September 26, 2025 • 41 mins
In this episode of Let’s Talk Pricing, host Kevin Mitchell (President of PPS) sits down with Patience Mutiso, MBA, CPP, Partner in Strategy, Pricing, and Revenue Growth Management at Elladon Consulting Services and a member of the PPS Board of Advisors. With over 30 years of experience helping businesses “get value right,” Patience shares her insights on building sustainable pricing capabilities that drive transformation and growth.
🎙️ Key topics include:
What it means to “get value right” and why it matters today
The concept of Pricing (Revenue) Centers of Excellence and how they anchor profitable growth
Practical steps and building blocks for establishing a PCoE
The human side of pricing leadership: critical skills beyond analytics
Lessons learned from guiding organizations through transformation
How the discipline of pricing has evolved—and where it’s headed next
Patience will also be a keynote speaker at PPS profitABLE25 in Las Vegas, October 21–24, where she’ll present “Pricing (Revenue) Centers of Excellence: Building Growth and Profitability Cornerstones.”
👉 Don’t miss her keynote—register now at pricingsociety.com/ppslv25
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Transcript
Episode Transcript
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(00:00):
You're listening to Let's Talk Pricing, your connection to the
voices, stories, and strategies shaping the pricing world.
Each episode, we go beyond theory into the practical,
timely conversations that help you lead with confidence and
drive results. Let's start the show.
Hello and very good day everyone.
Welcome to the Let's Talk Pricing Podcast.
(00:22):
My name is Kevin Mitchell, I'm from Professional Pricing
Society. And of course, the Let's Talk
Pricing podcast is where we talked about business in
general, but where we focus on issues that are of great
importance to people in revenue management, in pricing and sales
enablement and a lot of related fields.
And thank you so much for joining our podcast today.
(00:45):
We have a very special guest today.
So today I'm honored to be joined by Patience Mattiso.
Patience is a certified pricing professional.
She is a very, very valued member of the PPS Board of
Advisors. She also is a partner in
strategy, pricing and revenue growth management at Elidon
Consulting Services. And if you've been around PS for
(01:08):
a little while, you may also know patients from when she LED
pricing and revenue management at Chip, the company that makes
the pallets that everything in the world basically is shipped
upon, and also at Ch Gunter and other organizations as well.
And also if you've really been around PPSA lot, you may have
(01:29):
heard people talk about the Mutiso corollary.
What is the Mutiso corollary? That was we were having a debate
once about where pricing should report to in the organization.
And we heard lots of great ideasand great thoughts and patients
said, here's the Mutiso corollary.
Pricing should be as close as possible to wherever the biggest
(01:54):
decisions are made at the most important times with the most
important products in the organization.
So with that, we are very, very happy to be joined by Patience
Matisa today. Patience, how are you?
I'm well, Kevin, I've been it's been a interesting year, but
I'm. Doing pretty good, thank.
You thanks for asking, Kevin. Of course and welcome.
(02:17):
And yes, you are correct, of course, the old saying that you
live in interesting times. We certainly have a lot going on
and patience, I know that alwayson a lot whenever we have the
opportunity to sit down and talk.
And I'm sure that our members are looking forward to this as
well. Very quickly.
For our members, patience is a thought leader.
She focuses on building sustainable capabilities.
(02:39):
She gets value, right and she issomeone who is also very, very
highly requested at PPS conferences.
So we are also very happy to announce that Patients is going
to be delivering A keynote at Profitable at the PPS Profitable
conference, I'm sorry, in Las Vegas.
(03:01):
And she's going to be talking about pricing and revenue
management centers of excellenceand how we can build growth and
how we can make profitability a cornerstone in our operations
and in our organizations. So patience, I have a few
questions for you. And we, of course, are very,
very happy that you're with us here today on the Let's Talk
(03:23):
Pricing podcast. And I know because we've known
each other for a little while, we'll say, and I know that you
have a very, very long history in business and you have spent
decades focusing on pricing strategy, revenue, profitable
growth and related things. And so for those of us in the
(03:43):
audience who may not have had the opportunity to meet you or
to connect with you as I have, can you share a little bit about
your journey and how you first got into pricing and revenue
management? So yes, I can do that.
It's it's a. It's a story that is more.
Unique than I find most of the pricing people that I meet.
(04:06):
Because a lot of the pricing people that I meet were either
told to. Go and do pricing because there
was no one in the. Organization that was doing.
Pricing or they were an analyst in pricing and and they.
Were asked to. You know, go research.
What our costs are. And and things like.
(04:26):
That but. I have a very.
Different story so back. When when I went to.
School a few decades ago. I I graduated.
With a with. With a master's in
telecommunications management and at that time the
telecommunications masters was the one where.
A lot of data. And analytics was done.
(04:49):
So we called it. At that time, knowledge
management and then I. Also graduated with a.
Masters in finance. I have an MBA in finance and
then an undergraduate in marketing.
So. I thought to myself, so I had, I
had all this. Knowledge and education.
But but. There was no nowhere in the
(05:11):
organization that you could. Really say that revenue.
Which is one of the most important things in the company.
Is focused on people focus. On marketing and Mark, by
marketing I mean promotions and telling people.
About the products but. No one was at that time.
(05:31):
This was. At least 30 years ago, no one
was focused on. Specifically taking the number.
That we call the price and associating it to the value that
we. And I'm a car enthusiast and.
So it to me I. Always wondered why would a?
Porsche. Cost more than a Toyota.
(05:55):
It's it's a it's or a Lexus and a Toyota.
Or a Mercedes the the base Mercedes versus a McLaren.
Why are those two? Why is a?
Why? Can I get a wagon for 300 and?
$50 thousand dollars. While a normal Mercedes I can
(06:15):
get. It I can get the the biggest SUV
for 4070 thousand. Dollars what's what's why is 115
times more and so on and. So I thought.
In in to myself and and I guess I'm weird.
That way is. There must be something.
There about value. Which is when I started coining.
(06:38):
Coining. That getting value right.
From that time and then and I started looking at how companies
look at. Price.
And then I found. Out that there, there were other
people who actually thought likethat.
And that belonged to PPS. So.
That's that's my journey. Is that I literally chose to do.
(07:02):
Pricing from the very beginning of my career all the way from an
analyst and kept telling organizations, I think this,
this is something that we can look at and but you know when
you're an analyst. It's very different.
Than when you're AVP. So as I have grown, more and
(07:23):
more people have started listening, but I.
But these thoughts? Began very early, almost.
As early. As I I think PPS was being
created because it's been almostamount the same amount of time.
That is amazing. And yeah, you're correct that a
lot of us are volunt old that weare now pricing people.
(07:46):
But basically it sounds like youvolunt old yourself that this is
something that's so important that I need to get into it.
