
- advantages of
- described
- determining suitability of
- at Uber
E
- Early adopters, pricing strategy catering to
- eBay
- EC2 (Elastic Compute Cloud)
- The Economist (magazine)
- eee PC (product)
- Elastic Compute Cloud (EC2)
- Elasticity, price, see Price elasticity
- Electronics, feature shocks with
- Enercon
- Engineering cultures, monetization failures in
- Escalated deals, number of
- Evernote
- Every Day Low Price promotion
- Executives:
- as drivers of monetization approach
- goal allocations by
- and hidden gems
- pricing patience for
- response to change by
- view of volume, price, and profit by
- Expert judgment workshops
F
- Facebook
- Failure(s). See also New product Monetization failures
- in current product innovation mindset
- new product
- in product innovation
- Fashion sector, Swarovski in
- Fast Company
- Features:
- benefits vs.
- at Dräger Safety, Inc
- leader/filler/killer classification for
- matching competitors
- at Porsche
- in product configurations
- value analysis for
- and value communications
- WTP and prioritization of
- Feature shocks
- at Amazon
- building business cases to avoid
- causes of
- company culture leading to
- defined
- at Dräger Safety, Inc.
- other monetization failures vs.
- product configurations to avoid
- responses to
- warning signs of
- willingness-to-pay talks to avoid
- Fences, between customer segments
- Fiat Chrysler:
- monetization and product development mindset in
- monetization strategy of
- product innovation at Porsche vs.
- Fillers (features)
- Firefly service
- Fire Phone
- “First principles,”
- Fitness clubs
- Fixed costs, freemium pricing and
- Fleet Solutions
- Focus groups
- Forecasts, sales
- 4G networks
- Freed, Andrew
- Freemium pricing
- advantages of
- business case for
- described
- determining suitability of
- at Optimizely
- Fuzzy front end, of innovation
G
- Garmin
- G/B/B strategies, see Good, better, best strategies
- General Electric
- Gillette
- Global Pricing Study
- Goal Allocation Exercise
- Goals:
- bundling to advance
- of LinkedIn
- for pricing strategies
- selecting pricing strategy based on
- setting, for new products
- Goal trade-offs:
- in business case
- in pricing strategies
- Gold, Josh
- Good, better, best (G/B/B) strategies
- Goods, price elasticities for
- “Good enough” mindset
- Google:
- monetization model of
- undeads at
- Google AdWords
- Google Glass
- Google Maps
- Groupon
- Guard (product)
- Gurley, Bill
- Gut-check
- Gut feeling, pricing based on
H
- Hard bundling
- Harvard Business Review
- Harvard Business School
- Hidden gems
- building business cases to avoid
- company culture leading to
- defined
- examples of
- other monetization failures vs.
- warning signs of
- willingness-to-pay talks to avoid
- High-level pricing strategies
- Honda Civic
I
- Implementation, monetization model
- Implementing “design the product around the price” approach
- difficulty with
- jump-start method of
- organizational culture for
- pilot program for
- pitfalls with
- and scaling up program
- India, Gillette in
- Information:
- from customer research
- from willingness-to-pay talks
- Inhaled insulin
- InMail
- Innovation:
- customers' interest in
- fuzzy front end of
- in monetization models
- product, see Product innovation
- Innovation process:
- assessing your
- managers of
- Innovation teams
- Inside-out thinking
- Institutionalization, of CPM process
- Integration value
- Integrity, price, see Price integrity
- Internal gut feeling, pricing based on
- Internet companies:
- behavioral pricing at
- willingness-to-pay talks at
- willingness-to-pay talks for
- Inverse correlations
- iPhone
J
- Jayaswal, Vishaal
- Jewelry sector, Swarovski in
- Jobs, Steve
- Jump-Start and Pilot phase
- Jump-start method
K
- Kahneman, Daniel
- Kalanick, Travis
- Kamen, Dean
- Kargruber, Christoph
- Keighley, Jim
- Key performance indicators (KPIs)
- Killers (features)
- Kindle
- Kindle Fire
- Kodak
- Koomen, Pete
- KPIs, see Key performance indicators
L
- Land and expand strategies:
- with freemium pricing
- at Optimizely
- product configurations for
- selecting
- Land-grab scenarios
- Language:
- about dynamic pricing
- for willingness-to-pay talks
- Leaders (features)
- LinkedIn
- benefits statements of
- “design the product around the price” approach at
- future of product development for
- goals of
- members-first principle at
- monetization model of
- monetization process at
- successful product innovation at
- LivingSocial
- Lotus 1-2-3 software
- Lowballing
- Lufthansa
M
- MacAskill, Chris
- MacAskill, Don
- McDonald's
- Mach 3 razor
- Manheim:
- business case for new products at
- monetization model of
- Marchionne, Sergio
- Market(s):
- entering new
- identifying target
- increasing share in
- pricing strategy and position in
- seller
- Market access team
- Market analysis
- Marketing:
- to customer segments
- at Dräger Safety, Inc.
