Você está se concentrando nos recursos do produto para vendas. Como você garante que as estratégias de preços atendam às expectativas?

Not all products have to solve a problem or address a pain point. Many products are just plain fun or aspirational. People will pay a higher price over perceived value if they enjoy what it offers them.

This is the most relevant topic from my point of view. It consolidates also the competition overview, cost analisis, and pricing based on value. Whenever you make this exercise of Value Propostiion, you should compare yourself to other products (main competitors) and why your product, in each attribute values more than competitors. Its a very clear model to make argumentations.

The key is to keep an open mind and incorporate constant feedback loops into every stage of the product life cycle, especially as you get closer to the GTM launch. This involves surveying and testing your pricing hypotheses and value proposition both internally (e.g. GTM, sales, customer success) and externally (e.g. customers, partners). This way, you can quickly adapt to market changes, while gaining some level of confidence that you are building a solution/product/feature that your customers need AND want with a pricing and value prop that matches their perceived value.

Example Structure of a Value Proposition... - Headline: A short, clear statement of the end benefit. - Subheadline or Short Paragraph: A specific explanation of what you offer, for whom, and why it’s useful. - Bullet Points: List key benefits or features. - Visuals: Include images or videos that enhance the message and make it more engaging. By developing a strong marketing value proposition, businesses can effectively communicate their unique value, attract their ideal customers, and build a loyal customer base.

Values should be driven before compilation and customer satisfaction with strategies be followed up by understanding the actual facts,that how to improve with sustainable resources.

Para asegurar precios competitivos recomiendo los siguientes pasos: 1) Análisis del perímetro competitivo: identificar a los principales competidores y estudiar sus productos, precios y estrategias de marketing. 2) Estudios de mercado con consumidores: Realizar estudios de valor percibido o de conjoint analysis. 3) Análisis de Valor Diferenciación del Producto: Identificar las características únicas que le dan una ventaja competitiva. Ej. calidad superior, características innovadoras, servicio al cliente, etc 4) Definir el Modelo de Precio: precio premium, precio de penetración, precios de desnatado o precios basados en valor? Esto deberá alinearse con su estrategia de mercado y los objetivos de negocio. 5) Monitorear y ajustar.

When setting pricing strategies to competitively position you against your competitors, the first move is not to go cheaper immediately. You need to study the competition in-depth and understand why they price at the level they do and compare your differentiation with what they have to offer the same market. By comparing your differentiation you might find out that you need to price higher for that same market. In a market where competition is not many, competitive analysis may not provide you with enough information to build the right pricing strategies, your differentiations and cost and other data would be very useful to help you develop a good pricing strategy

Competitor analysis is not a one-time process; it's an ongoing effort for any brand or business that aims to stay relevant in its industry or stay ahead of the competition. There should be a structured system in place to gather feedback from consumers and the market. Some valuable tools for this process include conducting surveys with potential customers, engaging in focus group discussions, analyzing existing market data, and studying key competitors in the industry. These activities provide valuable insights into competitors' operations, helping businesses make more informed decisions about their brand or business.

Uma vez aprendi em uma aula, que se você não tem todas as informações da concorrência que você gostaria, use e analise as que você tem. No dias atuais, é fácil buscar dados de mercado. O desafio está em saber comparar e tomar as decisões certas. É necessário analisar o seu cenário real, com análises do seu posicionamento, produtos, serviços, diferenciais e objetivos estratégicos. Não basta fazer comparações frias e buscar atender todos os recursos que o seu concorrente tem. Pode parecer estranho, mas é o que mais a gente vê. Se ele fez, faço também. Se ele fez, vou fazer melhor. Concorrente é parâmetro, não bússola.

The easy way is to explore competitive pricing, but that may not work in all cases, Conduct a Market Analysis to know your competition and your customer's expectation of value. That will help in positioning, You can also adopt a tiered pricing model; Test, and Test the pricing model based on insights from customers, and collaborate with sales. Be Transparent about your pricing!

Obviously, the pivotal aspect of any pricing strategy is cost; this is the tree from which other strategies branch out. A product priced below its break-even point is unsustainable, regardless of its market appeal. Value proposition (of course, a product MUST, first and foremost, provide value. This is non-negotiable), competitor analysis, market penetration, skimming/enticing, psychological pricing strategies (if we value it at 4.50, why not offer 4.49?), etc., etc. It's all contingent on securing the bottomline. A good margin is essential otherwise you jeopardise the room for growth and expansion. Let's just say a good strategy lies in finding the sweet spot that allows for competitive positioning and long-term profitability. Costing.

Don’t just focus on immediate costs—consider the bigger picture. Starting with a lower price point and accepting higher initial costs (i.e., lower margins) can be effective for quickly capturing a large market share, especially if you anticipate that costs will significantly decrease over time due to economies of scale or improved scalability. Keep an eye on long-term gains and future cost reductions. Pricing isn’t just about covering today’s costs; it’s about positioning for sustainable growth and market capture. Of course, the right strategy depends on your market maturity, product-market fit, customer value perception, competitive dynamics, and your company's financial health.

Well, starting from the cost point of view to calculate the sales price is more inside out. I am a big fan of outside in and total cost of ownership. What does it mean? Total cost of ownership (TOC) is what the product actually costs the customer. I.e. purchasing cost in total plus additional cost during the product lifetime. Marketeers need to know how much customers are willing to pay in total. From this they derive the product price and cost (price minus markup), i.e. target cost.

Modelos de preço devem levar em consideração 1- custos de produção 2- impostos e encargos 3- custos adicionais como transporte 4-custos financeiros com o modelo de pagamento 5-lucro da operação 6- quanto tempo você pretende ficar no mercado ( quanto menor o lucro, menos tempo aguanta as oscilações do mercado).

In my experience, coming up with a pricing model can be one of the most vital pieces of product marketing strategy - especially when working with technical and B2B products including enterprise software and SaaS solutions. In those examples, you would make sure to take note of R&D costs and any non-tangible costs in place of material costs. And with software, it's easy to offer more benefits based on a subscription type could make your competitive differentiators more appealing and encourage users to spend more.

Pricing is an ongoing process that requires continuous monitoring and adjustment. Experimenting with different strategies, business can optimize pricing for long-term success.

According to me, there is no one size fits all strategy here… it really depends on whether your solutions are mission critical or run of the mill. If mission critical, intrinsic value that your brand stands for is the most importantly piece. And if that brand stands for resilience, dependability, and is the ‘GOLD standard’ in its space, that’s what will bring in value to the deal. It’s not that only the cheapest product / solution is the one the customer will buy.

The focus is not what do you want to buy, but what do you want to do. Solving that with a single item, or multiple items, or items and service add to the value and total increase of the basket.

The lowest price doesn't always mean you're getting the best value. Customers will eventually realise that cheap products or services often come with compromises in quality or support. We should always prioritise deals and people we work with that align with our values and protect our investment in research and development. By showcasing our proven track record of delivering exceptional value to clients, we can demonstrate the true worth of our solutions.

To understand value of your proposition, understand the competitive landscape, or even conduct market research to understand how much are people willing to pay for your USPs. Do not ignore great service and experience as part of your USP when thinking value of your value perception. In a lot of cases, this is the deal clincher.

Clear Communication is also the key. Always make sure that the product attributes and the value they provide are clearly communicated to customers. The perception of value must be aligned with the price.

Be aware of any addition costs to the customer. I was selling a navigable database of road data. There had to be considerations of the customers further investment in software, storage and potentially staff.