And of course, with your background in finance and
marketing and communication, we're kind of in a lot of ways
at the Nexus at the center of all of those with a couple other
things around dealing with people and change management, of
course, influencing without authority.
(08:06):
So that's a very interesting background there.
And patience, I know that you mentioned value as part of your
process in getting into pricing.And I know that you talk a lot
about getting value right in your organizations and the
people that you work with. So what does getting value right
(08:28):
mean to you and why is that so important for organizations
right now? Well.
So I'll, I'll kind of tie that the history that we just talked
about to the to the. Current about value when when
one of the things. That that's.
A lot of pricing people. Like to talk about?
(08:52):
Is value based pricing. But it's it's as though it's a
stand. Alone type of pricing, but I
think that value based pricing or value based anything is an
overarching theme. Of how we look at our customers,
how we look at our products, howwe look at our services, because
(09:17):
it's all tied together as to what we provide.
As a company and. What that that the?
Customer is looking for. Because in marketing as.
Marketing grew in the beginning,marketing was.
We create a product. We we sell the product.
(09:38):
But then, then someone came up with a.
Story about. And this is interesting because
I do come from Kenya. I'm originally a Kenyan and.
The the the the person tells this story about Africans that.
That someone was sent to Africa by Nike to go and to go and sell
(10:01):
them shoes. The person went.
There to to to Africa. Africa is a.
Continent, but that's another story.
So they went to. Africa and they found out that
that no one was wearing. Shoes.
So they came back to the companyand said I can't.
Sell them shoes. No one wears shoes.
(10:23):
Then they send somebody else. And they they.
Came back and said no one wears.Shoes.
I can sell them, send all. The shoes you have, so two
different ways of looking at a situation.
So I said, I think what is the, what's the second person's
thought process? Second person's thought process
(10:44):
is I'll sit with them, I'll see if they.
Like not wearing shoes. I'll solve the problem.
The problem is I like my feet. To be comfortable.
I don't want my feet to. Be.
Destroyed by not wearing. Shoes or whatever it is that.
(11:04):
The values. System what?
What is it about shoes that would make you change?
From your worldview of not wearing.
Shoes to wearing shoes. So that's what I think.
When it? When it.
Comes to value. Value is that intrinsic?
Solution to a question. That that we've asked.
(11:26):
In the beginning so. What are we looking for?
When again I come back to my carenthusiasm, what am I looking
for when I buy I. Purchase a Toyota Toyota as.
Compared to when I purchase. Porsche.
(11:47):
What am I looking for when I? Purchase the Toyota.
I'm I'm say I'm a student that has just finished.
Their highs, Their college. And all I need.
Is transportation to my first job.
When I moved to the Lexus, I'm now not no longer a.
Student it's. 10 years down the road and I want something that's
(12:11):
a little bit more, you know? Luxury.
Now I'm looking and then when I move on to the Mercedes wagon I
am self actualized. I've the.
Car has stopped. Being.
Transportation. And moved on to becoming a
(12:33):
status symbol. Better quality an automobile.
Definitely. Yeah, the value proposition can
certainly change over times the time.
And we also have to remember that values always from the
observers, from our customers perspective.
(12:54):
I know a lot of times we're so inside out on things.
We think that we make this, therefore it is valued, but that
doesn't mean as much unless it comes from the individuals
themselves. So understand.
So thank you, ma'am and patience.
We are very, very much looking forward to your presentation
coming up at PPS Profitable. We're going to be in Las Vegas
(13:17):
from October 21st through the 24th.
And I know that your presentation is centered on
pricing and revenue centers of excellence.
So for those of us who are rather new in the field, tell us
a little bit about why a pricingcentre of excellence is
important and what are some of the building blocks that we need
(13:38):
in order to continue to use the expertise that we have in the
organization in order to surviveand thrive?
So the the the concept of centers of excellence has.
Has been around with the business world now.
A few years, but it it it. Comes in and goes.
Out it's it's it's. Kind of like it's it's new.
(14:02):
For five years. Then it becomes.
Old again it goes. It gets thrown out and then it
comes back. But it's.
Always coming back so. One of the things that that I,
I've studied and I I've. Worked on on in building the.
Centers of Excellence. In these various organizations
(14:24):
that you mentioned. Before is that center is, is
the. Like a cornerstone.
So when when you look at a cornerstone in architecture.
That is the. Stone, that was.
First put in place. In a building or any type of
construction, whether it's a. Bridge or a river.
(14:46):
A bridge, that is. Spanning a river, they had that
stone. That you then.
Build the building around. And that is how I look at a
pricing center of excellence. Or in organizations.
Where centers of excellence are very successful, they have an
overarching center of excellencethat.
(15:07):
Then they add the pricing one. Then they add the.
Supply chain one like that, theyhave like 4 or five major
centers of excellence. Then they went that they then
built. Bolt onto the CEO.
One the the C-Suite has. Their own center of.
Excellence that they. Then bolt onto and that's the
(15:28):
best. View, of course, but centers of
excellence are not easy to build.
So that's why it's that's why. They come in and out.
Like they invoke. One for five years, then
they're. Out and so on, but the so that's
what I want. To be able to discuss and and.
I do have a workshop that I do every every.
(15:49):
Year or every other year in in. PPS That that keeps on building
on this concept so that it allows us to.
Keep moving the the concept intothe the new the new things that
are happening in business, even including adding AI and so on.
But the the core idea. Idea behind the center of.
(16:12):
Excellence is the ability to allow each and every person.
In that organization to know. How they contribute to their
profitability to their. Growth and to their customer.
Customer. Centricity success, that is the.
Core. Those are the three main things.
(16:34):
That that are foundational to centers of excellence.
Thank you so much for that. And yeah, that is a great way to
describe not only what you're talking about, but how
organizations can move forward there and patience.
One thing that's very critical that you mentioned also is that
(16:54):
change is a huge part of this. Obviously, we have a lot of
things going on from a macroeconomic perspective as far
as uncertainty, as far as velocity, as far as really not
knowing what's going to happen next from a lot of different
perspectives. So change management and how we
deal with the fact that we as human beings sometimes don't
(17:16):
like changes is a huge part of that.
So what advice do you have for those of us in pricing and
revenue management where we are in situations where we want to
influence transformation within our organizations, but that
involves changing mindsets, which can be hard, which can be
really hard to do. So what's the best way for
people if they're in a pricing center of excellence or if they
(17:40):
are an analyst or a manager or adirector, how can they come at
issues with a change management perspective?
So the first of all change. Management is the most.
Is the biggest aspect of Centersof Excellence.
And is the most. Difficult thing to get right.
(18:03):
Any. Organization that has tried.
What we call transformation. Or just.
Change management for whatever. Reason they want to.
Put in new processes, They want to put in new systems they want
to put in a pricing tool. It can take.
It can. Fail at the very.
(18:23):
Beginning based on how you do change management and they.
Say, as the The researchers havesaid, that.