- Marketing teams:
- clinical development, market access, and
- innovation, R&D, and
- involving, in product innovation
- Market leaders
- Marketplaces, two-sided
- Market research:
- for pilot tests
- at Porsche
- by salespeople
- willingness-to-pay talks vs.
- Market simulation models
- Market sizing
- Marketwatch
- The Matrix
- Matrix of competitive advantages (MOCA)
- Matrix pricing model
- Maximization pricing strategy
- Members-first principle
- Membership economy
- Mercedes
- Mercedes CLS
- Mercedes S-Class
- Mercedes SL
- Metromile
- Mettler Toledo
- Michelin
- Microsoft
- Mindset. See also Monetization and product development mindset
- Mini Cooper Countryman
- Minivations
- building business cases to avoid
- causes of
- company culture leading to
- defined
- examples of
- and Optimizely pricing model
- other monetization failures vs.
- product configurations to avoid
- sales volumes of
- warning signs of
- willingness-to-pay talks to avoid
- Mixed bundling
- Mobile phone cases, Swarovski crystals on
- MOCA (matrix of competitive advantages)
- Modeling, in LinkedIn monetization process
- Monetization and product development mindset
- “design the product around the price” approach
- and innovation failures
- myths and misconceptions with prevailing
- at Porsche
- Monetization hero
- Monetization models
- alternative metric pricing
- defined
- dynamic pricing
- freemium pricing
- importance of
- innovation in
- market-based pricing
- of Michelin
- price-setting based on
- and price structures
- selecting your
- subscription
- Monetization of innovations:
- budget for
- in guiding philosophy of Porsche
- importance of
- at LinkedIn
- making new process stick
- rates of successful
- scaling up new programs for
- at Swarovski
- tailoring of, to your company
- Monetization task force
- Monetization team
- Monsanto
- Monte Carlo simulations
- Most–least questions
- Multiproduct companies, scaling up at
N
- Negotiations, sales
- Netflix
- New Coke
- New markets, entering
- New product(s). See also Product innovation
- New product monetization failures
- avoiding
- building business cases to avoid
- categories of
- and company culture
- comparing types of
- and current product innovation mindset
- feature shocks
- hidden gems
- minivations
- undeads
- Newspaper industry, hidden gems in
- New York Times
- Noah's Ark (product)
- No/maybe/yes cultures
O
- Observable characteristics, of customer segments
- Office suite (Microsoft)
- Online advertising
- Online music services
- Online offers, A/B tests of
- Online subscription company, price thresholds for
- OpenTable
- Optimal price
- Optimizely
- breakthrough innovations at
- bundling decision at
- “design the product around the price” approach at
- expanding product portfolio at
- monetization hero at
- monetization strategy of
- selecting pricing metrics at
- WTP talks at
- Organizational culture:
- changing
- for “design the product around the price” approach
- and new product monetization failures
- of Porsche
- Osbourne, Ozzy
- Outcomes, tracking
- Outcomes-based services
- Overall willingness to pay
P
- Products,. See also Product configuration
- Paid pilots (LinkedIn monetization process)
- Paper company:
- customer segmentation at
- product configuration at
- Park Assist system
- “Pay as you go” model
- Penetration pricing strategy
- Pennies-a-day pricing
- Per-user pricing
- Pharmaceutical company
- cooperation between teams at
- “customer value–driven new product” approach at
- definition of success at
- “design the product around the price” approach at
- early stages of product development at
- input from local teams at
- monetization strategy of
- R&D processes at
- risk reduction at
- Phase III testing
- Phase II testing
- Playmobil
- Porsche,n.
- business case for new products at
- changing R&D approach at
- “design the product around the price” approach at
- early customer research at
- feature selection at
- guiding philosophy of
- monetization strategy of
- pricing strategy at
- product innovation at Fiat Chrysler vs.
