{"product_id":"implementing-value-pricing-isbn-9780470584613","title":"Implementing Value Pricing","description":"\u003cp\u003e\u003cb\u003e\u003ci\u003ePraise for\u003c\/i\u003e IMPLEMENTING VALUE PRICING\u003c\/b\u003e \u003c\/p\u003e\u003cp\u003eA Radical Business Model for Professional Firms \u003c\/p\u003e\u003cp\u003e\"Ron Baker is the most prolific and best writer when it comes to pricing services. This is a must-read for executives and partners in small to large firms. Ron provides the basics, the advanced ideas, the workbooks, the case studies—everything. This is a must-have and a terrific book.\" \u003cb\u003e—Reed K. Holden founder and CEO, Holden Advisors, Corp., Associate Professor, Columbia University www.holdenadvisors.com\u003c\/b\u003e \u003c\/p\u003e\u003cp\u003e\"We've known through Ron Baker's earlier books that he's not just an extraordinary thinker and truly brilliant writer—he's a mover and a shaker on a mission. This is the End of Time! Brilliant.\" \u003cb\u003e—Paul Dunn Chairman, B1G1\u003csup\u003e®\u003c\/sup\u003e www.b1g1.com\u003c\/b\u003e \u003c\/p\u003e\u003cp\u003e\"\u003ci\u003eImplementing Value Pricing\u003c\/i\u003e is a powerful blend of theory, strategy, and tactics. Ron Baker's most recent offering is ambitious in scope, exploring topics that include economic theory, customer orientation, value identification, service positioning, and pricing strategy. He weaves all of them together seamlessly, and includes numerous examples to illustrate his primary points. I have applied the knowledge I've gained from his body of work, and the benefits to me—and to my customers—have been immediate, significant, and ongoing.\" \u003cb\u003e—Brent Uren Principal, Valuation \u0026amp; Business Modeling Ernst \u0026amp; Young\u003csup\u003e®\u003c\/sup\u003e www.ey.com\u003c\/b\u003e \u003c\/p\u003e\u003cp\u003e\"Ron Baker is a revolutionary. He is on a radical crusade to align the interests of service providers with those of their customers by having lawyers, accountants, and consultants charge based on the value they provide, rather than the effort it takes. \u003ci\u003eImplementing Value Pricing\u003c\/i\u003e is a manifesto that establishes a clear case for the revolution. It provides detailed guidance that includes not only strategies and tactics, but key \u003ci\u003epredictive\u003c\/i\u003e indicators for success. It is richly illustrated by the successes of firms that have embraced value-based pricing to make their services not only more cost-effective for their customers, but more profitable as well. The hallmark of a manifesto is an unyielding sense of purpose and a call to action. Let the revolution begin.\" \u003cb\u003e—Robert G. Cross, Chairman and CEO, Revenue Analytics, Inc. Author,\u003c\/b\u003e \u003ci\u003eRevenue Management: Hard-Core Tactics for Market Domination\u003c\/i\u003e \u003c\/p\u003e\u003cp\u003eForeword xvii\u003c\/p\u003e \u003cp\u003ePreface xxi\u003c\/p\u003e \u003cp\u003eAbout This Book xxiii\u003c\/p\u003e \u003cp\u003eAbout the Web Site xxiv\u003c\/p\u003e \u003cp\u003eAbout the Words Used in This Book xxv\u003c\/p\u003e \u003cp\u003eAcknowledgments xxvii\u003c\/p\u003e \u003cp\u003eAbout the Author xxxi\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePART I \u003c\/b\u003e\u003cb\u003eA RADICAL BUSINESS MODEL\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 1 \u003c\/b\u003e\u003cb\u003eThe Firm of the Past 3\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 2 \u003c\/b\u003e\u003cb\u003eThe Firm of the Future 7\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Business Model of the Firm of the Future 8\u003c\/p\u003e \u003cp\u003eRevenue Is Vanity—Profit Is Sanity 8\u003c\/p\u003e \u003cp\u003eBusinesses Have Prices, Not Hourly Rates 8\u003c\/p\u003e \u003cp\u003eWhy Intellectual Capital Is the Chief Source of Wealth 9\u003c\/p\u003e \u003cp\u003eNegative Intellectual Capital 11\u003c\/p\u003e \u003cp\u003eWhy Effectiveness Trumps Efficiency 11\u003c\/p\u003e \u003cp\u003eWhat, Exactly, Is Productivity? 