Change management only succeeds.At the.
Outmost like maximumly at on at 30% of the.
Projects that have. Been attempted in the world only
3025 to 30% some of them. Actually say that 30.
(18:46):
Percent is too optimistic and why?
Is that because? Change has to involves more than
just. The people at the bottom, so the
the people that are. Doing the work.
Say the. Analysts, the managers, the
senior managers and versus the people.
(19:07):
At the in the Swiss suite, so, so, so to speak, or the VPS and
and and those people right belowthere.
They must all essentially speak the same language.
For change to work. They must all believe the same
thing. They must.
It must be. Important to everyone the.
Change that we want to make likeif we.
(19:29):
If we decide. That over the next. 4/5.
Years. We're going to change.
We're going to put in. A pricing center of excellence.
Then. Everybody has to believe that
that is important. Because I've been in
organizations where. I did go there.
I was hired to go and start to to go and install a.
(19:51):
Pricing or revenue management team and then.
Halfway through the. Journey, they said Well.
We. We.
We just want. To you to take.
The numbers and add, add a margin and that's it.
And I was like, well, that's notwhat I came to.
Do because because then that canbe easily.
(20:14):
Done at any part of the organization.
A center of excellence must. Be done.
Across the board, but. Must be LED from the top.
They must the. Situates.
It's the situates role to give you agency to give the pricing
(20:34):
leader if it's a center of. Excellence A pricing or revenue?
Center of Excellence Agency. So that when you speak and that
and I have one, one of my leaders in CHIP, I'm sure she
doesn't mind me quoting her. Her name is Laura Nador.
She gave me agency. Like lunch and lunch.
(20:59):
Like we. Would have a lunch and learn.
She would attend so that other people would attend.
That is the level of agency thatshe gave to the Center of
Excellence and that caused us tobe able to grow to double the.
Business in the space. Of five years which?
(21:21):
Doesn't usually happen. But that is the level of agency
that you need for. Change to happen and stick.
Definitely, yes. It's always best when change in
the initiatives for change come with good leadership from the
top. So we certainly can understand
(21:42):
that and I hope that everyone has that type of agency within
your organization as well. And patience, we are due for a
very quick break here. So everyone please stay on the
Let's Talk Pricing podcast. We'll be right back.
If you're serious about growing your pricing career, you need to
hear this. We're heading to Las Vegas this
(22:03):
October 21st through 24th for PPS Profitable Pricing's Pre
Eminent conference. Four days of bold strategies,
practical tools and real world solutions to help you boost
margins, lead with confidence and accelerate your career.
Connect with pricing leaders, sharpen your skills and leave
ready to make an immediate impact.
(22:25):
And if you're bringing your team, be sure to check out our
bundled group rates for even more value.
Secure your spot today at pricingsociety.com, PPS LV25.
All right, back to the thanks somuch, everyone, and welcome back
to the Let's Talk Pricing podcast.
We're talking with patience Mutiso about leadership, about
(22:45):
change, about centers of excellence and a lot more.
So patience, you have several decades of pricing experience
and I have seen some of your presentations when you talk
about us as pricing professionals, as puzzle pieces
that have to fit in with the organization and have to drive
us towards profitable growth. Can you talk about how we as
(23:10):
business leaders, we as people who are important elements of
our organization, how we can grow into these roles and tell
us a little bit about what humanskills you think are most
important for pricing people as we elevate ourselves and as we
become these great pieces that lead our organizations forward?
(23:32):
In thinking about. The human side of pricing, one
of the things that I believe andand.
Expose like you you. Said in the beginning.
Is that the the leadership is? One of the the.
Pricing people. Are teachers and and.
(23:55):
When you do. The the your what?
What it is, you're good. At when you do some of these
tests. They they.
Most of the times when I in my teams, when we've done those
strengths Finder and so on, we find that a lot.
Of us. In the pricing world?
Are teachers there? And teachers are patient.
(24:19):
Because it's. It's a new.
It takes years. It takes.
Almost half a century. For for a new.
Way of thinking a worldview to change.
So it took marketing 100 years. Maybe to to to.
Become everyday language. Like or the the four first it
(24:44):
was 4. PS Now it's I think 20 PS every.
Every day. Every.
Year we get a new P but but. So it's the same.
Thing with pricing first, the first thing about a price size
is they're learners. They want to learn.
About the business because you. I don't think.
(25:05):
It's possible to? Price something that that you
you don't believe in. Or you don't understand.
That's number one because of thevalue.
Piece that we talked about already.
It's it's more and it's also like a sales sales manager most.
Sales associates sell what they believe in.
Most pricing people. Need to price to to.
(25:29):
Put a number. Against that value which we
often sometimes. Call willingness to pay.
We call as a strategic price. We call the correct.
Price, they're getting pricing right and so on.
They all those all those naming conventions are based.
(25:49):
On the value but. So to be able.
To understand the value you mustbe a learner.
Second thing is you. You must be a teacher.
So that's so that the concepts because there are.
Concepts of pricing that are youknow, like.
What is it? That we intrinsically want.
To sell to the customer is the does the.
(26:11):
Customer need that, so learning that and then also
understanding. People the pricer.
Is also an economist. We are our.
In inside economies we are, so we take the numbers.
From outside like. And then translate them into the
(26:33):
company. So that we can be competitive.
For example, right now the. Hot topic is.
Tariffs, but but. We've got to be careful to make
sure that. We we're not jumping the.
Gun for instance, for example. Before they they have.
(26:53):
Really taken effect. Or something like that.
The the job, the GDP, what is happening?
So so. Prices must also.
Be. Economies they must.
Also be data data. Analysts and understand the.
Data that understand. What is happening?
In the in the. Markets and translate.
(27:13):
It to give us. To give the organization in
which they are a competitive advantage.
So. We are all this thing and then
we are mathematicians and artists, so we must understand
the numbers. Get the water flow correct and
the waterfalls correct and all that, but also understand the
(27:34):
art the. Art of saying.
This product is is is is in. Belongs to this segment.
This is the demographic. So we must take what whatever
marketing. Is is able to research and.
Take that information, take those insights and put them also
into the information. That we use to price.
(27:58):
Absolutely. We certainly have to be both
artists and scientists in a lot of those ways, as you, as you
explained there and patients. I have another question for you.
I know from your history that one of the things that you've
been very good at throughout your career is leading
organizations through big transformations.
(28:20):
Can you think of a critical lesson or two that perhaps has
been the most impactful thing that helps you guide
organizations through transformations, which we know
can be very, very difficult? So I, I, I I hate to do this,
but I have no choice but to say.I think I am perfectly named for
(28:45):
transformations. I think.
I think. Patience, in fact.
One of the jobs where I when I interviewed.
They said that they had. They had done one of those.
Surveys for their director level.