- skimming strategy of
- Porsche Boxster
- Porsche Cayenne:
- business case for
- customer research about
- executive involvement in development of
- feature selection for
- sales of
- skimming strategy for
- as successful product innovation
- Porsche Macan
- Porsche 911
- Porsche Panamera
- business case for
- customer research about
- executive involvement in development of
- feature selection for
- sales of
- skimming strategy for
- The Porsche Principle
- Positioning:
- of benefits statements
- and bundling/product configuration
- in market
- price
- and value communications
- Post-launch phase
- deal deconstructions in
- high sales in
- patience in
- problems in
- tracking monthly outcomes in
- war-gaming competition's reactions in
- Practicality, of customer segmentation
- Predictably Irrational (Dan Ariely)
- Premiums, for bundles
- Premium offerings:
- behavioral pricing for
- at LinkedIn
- product configurations with
- Pressure-tests, for business cases
- Price:
- in business case
- customer segment valuing
- defined
- optimal
- and sales volume/profit
- signaling quality with
- Price anchors
- Price concessions
- Price–demand relationship, see Price elasticity
- Price differentiation
- Price elasticity:
- in business cases
- and dynamic pricing
- market simulation model to determine
- and price integrity
- and price optimization
- in sales forecasts
- at Uber
- Price endings
- Price floors
- Price hikes
- Price increases
- Price integrity
- at Apple
- avoiding monetization failures by maintaining
- and feature shocks
- and patience
- and preparing for post-launch phase
- and price wars
- and repricing too early
- Price low strategy
- Price optimization
- Price point
- Price positioning
- Price ranges, from WTP talks
- Price reactions
- Price setting
- Price structures, monetization models and
- Price-tier system
- Price undercutting
- Price wars
- Pricing:
- alternative metric
- avoiding monetization failures with
- behavioral, see Behavioral pricing
- communication about
- dynamic
- for feature shocks vs. minivations
- freemium
- market-based
- with mixed bundling
- Optimizely's metrics for
- in product development
- rational
- for undeads
- value
- Pricing board
- Pricing office
- Pricing power
- Pricing strategies
- avoiding monetization failures with
- “business as usual,”
- creating pricing strategy documents
- defined
- high-level
- of LinkedIn
- and price elasticity
- and price integrity
- price reaction principles in
- price-setting principles in
- selecting
- setting goals for
- of Swarovski
- of Uber
- updating
- Pricing strategy documents
- Procter & Gamble
- Product configurations
- avoiding monetization failures with
- key principles of
- at Optimizely
- successful
- tips on engaging in
- Product development. See also Monetization and product development mindset
- changing early stages of
- at Dräger Safety, Inc.
- and feature shocks
- future of
- hidden gems in
- pricing in
- Product-driven cultures
- Product innovation,. See also Monetization of innovations
- causes of new product failures
- customer input in
- failures in
- importance of successful
- at Porsche vs. Fiat Chrysler
- prevailing mindset about
- and pricing pressure
- rules for successful
- Product roadmaps
- Product valuation
- Profit(s):
- and bundling
- and minivations
- at Porsche
- and price integrity
- and sales volume/price
- at Swarovski
- Promotional reactions
- Psychological thresholds:
- in behavioral pricing
- and bundling/product configuration
- Purchase probability questions
- Purchase simulations
Q
- Qualitative discussions, in WTP talks
- Qualitative research, in CPM
- Quality:
- customer segment valuing
- price as signal of
- repricing and perception of
- Quantitative studies, at LinkedIn
- Quantitative surveys, in CPM
- Questions, in willingness-to-pay talks
R
- R&D, see Research and development
- Repricing. See also Price integrity
- early
- war-gaming competition's reactions to
- Research. See also Customer research
- Research and development (R&D):
- cost of
- customer-value driven approach to
- at Dräger Safety, Inc.
- early-stage
- global
- at pharmaceutical companies
- sales/marketing teams and
- signs of feature shocks from
- Resistance, organizational
- Retailers, behavioral pricing by
- Revenue(s):
- from behavioral pricing
- estimating new product,vii
- at LinkedIn
- at Optimizely
- at Porsche
- Revenue models
- Risk assumptions
- Risk-averse cultures
- Ryanair
S
- SaaS companies, see Software as a service companies
- Sales:
- bundling/product configuration and
- and G/B/B strategies
- of Porsche Cayenne and Panamera
- of X-zone 5000 gas detector
- Sales campaigns, at Dräger Safety, Inc.