12\u003c\/p\u003e \u003cp\u003eThere’s No Such Thing as Generic “Efficiency” 13\u003c\/p\u003e \u003cp\u003eWhere Do Profi ts Come From? 15\u003c\/p\u003e \u003cp\u003eIf Only I Knew Then What I Know Now 17\u003c\/p\u003e \u003cp\u003eSummary and Conclusions 18\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePART II \u003c\/b\u003e\u003cb\u003eFOUNDATIONS OF CREATING VALUE\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 3 \u003c\/b\u003e\u003cb\u003eWhy Are We in Business? 21\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Economist’s Definition of Profit 21\u003c\/p\u003e \u003cp\u003eThe Marketing Concept and Total Quality Service 23\u003c\/p\u003e \u003cp\u003eSummary and Conclusions 24\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 4 \u003c\/b\u003e\u003cb\u003eA Tale of Two Theories 25\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Labor Theory of Value 26\u003c\/p\u003e \u003cp\u003eKarl Marx, False Prophet 26\u003c\/p\u003e \u003cp\u003eThe Marginalist Revolution of 1871 28\u003c\/p\u003e \u003cp\u003eWhy Are Diamonds More Expensive Than Water? 29\u003c\/p\u003e \u003cp\u003eWrong Theory, Suboptimal Results 30\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 5 \u003c\/b\u003e\u003cb\u003eFour Ps and Five Cs 31\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Five Cs of Value 34\u003c\/p\u003e \u003cp\u003eYou Are What You Charge 36\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 6 \u003c\/b\u003e\u003cb\u003eWhat People Buy 37\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Dynamics of Customer Expectations 38\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 7 \u003c\/b\u003e\u003cb\u003eHow People Buy 41\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eRelative, Not Absolute, Price Matters 42\u003c\/p\u003e \u003cp\u003ePrice Psychology 43\u003c\/p\u003e \u003cp\u003eSearch, Experience, and Credence Attributes 44\u003c\/p\u003e \u003cp\u003eUnderstanding Customer Risk 45\u003c\/p\u003e \u003cp\u003eThe Four Ways to Spend Money 47\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 8 \u003c\/b\u003e\u003cb\u003eYour Firm’s Value Proposition 49\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eMoments of Truth 51\u003c\/p\u003e \u003cp\u003eWhat Is Beyond Total Quality Service? 52\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 9 \u003c\/b\u003e\u003cb\u003eThe Consumer Surplus and Price Discrimination 55\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003ePrice Elasticity 56\u003c\/p\u003e \u003cp\u003eConsumer Surplus 57\u003c\/p\u003e \u003cp\u003ePrice Discrimination 58\u003c\/p\u003e \u003cp\u003eRequirements to Price Discriminate 59\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 10 \u003c\/b\u003e\u003cb\u003eMacro Pricing Strategies 65\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eSkim Pricing 66\u003c\/p\u003e \u003cp\u003ePenetration Pricing 66\u003c\/p\u003e \u003cp\u003eNeutral Pricing 67\u003c\/p\u003e \u003cp\u003eTwo More Curves for Value 67\u003c\/p\u003e \u003cp\u003eImplications of the Curve 71\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 11 \u003c\/b\u003e\u003cb\u003ePrice the Customer, Not the Service 73\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eTen Factors of Price Sensitivity 73\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 12 \u003c\/b\u003e\u003cb\u003eThere Is No Such Thing as a Commodity 77\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Perils of Benchmarking 80\u003c\/p\u003e \u003cp\u003ePurging the Commodity Word 80\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 13 \u003c\/b\u003e\u003cb\u003eBaker’s Law: Bad Customers Drive Out Good Customers 83\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eCustomer Grading Criteria 83\u003c\/p\u003e \u003cp\u003eThe Adaptive Capacity Model 87\u003c\/p\u003e \u003cp\u003eFiring Customers 89\u003c\/p\u003e \u003cp\u003eThe Forced Churn 90\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 14 \u003c\/b\u003e\u003cb\u003eValue Pricing and Self-Esteem 95\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThere Is No Standard Price for Intellectual Capital 98\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 15 \u003c\/b\u003e\u003cb\u003eEthics, Fairness, and Value Pricing 101\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Morality of Price Discrimination 106\u003c\/p\u003e \u003cp\u003eProspect Theory 108\u003c\/p\u003e \u003cp\u003eIs Hourly Billing Ethical? 