Come director level people in their company and and they had
(29:09):
come up with a. Project that.
Said that they needed revenue, apricing and revenue manager or
and one of their qualifications.Was patience.
So they were. Laughing that that they they
didn't ask for a patience they. Would they would just wanted
someone who was patient. But they got that answer, so so
(29:34):
yeah. So transformations need
patience. And then they also need careful
planning like we talked about change management.
Change management is critical. It's like.
A foundational aspect of of of. Those transformations and then
we then understanding the baseline, understanding the
(29:56):
baseline of where we are to. Transform.
We must be transforming something.
If you believe that you're fine,you won't transform and and and
the company can say we want to do a transformation, but.
If everybody inherently believesthat, they are OK that.
(30:20):
Transformation will not work because only some people will be
trying. To push it and.
Nothing will happen. So you need you need patience,
you need planning and you need you need to understand the
change management journey beforeit starts.
Understood. So we definitely need patience
(30:41):
and a couple of organizations have definitely needed patience
along with the careful planning,the change management and
understanding the need for the transformation there.
So thanks for your explanation of that and we are due for
another break. But everyone, please stay with
us, the Let's Talk Pricing podcast.
(31:02):
We'll be right back with patience Matisa, this October
21st through 24th, PPS profitable takes over Las Vegas.
It's four days packed with cutting edge strategies, hands
on workshops and real world insights to help you lead
pricing with confidence and deliver measurable results.
You'll connect with top pricing leaders from around the world,
(31:23):
build powerful peer networks, and walk away with tools you can
put to work the very next day. Learnmoreandreserveyourspot@pricingsociety.com/PPSLV
25 Now let's get back into the conversation.
Hello everyone, and welcome backto Let's Talk Pricing.
Today we're talking with Patience Matiso on a lot of
(31:46):
interesting topics like centers,centers of excellence, pricing
leadership, change management. The fact that you need patience
and patience is right here talking with us today and lots
of other things as well. So patience, we have time for
perhaps one more great question and that is since you have been
(32:06):
around pricing for quite some time, how have you seen us as a
discipline evolve and where do you think we are headed next in
the next 5 or 10 years with pricing?
What do you see in our future within the pricing discipline?
So I think right now I've I've. Seen it evolve.
(32:28):
From essentially just taking a acost plus adding it to adding
margin to a number. Which which we've.
Called, which we now know. Or call cost plus, but that was
most that was what. Pricing was for.
For a for. A long time it was just taking
(32:50):
making something and putting some money on it and hoping for
the best. All the way.
To now. It's it's become quite.
Quite a bit more complex and in many instances and.
Several organizations starting. From the airlines and now all
(33:16):
across most in industries in in the airlines and in
transportation where and and andgeneral transportation like
tracking and so on which in which are industries in which
have been. Involved in the.
Beginning we were just we want doing any yield management like
(33:36):
like. What what?
What is what is the our cost? When this truck.
Is not moving. Similar to the pallet industry,
what is a? Sitting pallet is a useless
pallet, right? It's it's.
It's not making me any money, but neither is it shipping any
(33:57):
customers. Products so so some there is a
disconnect to in the supply chain.
When something is not moving then it's it's it's there's an
issue. So although so we started in the
just cost plus. It we think it.
Costs us this. Amount to to.
(34:18):
To do. This business and.
We are just. Going to add a little bit of
money and and see whether we make money.
All the way to. Most recently.
Where we, we, I, I. I had in one of the companies I
had a. Project called cost 360 where
(34:41):
we. Understand.
Every aspect of cost, but also how that cost ties to to our.
Value and then. How that?
What the customer is willing to pay because the customers in
some. Situations I've told us I have
(35:02):
had a. Customer survey tell me that I'm
too. Cheap.
In some situations and. People don't believe.
It in the organization, they're like, what do you mean?
Too cheap? Because we've done.
We've done the study and the. Customer said now.
I would pay this but if you could just do this.
(35:23):
One thing you could just do this.
One thing in this. Product or service I could pay
you. 10 percent 15. Percent, 20% more so so we've.
Come all the way. From cost plus to yield.
Management in the transportationand the and the supply chain.
(35:47):
All the way to. In the telecommunications
understanding bundling and so on.
So I think value based pricing is going to continue to.
Be our future, but we have to slightly.
Redefine what we mean by value based.
It's Sometimes I think we we putit too much in a in a in a
(36:12):
corner or in a box where. Value is just.
Things that I can I can mention.Like like.
Let's let's take Nike week. I can mention all the.
Shoe has these in the it's. Spongy or it holds my leg, it
helps. But there are other things like
(36:34):
overall, how is it? Engineered to help to help my
gait as I as I go. Along SO.
And then then then enter AI, which I know a lot of people.
Like to talk about? It now and some think it's.
A fad, but I. Think again.
It's. Part of.
(36:56):
Just growing and expanding and we need to understand it as
pricing. People so that we.
Can we can. Take it into consideration as
part of our tool toolbox to do to get value right so I.
Think. I think it's important I've seen
it. Evolve from the essentially.
(37:19):
Analyst level and I think and right now.
To maybe mid level. Kind of senior senior manager
level like a. Direct Senior Director, VP.
But I think it's time to have pricing become.
(37:41):
Part of the C-Suite, I think. Senior value officers and senior
because. They can then take all this.
Everything that we've learned, kind of.
Like we we did. With the CM OS in the past, the
chief marketing officers and they complement pricing leaders,
(38:04):
complement and enhance the C-Suite.
So I think that's. Where we should be looking to
go? In the future and I think
organizations that are on the verge.
There already because they already.
Know how to handle. Their value the if you read
their their case. Statements and you read their
(38:27):
financial statements you they always.
Talk about value they always talk about.
Price an organization like Porsche for example.
When they build the. A car they know they.
Plan its entire life cycle plus.Its entire pricing cycle.
So organizations like that already I.
(38:49):
Think on the verge of, if not already there on having that
kind of. Future that we are looking.
For. Yes, you're correct.
And we have seen quite a change in the pricing discipline over
the decades from it being a clerical function where you
where may have maintained a priceless to a political
(39:09):
function to a managerial function.
And as you mentioned, hopefully to a leadership function of
C-Suite function where you are at the Nexus of a lot of
different departments and you can work with the latest tools,
you can redefine what value means from your customer's
viewpoint and hopefully get somegreat C-Suite positions and some
(39:31):
influence. They're working with them as
well. So thank you so much for the
answer and thank you so much foryour time with us today.
Patience, always a pleasure talking with you and of course,
everyone listening. Please make sure to join us for
the PPS Profitable conference inLas Vegas in October from the
21st to the 24th. You can connect with patients
(39:54):
there. You can certainly attend her
keynote, which I'm really, really looking forward to and
also connect with the PPS team. So I look forward to seeing
everyone there, but patients. Thank you so much for joining us
today on the Let's Talk Pricing podcast.