- Sales-driven companies
- Sales forecasts
- Sales negotiations
- Sales team(s):
- and feature shocks
- and hidden gems
- innovation and
- and minivations
- in product innovation
- R&D and
- tracking performance of
- and undeads
- Sales volume (volume):
- in business case
- higher than expected
- nonprice actions for improving
- in post-launch phase
- and profit/price
- repricing in response to
- Samsung
- Sasson, Steven
- Satisfaction, customer
- Scale and Stick phase
- Scaling up monetization programs
- Scenario planning
- Scope creep
- Segmentation schemes, number of,. See also Customer segmentation
- Segway PT
- Seller markets
- Selling stories, creating
- Semiconductor companies
- Service companies, product configurations for
- Simon-Kucher & Partners,viii
- Simulations:
- market simulation models
- Monte Carlo
- purchase scenario
- Siri
- Siroker, Dan
- Skimming pricing strategy
- “Smell test,” at LinkedIn
- SmugMug
- Software:
- bundling of
- as hidden gem
- at Optimizely
- Software as a service (SaaS) companies. See also Optimizely
- bundling at
- business case for
- monetization model of
- pricing models of
- value communications at
- Software industry:
- behavioral pricing in
- monetization models in
- pricing models in
- Southwest Airlines
- Speed, customer segment valuing
- Sporting events, dynamic pricing for
- Spotify
- Square
- Stage gates
- Start-ups:
- assessing market potential of new products at
- behavioral pricing at
- failure rate for
- scaling up at
- Static business cases
- Strategic decisions, about promotions
- Subscription economy
- Subscription model
- advantages of
- combinations of other models with
- described
- determining suitability of
- at Netflix
- Successful product innovation:
- Supermarkets, dynamic pricing at
- Supply, for Uber
- Surcharges
- Surge pricing
- Swarovski
- completing monetization journey at
- “design the product around the price” approach at
- evolution of
- monetization strategy of
- pricing strategy at
- Swarovski, Daniel
- Synergies, in product configuration
T
- Technology companies, feature shocks at
- Telecommunications companies:
- minivations for
- monetization models for
- price integrity at
- Tesco
- Testing (product):
- bundling decision for
- pricing model for
- Tests:
- A/B
- of behavioral pricing tactics
- Thaler, Richard
- Tier-based models:
- pricing
- product configuration and bundling
- Time frame, in pricing strategy
- Timing, of customer segmentation
- TK (ton-kilometer) monetization model
- Toyota Corolla
- Trade-offs, goal
- Travel industry, monetization models in
- Tversky, Amos
- Two-sided marketplaces
U
- Uber
- “design the product around the price” approach at
- dynamic pricing at
- future of product development at
- monetization model of
- penetration pricing at
- pricing strategy of
- success of
- Unbundling
- Undeads
- building business cases to avoid
- causes of
- company culture leading to
- defined
- examples of
- and implementing “design the product around the price” approach
- other monetization failures vs.
- product configuration to avoid
- warning signs of
- willingness-to-pay talks to avoid
- United States:
- failure rate for start-ups in
- product innovation in
- view of innovator in
- Unstructured conversation, in WTP talks
- Upselling
V
- Valeo
- Value:
- adding
- from benefit statements
- in business case
- customers' perceptions of
- in entry-level products
- and price
- repricing and perception of
- in willingness-to-pay talks
- Value analysis, for features
- Value communications
- avoiding monetization failures with
- creating
- difficulties with
- at pharmaceutical company
- refining
- SaaS company example
- at SmugMug
- by Uber
- Value differentiation
- Value proposition:
- in current product innovation mindset
- and feature shocks
- for minivations
- in selection of monetization model
- Value-selling spreadsheets
- Value story
- Volkswagen
- Volume, see Sales volume
W
- Wall Street Journal
- Walmart,n.
- Walt Disney Company
- War-gaming competitive reactions
- “Why” questions
- Wiedeking, Wendelin
- Willingness to pay (WTP):
- behavioral pricing and
- in business cases
- customer segmentation based on
- defined
- at Dräger Safety, Inc.
- overall
- price integrity and
- in pricing strategy selection
- prioritizing features based on
- product configuration/bundling based on
- selecting features based on
- at Swarovski
- Willingness-to-pay (WTP) talks
- avoiding monetization failures with
- benefits of early
- in business cases for new products
- at Gillette
- methods of conducting
- necessary information from
- at Optimizely
- optimizing price based on
- at Porsche
- tips for having
- WTP, see Willingness to pay
- WTP talks, see Willingness-to-pay talks
X
- Xerox
- X-zone 5000 gas detector
- pilot testing CPM with
- product development process for
- variations of
- WTP analysis for
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