109\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePART III \u003c\/b\u003e\u003cb\u003eTHE GENESIS AND CONSEQUENCES OF HOURLY BILLING AND TIMESHEETS\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 16 \u003c\/b\u003e\u003cb\u003eA Brief History of Hourly Billing and Timesheets 113\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Father of the Billable Hour and Timesheet— in the Legal Profession 115\u003c\/p\u003e \u003cp\u003eSummary and Conclusions 117\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 17 \u003c\/b\u003e\u003cb\u003eThe Deleterious Effects of Hourly Billing 119\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Advantages of Hourly Billing 119\u003c\/p\u003e \u003cp\u003eWhat about the Customer? 123\u003c\/p\u003e \u003cp\u003eThe Disadvantages of Hourly Billing 124\u003c\/p\u003e \u003cp\u003eSummary and Conclusions 138\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePART IV \u003c\/b\u003e\u003cb\u003eWHAT REPLACES HOURLY BILLING AND TIMESHEETS\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 18 \u003c\/b\u003e\u003cb\u003eWhy Carthage Must Be Destroyed 143\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWhat, Exactly, Replaces Hourly Billing and Timesheets? 147\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 19 \u003c\/b\u003e\u003cb\u003ePrice-Led Costing Replaces Hourly Billing 149\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWisdom Is Timeless 151\u003c\/p\u003e \u003cp\u003eSummary and Conclusions 153\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 20 \u003c\/b\u003e\u003cb\u003eThe Wrong Mistakes 155\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Almighty Hourly Rate 156\u003c\/p\u003e \u003cp\u003eMaking the Wrong Mistakes 157\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 21 \u003c\/b\u003e\u003cb\u003eWho Is in Charge of Value? 163\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe World’s First CVO 164\u003c\/p\u003e \u003cp\u003eLeadership 167\u003c\/p\u003e \u003cp\u003eAttitude 168\u003c\/p\u003e \u003cp\u003eCommitment 168\u003c\/p\u003e \u003cp\u003eExperimentation 169\u003c\/p\u003e \u003cp\u003eYouth 170\u003c\/p\u003e \u003cp\u003eNot Final Thoughts 170\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 22 \u003c\/b\u003e\u003cb\u003eMeasure What Matters to Customers 173\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe McKinsey Maxim 174\u003c\/p\u003e \u003cp\u003eDeveloping a Theory 175\u003c\/p\u003e \u003cp\u003ePantometry versus Theory 176\u003c\/p\u003e \u003cp\u003eA Gedanken 177\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 23 \u003c\/b\u003e\u003cb\u003eFirm-wide Key Predictive Indicators 181\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eKPIs for a Professional Knowledge Firm 181\u003c\/p\u003e \u003cp\u003eKPIs Equal Customer Accountability 188\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 24 \u003c\/b\u003e\u003cb\u003eKnowledge Worker Key Predictive Indicators 191\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eA Model for Knowledge Worker Effectiveness 192\u003c\/p\u003e \u003cp\u003eKey Predictive Indicators for Knowledge Workers 196\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 25 \u003c\/b\u003e\u003cb\u003eAfter Actions Reviews 205\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eWe Know More Than We Can Tell 206\u003c\/p\u003e \u003cp\u003eThe Economics of Structural Capital 207\u003c\/p\u003e \u003cp\u003eKnowledge Lessons from the U.S. Army 