We are honored to have you. I'm looking forward to seeing
you again very, very soon. And I'm certainly that you will
(40:16):
have lots more insights for our listeners, for our members so
that they can walk away with some even greater ideas on how
they can work to transform theirorganizations.
And to everyone joining in today, thank you so much for
joining us and for listening to the Let's Talk Pricing podcast.
We will look forward to connecting with you and seeing
(40:39):
you again soon. So thanks so much everyone.
(41:08):
Yeah, yeah, yeah, yeah, yeah, yeah, yeah, yeah.
You're listening to Let's Talk Pricing, your connection to the
voices, stories, and strategies shaping the pricing world.
Each episode, we go beyond theory into the practical,
timely conversations that help you lead with confidence and
drive results. Let's start the show.
Hello and very good day everyone.
Welcome to the Let's Talk Pricing Podcast.
(00:22):
My name is Kevin Mitchell, I'm from Professional Pricing
Society. And of course, the Let's Talk
Pricing podcast is where we talked about business in
general, but where we focus on issues that are of great
importance to people in revenue management, in pricing and sales
enablement and a lot of related fields.
And thank you so much for joining our podcast today.
(00:45):
We have a very special guest today.
So today I'm honored to be joined by Patience Mattiso.
Patience is a certified pricing professional.
She is a very, very valued member of the PPS Board of
Advisors. She also is a partner in
strategy, pricing and revenue growth management at Elidon
Consulting Services. And if you've been around PS for
(01:08):
a little while, you may also know patients from when she LED
pricing and revenue management at Chip, the company that makes
the pallets that everything in the world basically is shipped
upon, and also at Ch Gunter and other organizations as well.
And also if you've really been around PPSA lot, you may have
(01:29):
heard people talk about the Mutiso corollary.
What is the Mutiso corollary? That was we were having a debate
once about where pricing should report to in the organization.
And we heard lots of great ideasand great thoughts and patients
said, here's the Mutiso corollary.
Pricing should be as close as possible to wherever the biggest
(01:54):
decisions are made at the most important times with the most
important products in the organization.
So with that, we are very, very happy to be joined by Patience
Matisa today. Patience, how are you?
I'm well, Kevin, I've been it's been a interesting year, but
I'm. Doing pretty good, thank.
You thanks for asking, Kevin. Of course and welcome.
(02:17):
And yes, you are correct, of course, the old saying that you
live in interesting times. We certainly have a lot going on
and patience, I know that alwayson a lot whenever we have the
opportunity to sit down and talk.
And I'm sure that our members are looking forward to this as
well. Very quickly.
For our members, patience is a thought leader.
She focuses on building sustainable capabilities.
(02:39):
She gets value, right and she issomeone who is also very, very
highly requested at PPS conferences.
So we are also very happy to announce that Patients is going
to be delivering A keynote at Profitable at the PPS Profitable
conference, I'm sorry, in Las Vegas.
(03:01):
And she's going to be talking about pricing and revenue
management centers of excellenceand how we can build growth and
how we can make profitability a cornerstone in our operations
and in our organizations. So patience, I have a few
questions for you. And we, of course, are very,
very happy that you're with us here today on the Let's Talk
(03:23):
Pricing podcast. And I know because we've known
each other for a little while, we'll say, and I know that you
have a very, very long history in business and you have spent
decades focusing on pricing strategy, revenue, profitable
growth and related things. And so for those of us in the
(03:43):
audience who may not have had the opportunity to meet you or
to connect with you as I have, can you share a little bit about
your journey and how you first got into pricing and revenue
management? So yes, I can do that.
It's it's a. It's a story that is more.
Unique than I find most of the pricing people that I meet.
(04:06):
Because a lot of the pricing people that I meet were either
told to. Go and do pricing because there
was no one in the. Organization that was doing.
Pricing or they were an analyst in pricing and and they.
Were asked to. You know, go research.
What our costs are. And and things like.
(04:26):
That but. I have a very.
Different story so back. When when I went to.
School a few decades ago. I I graduated.
With a with. With a master's in
telecommunications management and at that time the
telecommunications masters was the one where.
A lot of data. And analytics was done.
(04:49):
So we called it. At that time, knowledge
management and then I. Also graduated with a.
Masters in finance. I have an MBA in finance and
then an undergraduate in marketing.
So. I thought to myself, so I had, I
had all this. Knowledge and education.
But but. There was no nowhere in the
(05:11):
organization that you could. Really say that revenue.
Which is one of the most important things in the company.
Is focused on people focus. On marketing and Mark, by
marketing I mean promotions and telling people.
About the products but. No one was at that time.
(05:31):
This was. At least 30 years ago, no one
was focused on. Specifically taking the number.
That we call the price and associating it to the value that
we. And I'm a car enthusiast and.
So it to me I. Always wondered why would a?
Porsche. Cost more than a Toyota.
(05:55):
It's it's a it's or a Lexus and a Toyota.
Or a Mercedes the the base Mercedes versus a McLaren.
Why are those two? Why is a?
Why? Can I get a wagon for 300 and?
$50 thousand dollars. While a normal Mercedes I can
(06:15):
get. It I can get the the biggest SUV
for 4070 thousand. Dollars what's what's why is 115
times more and so on and. So I thought.
In in to myself and and I guess I'm weird.
That way is. There must be something.
There about value. Which is when I started coining.
(06:38):
Coining. That getting value right.
From that time and then and I started looking at how companies
look at. Price.
And then I found. Out that there, there were other
people who actually thought likethat.
And that belonged to PPS. So.
That's that's my journey. Is that I literally chose to do.
(07:02):
Pricing from the very beginning of my career all the way from an
analyst and kept telling organizations, I think this,
this is something that we can look at and but you know when
you're an analyst. It's very different.
Than when you're AVP. So as I have grown, more and
(07:23):
more people have started listening, but I.
But these thoughts? Began very early, almost.
As early. As I I think PPS was being
created because it's been almostamount the same amount of time.
That is amazing. And yeah, you're correct that a
lot of us are volunt old that weare now pricing people.
(07:46):
But basically it sounds like youvolunt old yourself that this is
something that's so important that I need to get into it.
And of course, with your background in finance and
marketing and communication, we're kind of in a lot of ways
at the Nexus at the center of all of those with a couple other
things around dealing with people and change management, of
course, influencing without authority.
(08:06):
So that's a very interesting background there.
And patience, I know that you mentioned value as part of your
process in getting into pricing.And I know that you talk a lot
about getting value right in your organizations and the
people that you work with. So what does getting value right
(08:28):
mean to you and why is that so important for organizations
right now? Well.
So I'll, I'll kind of tie that the history that we just talked
about to the to the. Current about value when when
one of the things. That that's.
A lot of pricing people. Like to talk about?
(08:52):
Is value based pricing. But it's it's as though it's a
stand. Alone type of pricing, but I
think that value based pricing or value based anything is an
overarching theme. Of how we look at our customers,
how we look at our products, howwe look at our services, because
(09:17):
it's all tied together as to what we provide.
As a company and. What that that the?
Customer is looking for. Because in marketing as.
Marketing grew in the beginning,marketing was.
We create a product. We we sell the product.
(09:38):
But then, then someone came up with a.
Story about. And this is interesting because
I do come from Kenya. I'm originally a Kenyan and.
The the the the person tells this story about Africans that.
That someone was sent to Africa by Nike to go and to go and sell
(10:01):
them shoes. The person went.
There to to to Africa. Africa is a.
Continent, but that's another story.
So they went to. Africa and they found out that
that no one was wearing. Shoes.
So they came back to the companyand said I can't.
Sell them shoes. No one wears shoes.
(10:23):
Then they send somebody else. And they they.
Came back and said no one wears.Shoes.
I can sell them, send all. The shoes you have, so two
different ways of looking at a situation.
So I said, I think what is the, what's the second person's
thought process? Second person's thought process
(10:44):
is I'll sit with them, I'll see if they.
Like not wearing shoes. I'll solve the problem.
The problem is I like my feet. To be comfortable.
I don't want my feet to. Be.
Destroyed by not wearing. Shoes or whatever it is that.
(11:04):
The values. System what?
What is it about shoes that would make you change?
From your worldview of not wearing.
Shoes to wearing shoes. So that's what I think.
When it? When it.
Comes to value. Value is that intrinsic?
Solution to a question. That that we've asked.
(11:26):
In the beginning so. What are we looking for?
When again I come back to my carenthusiasm, what am I looking
for when I buy I. Purchase a Toyota Toyota as.
Compared to when I purchase. Porsche.
(11:47):
What am I looking for when I? Purchase the Toyota.
I'm I'm say I'm a student that has just finished.
Their highs, Their college. And all I need.
Is transportation to my first job.
When I moved to the Lexus, I'm now not no longer a.
Student it's. 10 years down the road and I want something that's
(12:11):
a little bit more, you know? Luxury.
Now I'm looking and then when I move on to the Mercedes wagon I
am self actualized. I've the.
Car has stopped. Being.
Transportation. And moved on to becoming a
(12:33):
status symbol. Better quality an automobile.
Definitely. Yeah, the value proposition can
certainly change over times the time.
And we also have to remember that values always from the
observers, from our customers perspective.
(12:54):
I know a lot of times we're so inside out on things.
We think that we make this, therefore it is valued, but that
doesn't mean as much unless it comes from the individuals
themselves. So understand.
So thank you, ma'am and patience.
We are very, very much looking forward to your presentation
coming up at PPS Profitable. We're going to be in Las Vegas
(13:17):
from October 21st through the 24th.
And I know that your presentation is centered on
pricing and revenue centers of excellence.
So for those of us who are rather new in the field, tell us
a little bit about why a pricingcentre of excellence is
important and what are some of the building blocks that we need
(13:38):
in order to continue to use the expertise that we have in the
organization in order to surviveand thrive?
So the the the concept of centers of excellence has.
Has been around with the business world now.
A few years, but it it it. Comes in and goes.
Out it's it's it's. Kind of like it's it's new.
(14:02):
For five years. Then it becomes.
Old again it goes. It gets thrown out and then it
comes back. But it's.
Always coming back so. One of the things that that I,
I've studied and I I've. Worked on on in building the.
Centers of Excellence. In these various organizations
(14:24):
that you mentioned. Before is that center is, is
the. Like a cornerstone.
So when when you look at a cornerstone in architecture.
That is the. Stone, that was.
First put in place. In a building or any type of
construction, whether it's a. Bridge or a river.
(14:46):
A bridge, that is. Spanning a river, they had that
stone. That you then.
Build the building around. And that is how I look at a
pricing center of excellence. Or in organizations.
Where centers of excellence are very successful, they have an
overarching center of excellencethat.
(15:07):
Then they add the pricing one. Then they add the.
Supply chain one like that, theyhave like 4 or five major
centers of excellence. Then they went that they then
built. Bolt onto the CEO.
One the the C-Suite has. Their own center of.
Excellence that they. Then bolt onto and that's the
(15:28):
best. View, of course, but centers of
excellence are not easy to build.
So that's why it's that's why. They come in and out.
Like they invoke. One for five years, then
they're. Out and so on, but the so that's
what I want. To be able to discuss and and.
I do have a workshop that I do every every.
(15:49):
Year or every other year in in. PPS That that keeps on building
on this concept so that it allows us to.
Keep moving the the concept intothe the new the new things that
are happening in business, even including adding AI and so on.
But the the core idea. Idea behind the center of.
(16:12):
Excellence is the ability to allow each and every person.
In that organization to know. How they contribute to their
profitability to their. Growth and to their customer.
Customer. Centricity success, that is the.
Core. Those are the three main things.
(16:34):
That that are foundational to centers of excellence.
Thank you so much for that. And yeah, that is a great way to
describe not only what you're talking about, but how
organizations can move forward there and patience.
One thing that's very critical that you mentioned also is that
(16:54):
change is a huge part of this. Obviously, we have a lot of
things going on from a macroeconomic perspective as far
as uncertainty, as far as velocity, as far as really not
knowing what's going to happen next from a lot of different
perspectives. So change management and how we
deal with the fact that we as human beings sometimes don't
(17:16):
like changes is a huge part of that.
So what advice do you have for those of us in pricing and
revenue management where we are in situations where we want to
influence transformation within our organizations, but that
involves changing mindsets, which can be hard, which can be
really hard to do. So what's the best way for
people if they're in a pricing center of excellence or if they
(17:40):
are an analyst or a manager or adirector, how can they come at
issues with a change management perspective?
So the first of all change. Management is the most.
Is the biggest aspect of Centersof Excellence.
And is the most. Difficult thing to get right.
(18:03):
Any. Organization that has tried.
What we call transformation. Or just.
Change management for whatever. Reason they want to.
Put in new processes, They want to put in new systems they want
to put in a pricing tool. It can take.
It can. Fail at the very.
(18:23):
Beginning based on how you do change management and they.
Say, as the The researchers havesaid, that.
Change management only succeeds.At the.
Outmost like maximumly at on at 30% of the.
Projects that have. Been attempted in the world only
3025 to 30% some of them. Actually say that 30.
(18:46):
Percent is too optimistic and why?
Is that because? Change has to involves more than
just. The people at the bottom, so the
the people that are. Doing the work.
Say the. Analysts, the managers, the
senior managers and versus the people.
(19:07):
At the in the Swiss suite, so, so, so to speak, or the VPS and
and and those people right belowthere.
They must all essentially speak the same language.