210\u003c\/p\u003e \u003cp\u003eSummary and Conclusions 214\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 26 \u003c\/b\u003e\u003cb\u003eO’Byrne \u0026amp; Kennedy: A Firm of the Future 215\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePART V \u003c\/b\u003e\u003cb\u003eEIGHT STEPS TO IMPLEMENTING VALUE PRICING\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 27 \u003c\/b\u003e\u003cb\u003eThe Eight Steps at a Glance 231\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThree Different Kinds of Problems 232\u003c\/p\u003e \u003cp\u003eEight Steps to Implementing Value Pricing 233\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 28 \u003c\/b\u003e\u003cb\u003eStep One: Conversation 235\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Conversation 236\u003c\/p\u003e \u003cp\u003eNaïve Listening 236\u003c\/p\u003e \u003cp\u003eFocus on Wants, Not Needs 238\u003c\/p\u003e \u003cp\u003eStarting the Conversation 238\u003c\/p\u003e \u003cp\u003eConversations Lower Asymmetrical Information and Adverse Selection 240\u003c\/p\u003e \u003cp\u003eQuestions You Should Ask the Customer 241\u003c\/p\u003e \u003cp\u003eOrdinal Value, Not Cardinal Value 243\u003c\/p\u003e \u003cp\u003eDiscussing Risk with the Customer 243\u003c\/p\u003e \u003cp\u003eSummary and Conclusions 244\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 29 \u003c\/b\u003e\u003cb\u003eStep Two: Pricing the Customer: Questions for the Value Council 245\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eQuestions to Ask before Establishing a Price 246\u003c\/p\u003e \u003cp\u003eFactors of Price Sensitivity 250\u003c\/p\u003e \u003cp\u003ePricing Questions 251\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 30 \u003c\/b\u003e\u003cb\u003eStep Three: Developing and Pricing Options 257\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Psychology of Price 258\u003c\/p\u003e \u003cp\u003eSeven Generic Customer Segmentation Strategies 259\u003c\/p\u003e \u003cp\u003ePricing Options 263\u003c\/p\u003e \u003cp\u003ePricing Complex Projects 264\u003c\/p\u003e \u003cp\u003eFORD—A Model for Consulting 273\u003c\/p\u003e \u003cp\u003eDipping Your Toe in the Water 275\u003c\/p\u003e \u003cp\u003eFormula for Calculating Reservation Price 276\u003c\/p\u003e \u003cp\u003eSummary and Conclusions 278\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 31 \u003c\/b\u003e\u003cb\u003eStep Four: Presenting Options to the Customer 281\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eHandling Price Objections 282\u003c\/p\u003e \u003cp\u003eSummation: Presenting Your Price to the Customer 287\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 32 \u003c\/b\u003e\u003cb\u003eStep Five: Customer Selection Codified into the Fixed Price Agreement 289\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eDate of the FPA 289\u003c\/p\u003e \u003cp\u003eProfessional Services 291\u003c\/p\u003e \u003cp\u003eUnanticipated Services 295\u003c\/p\u003e \u003cp\u003eService and Price Guarantee 295\u003c\/p\u003e \u003cp\u003ePayment Terms 296\u003c\/p\u003e \u003cp\u003eRevisions to the FPA 296\u003c\/p\u003e \u003cp\u003eTermination Clause 297\u003c\/p\u003e \u003cp\u003eOther Issues Regarding the FPA 297\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 33 \u003c\/b\u003e\u003cb\u003eStep Six: Proper Project Management 299\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 34 \u003c\/b\u003e\u003cb\u003eStep Seven: Scope Creep and Change Orders 311\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 35 \u003c\/b\u003e\u003cb\u003eStep Eight: Pricing After Action Reviews 317\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePART VI \u003c\/b\u003e\u003cb\u003eINFLECTION POINT\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 36 \u003c\/b\u003e\u003cb\u003eNo One Can Forbid Us the Future 321\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eBusiness Model Innovation 322\u003c\/p\u003e \u003cp\u003eThe Diffusion of Theories 325\u003c\/p\u003e \u003cp\u003eFirm of the Future or Firm of the Past? 328\u003c\/p\u003e \u003cp\u003e\u003cb\u003eCHAPTER 37 \u003c\/b\u003e\u003cb\u003eDeclaration of Independence 331\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eBibliography 337\u003c\/p\u003e \u003cp\u003eIndex 351\u003c\/p\u003e \t \u003cp\u003e\u003cb\u003eRONALD J. BAKER\u003c\/b\u003e is the author of \u003ci\u003eProfessional's Guide to Value Pricing,\u003c\/i\u003e \u003ci\u003eSixth Edition\u003c\/i\u003e, \u003ci\u003eThe\u003c\/i\u003e \u003ci\u003eFirm of the Future\u003c\/i\u003e, \u003ci\u003ePricing on Purpose\u003c\/i\u003e, \u003ci\u003eMeasure What Matters to Customers\u003c\/i\u003e, and \u003ci\u003eMind Over Matter\u003c\/i\u003e. He is founder of VeraSage Institute, the leading think tank dedicated to teaching value pricing to professionals around the world.   \u003c\/p\u003e\u003cp\u003e\u003cb\u003e\u003ci\u003ePraise for\u003c\/i\u003e IMPLEMENTING VALUE PRICING\u003c\/b\u003e \u003c\/p\u003e\u003cp\u003eA Radical Business Model for Professional Firms \u003c\/p\u003e\u003cp\u003e\"Ron Baker is the most prolific and best writer when it comes to pricing services. This is a must-read for executives and partners in small to large firms. Ron provides the basics, the advanced ideas, the workbooks, the case studies—everything. This is a must-have and a terrific book.\" \u003cb\u003e—Reed K. Holden founder and CEO, Holden Advisors, Corp., Associate Professor, Columbia University www.holdenadvisors.com\u003c\/b\u003e \u003c\/p\u003e\u003cp\u003e\"We've known through Ron Baker's earlier books that he's not just an extraordinary thinker and truly brilliant writer—he's a mover and a shaker on a mission. This is the End of Time! Brilliant.\" \u003cb\u003e—Paul Dunn Chairman, B1G1\u003csup\u003e®\u003c\/sup\u003e www.b1g1.com\u003c\/b\u003e \u003c\/p\u003e\u003cp\u003e\"\u003ci\u003eImplementing Value Pricing\u003c\/i\u003e is a powerful blend of theory, strategy, and tactics. Ron Baker's most recent offering is ambitious in scope, exploring topics that include economic theory, customer orientation, value identification, service positioning, and pricing strategy. He weaves all of them together seamlessly, and includes numerous examples to illustrate his primary points. I have applied the knowledge I've gained from his body of work, and the benefits to me—and to my customers—have been immediate, significant, and ongoing.\" \u003cb\u003e—Brent Uren Principal, Valuation \u0026amp; Business Modeling Ernst \u0026amp; Young\u003csup\u003e®\u003c\/sup\u003e www.ey.com\u003c\/b\u003e \u003c\/p\u003e\u003cp\u003e\"Ron Baker is a revolutionary. He is on a radical crusade to align the interests of service providers with those of their customers by having lawyers, accountants, and consultants charge based on the value they provide, rather than the effort it takes. \u003ci\u003eImplementing Value Pricing\u003c\/i\u003e is a manifesto that establishes a clear case for the revolution. It provides detailed guidance that includes not only strategies and tactics, but key \u003ci\u003epredictive\u003c\/i\u003e indicators for success. It is richly illustrated by the successes of firms that have embraced value-based pricing to make their services not only more cost-effective for their customers, but more profitable as well. The hallmark of a manifesto is an unyielding sense of purpose and a call to action. Let the revolution begin.\" \u003cb\u003e—Robert G. Cross, Chairman and CEO, Revenue Analytics, Inc. Author,\u003c\/b\u003e \u003ci\u003eRevenue Management: Hard-Core Tactics for Market Domination\u003c\/i\u003e\u003c\/p\u003e","brand":"Wiley","offers":[{"title":"Default Title","offer_id":47989407776997,"sku":"NP9780470584613","price":100.0,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9780470584613.jpg?v=1761783986","url":"https:\/\/k12savings.com\/es\/products\/implementing-value-pricing-isbn-9780470584613","provider":"K12savings","version":"1.0","type":"link"}