For change to work. They must all believe the same
thing. They must.
It must be. Important to everyone the.
Change that we want to make likeif we.
(19:29):
If we decide. That over the next. 4/5.
Years. We're going to change.
We're going to put in. A pricing center of excellence.
Then. Everybody has to believe that
that is important. Because I've been in
organizations where. I did go there.
I was hired to go and start to to go and install a.
(19:51):
Pricing or revenue management team and then.
Halfway through the. Journey, they said Well.
We. We.
We just want. To you to take.
The numbers and add, add a margin and that's it.
And I was like, well, that's notwhat I came to.
Do because because then that canbe easily.
(20:14):
Done at any part of the organization.
A center of excellence must. Be done.
Across the board, but. Must be LED from the top.
They must the. Situates.
It's the situates role to give you agency to give the pricing
(20:34):
leader if it's a center of. Excellence A pricing or revenue?
Center of Excellence Agency. So that when you speak and that
and I have one, one of my leaders in CHIP, I'm sure she
doesn't mind me quoting her. Her name is Laura Nador.
She gave me agency. Like lunch and lunch.
(20:59):
Like we. Would have a lunch and learn.
She would attend so that other people would attend.
That is the level of agency thatshe gave to the Center of
Excellence and that caused us tobe able to grow to double the.
Business in the space. Of five years which?
(21:21):
Doesn't usually happen. But that is the level of agency
that you need for. Change to happen and stick.
Definitely, yes. It's always best when change in
the initiatives for change come with good leadership from the
top. So we certainly can understand
(21:42):
that and I hope that everyone has that type of agency within
your organization as well. And patience, we are due for a
very quick break here. So everyone please stay on the
Let's Talk Pricing podcast. We'll be right back.
If you're serious about growing your pricing career, you need to
hear this. We're heading to Las Vegas this
(22:03):
October 21st through 24th for PPS Profitable Pricing's Pre
Eminent conference. Four days of bold strategies,
practical tools and real world solutions to help you boost
margins, lead with confidence and accelerate your career.
Connect with pricing leaders, sharpen your skills and leave
ready to make an immediate impact.
(22:25):
And if you're bringing your team, be sure to check out our
bundled group rates for even more value.
Secure your spot today at pricingsociety.com, PPS LV25.
All right, back to the thanks somuch, everyone, and welcome back
to the Let's Talk Pricing podcast.
We're talking with patience Mutiso about leadership, about
(22:45):
change, about centers of excellence and a lot more.
So patience, you have several decades of pricing experience
and I have seen some of your presentations when you talk
about us as pricing professionals, as puzzle pieces
that have to fit in with the organization and have to drive
us towards profitable growth. Can you talk about how we as
(23:10):
business leaders, we as people who are important elements of
our organization, how we can grow into these roles and tell
us a little bit about what humanskills you think are most
important for pricing people as we elevate ourselves and as we
become these great pieces that lead our organizations forward?
(23:32):
In thinking about. The human side of pricing, one
of the things that I believe andand.
Expose like you you. Said in the beginning.
Is that the the leadership is? One of the the.
Pricing people. Are teachers and and.
(23:55):
When you do. The the your what?
What it is, you're good. At when you do some of these
tests. They they.
Most of the times when I in my teams, when we've done those
strengths Finder and so on, we find that a lot.
Of us. In the pricing world?
Are teachers there? And teachers are patient.
(24:19):
Because it's. It's a new.
It takes years. It takes.
Almost half a century. For for a new.
Way of thinking a worldview to change.
So it took marketing 100 years. Maybe to to to.
Become everyday language. Like or the the four first it
(24:44):
was 4. PS Now it's I think 20 PS every.
Every day. Every.
Year we get a new P but but. So it's the same.
Thing with pricing first, the first thing about a price size
is they're learners. They want to learn.
About the business because you. I don't think.
(25:05):
It's possible to? Price something that that you
you don't believe in. Or you don't understand.
That's number one because of thevalue.
Piece that we talked about already.
It's it's more and it's also like a sales sales manager most.
Sales associates sell what they believe in.
Most pricing people. Need to price to to.
(25:29):
Put a number. Against that value which we
often sometimes. Call willingness to pay.
We call as a strategic price. We call the correct.
Price, they're getting pricing right and so on.
They all those all those naming conventions are based.
(25:49):
On the value but. So to be able.
To understand the value you mustbe a learner.
Second thing is you. You must be a teacher.
So that's so that the concepts because there are.
Concepts of pricing that are youknow, like.
What is it? That we intrinsically want.
To sell to the customer is the does the.
(26:11):
Customer need that, so learning that and then also
understanding. People the pricer.
Is also an economist. We are our.
In inside economies we are, so we take the numbers.
From outside like. And then translate them into the
(26:33):
company. So that we can be competitive.
For example, right now the. Hot topic is.
Tariffs, but but. We've got to be careful to make
sure that. We we're not jumping the.
Gun for instance, for example. Before they they have.
(26:53):
Really taken effect. Or something like that.
The the job, the GDP, what is happening?
So so. Prices must also.
Be. Economies they must.
Also be data data. Analysts and understand the.
Data that understand. What is happening?
In the in the. Markets and translate.
(27:13):
It to give us. To give the organization in
which they are a competitive advantage.
So. We are all this thing and then
we are mathematicians and artists, so we must understand
the numbers. Get the water flow correct and
the waterfalls correct and all that, but also understand the
(27:34):
art the. Art of saying.
This product is is is is in. Belongs to this segment.
This is the demographic. So we must take what whatever
marketing. Is is able to research and.
Take that information, take those insights and put them also
into the information. That we use to price.
(27:58):
Absolutely. We certainly have to be both
artists and scientists in a lot of those ways, as you, as you
explained there and patients. I have another question for you.
I know from your history that one of the things that you've
been very good at throughout your career is leading
organizations through big transformations.
(28:20):
Can you think of a critical lesson or two that perhaps has
been the most impactful thing that helps you guide
organizations through transformations, which we know
can be very, very difficult? So I, I, I I hate to do this,
but I have no choice but to say.I think I am perfectly named for
(28:45):
transformations. I think.
I think. Patience, in fact.
One of the jobs where I when I interviewed.
They said that they had. They had done one of those.
Surveys for their director level.
Come director level people in their company and and they had
(29:09):
come up with a. Project that.
Said that they needed revenue, apricing and revenue manager or
and one of their qualifications.Was patience.
So they were. Laughing that that they they
didn't ask for a patience they. Would they would just wanted
someone who was patient. But they got that answer, so so
(29:34):
yeah. So transformations need
patience. And then they also need careful
planning like we talked about change management.
Change management is critical. It's like.
A foundational aspect of of of. Those transformations and then
we then understanding the baseline, understanding the
(29:56):
baseline of where we are to. Transform.
We must be transforming something.
If you believe that you're fine,you won't transform and and and
the company can say we want to do a transformation, but.
If everybody inherently believesthat, they are OK that.
(30:20):
Transformation will not work because only some people will be
trying. To push it and.
Nothing will happen. So you need you need patience,
you need planning and you need you need to understand the
change management journey beforeit starts.
Understood. So we definitely need patience
(30:41):
and a couple of organizations have definitely needed patience
along with the careful planning,the change management and
understanding the need for the transformation there.
So thanks for your explanation of that and we are due for
another break. But everyone, please stay with
us, the Let's Talk Pricing podcast.
(31:02):
We'll be right back with patience Matisa, this October
21st through 24th, PPS profitable takes over Las Vegas.
It's four days packed with cutting edge strategies, hands
on workshops and real world insights to help you lead
pricing with confidence and deliver measurable results.
You'll connect with top pricing leaders from around the world,
(31:23):
build powerful peer networks, and walk away with tools you can
put to work the very next day. Learnmoreandreserveyourspot@pricingsociety.com/PPSLV
25 Now let's get back into the conversation.
Hello everyone, and welcome backto Let's Talk Pricing.
Today we're talking with Patience Matiso on a lot of
(31:46):
interesting topics like centers,centers of excellence, pricing
leadership, change management. The fact that you need patience
and patience is right here talking with us today and lots
of other things as well. So patience, we have time for
perhaps one more great question and that is since you have been
(32:06):
around pricing for quite some time, how have you seen us as a
discipline evolve and where do you think we are headed next in
the next 5 or 10 years with pricing?
What do you see in our future within the pricing discipline?
So I think right now I've I've. Seen it evolve.
(32:28):
From essentially just taking a acost plus adding it to adding
margin to a number. Which which we've.
Called, which we now know. Or call cost plus, but that was
most that was what. Pricing was for.
For a for. A long time it was just taking
(32:50):
making something and putting some money on it and hoping for
the best. All the way.
To now. It's it's become quite.
Quite a bit more complex and in many instances and.
Several organizations starting. From the airlines and now all
(33:16):
across most in industries in in the airlines and in
transportation where and and andgeneral transportation like
tracking and so on which in which are industries in which
have been. Involved in the.
Beginning we were just we want doing any yield management like
(33:36):
like. What what?
What is what is the our cost? When this truck.
Is not moving. Similar to the pallet industry,
what is a? Sitting pallet is a useless
pallet, right? It's it's.
It's not making me any money, but neither is it shipping any
(33:57):
customers. Products so so some there is a
disconnect to in the supply chain.
When something is not moving then it's it's it's there's an
issue. So although so we started in the
just cost plus. It we think it.
Costs us this. Amount to to.
(34:18):
To do. This business and.
We are just. Going to add a little bit of
money and and see whether we make money.
All the way to. Most recently.
Where we, we, I, I. I had in one of the companies I
had a. Project called cost 360 where
(34:41):
we. Understand.
Every aspect of cost, but also how that cost ties to to our.
Value and then. How that?
What the customer is willing to pay because the customers in
some. Situations I've told us I have
(35:02):
had a. Customer survey tell me that I'm
too. Cheap.
In some situations and. People don't believe.
It in the organization, they're like, what do you mean?
Too cheap? Because we've done.
We've done the study and the. Customer said now.
I would pay this but if you could just do this.
(35:23):
One thing you could just do this.
One thing in this. Product or service I could pay
you. 10 percent 15. Percent, 20% more so so we've.
Come all the way. From cost plus to yield.
Management in the transportationand the and the supply chain.
(35:47):
All the way to. In the telecommunications
understanding bundling and so on.
So I think value based pricing is going to continue to.
Be our future, but we have to slightly.
Redefine what we mean by value based.
It's Sometimes I think we we putit too much in a in a in a
(36:12):
corner or in a box where. Value is just.
Things that I can I can mention.Like like.
Let's let's take Nike week. I can mention all the.
Shoe has these in the it's. Spongy or it holds my leg, it
helps. But there are other things like
(36:34):
overall, how is it? Engineered to help to help my
gait as I as I go. Along SO.
And then then then enter AI, which I know a lot of people.
Like to talk about? It now and some think it's.
A fad, but I. Think again.
It's. Part of.
(36:56):
Just growing and expanding and we need to understand it as
pricing. People so that we.
Can we can. Take it into consideration as
part of our tool toolbox to do to get value right so I.
Think. I think it's important I've seen
it. Evolve from the essentially.
(37:19):
Analyst level and I think and right now.
To maybe mid level. Kind of senior senior manager
level like a. Direct Senior Director, VP.
But I think it's time to have pricing become.
(37:41):
Part of the C-Suite, I think. Senior value officers and senior
because. They can then take all this.
Everything that we've learned, kind of.
Like we we did. With the CM OS in the past, the
chief marketing officers and they complement pricing leaders,
(38:04):
complement and enhance the C-Suite.
So I think that's. Where we should be looking to
go? In the future and I think
organizations that are on the verge.
There already because they already.
Know how to handle. Their value the if you read
their their case. Statements and you read their
(38:27):
financial statements you they always.
Talk about value they always talk about.
Price an organization like Porsche for example.
When they build the. A car they know they.
Plan its entire life cycle plus.Its entire pricing cycle.
So organizations like that already I.
(38:49):
Think on the verge of, if not already there on having that
kind of. Future that we are looking.
For. Yes, you're correct.
And we have seen quite a change in the pricing discipline over
the decades from it being a clerical function where you
where may have maintained a priceless to a political
(39:09):
function to a managerial function.
And as you mentioned, hopefully to a leadership function of
C-Suite function where you are at the Nexus of a lot of
different departments and you can work with the latest tools,
you can redefine what value means from your customer's
viewpoint and hopefully get somegreat C-Suite positions and some
(39:31):
influence. They're working with them as
well. So thank you so much for the
answer and thank you so much foryour time with us today.
Patience, always a pleasure talking with you and of course,
everyone listening. Please make sure to join us for
the PPS Profitable conference inLas Vegas in October from the
21st to the 24th. You can connect with patients
(39:54):
there. You can certainly attend her
keynote, which I'm really, really looking forward to and
also connect with the PPS team. So I look forward to seeing
everyone there, but patients. Thank you so much for joining us
today on the Let's Talk Pricing podcast.
We are honored to have you. I'm looking forward to seeing
you again very, very soon. And I'm certainly that you will
(40:16):
have lots more insights for our listeners, for our members so
that they can walk away with some even greater ideas on how
they can work to transform theirorganizations.
And to everyone joining in today, thank you so much for
joining us and for listening to the Let's Talk Pricing podcast.
We will look forward to connecting with you and seeing
(40:39):
you again soon. So thanks so much everyone.
(41:08):
Yeah, yeah, yeah, yeah, yeah, yeah, yeah, yeah.
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