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1、Aftermarket Benchmark Survey Report2021Content2Chapter 1 Introduction5Chapter 2 Digital Transformation in theService Business13Chapter 3 Profitability and Pricing Modelsfor Service21Chapter 4 Addressing Current and FutureChallenges29ConclusionChapter 1IntroductionTransformation is not an overnight s
2、uccess.As we analyze and report on the evolution of the service industry every year,we know that any significant business change takes a lot of time and considerationnot to mention resources.Although disruption and market volatility has forced some service leaders to take huge leaps last year in ter
3、ms of digitalization,the industrys journey toward digital maturity continues.In the 2020 Aftermarket Benchmark Survey Report,weve seen that the number of respondents without a clear dig-ital strategy has significantly decreased since 2019.Like-wise,this year,that number has significantly decreased y
4、et again,with more and more service leaders realizing the importance of digitalization.For this years report,we have surveyed over 100 decision-makers across the service business spectrum,including industrial equipment and machinery,oil and gas,automo-tive,marine,and more,to see how the service busi
5、ness has evolved regarding digitalization,pricing,and resilience to current and future challenges.Our analysis this year reveals that there are 5.51%fewer respondents than last year who operate on a reactive,break-and-fix service model,and more respondents oper-ating on planned,proactive,or predicti
6、ve models.This indicates that the industry is steadily shifting away from traditional models and exploring new opportunities cre-ated by advanced technology and connectivity.Since priorities regarding the improvement of commer-cial process capabilities remained the same as last year(48.08%)or moved
7、higher on the list(45.19%)for most of our survey respondents,this shift is a natural outcome of trying to meet evolving customer expectations.In the chapters that follow,we dive deeper into the dig-ital journeys of our survey participants and look at the pricing models supporting their service busin
8、esses while also identifying the strategies that will help them address present and future challenges.The industry is steadily shifting away fromtraditional models.“COPPERBERGAFTERMARKET BENCHMARK SURVEY REPORT 202134CHAPTER 1INTRODUCTIONChapterChapter 2 2Digital Transformation in the Service Busine
9、ssKey takeawaysUp to 30.19%of survey respondents have a clear digital strategy today12.01%more than last year.The number of respondents who have all new products connected has almost doubled sincelast year,reaching 15.09%in 2021.Remote diagnostics remains the top choice for investment,with 59.43%of
10、respondents plan-ning to invest in this technology within the next 12 months.AFTERMARKET BENCHMARK SURVEY REPORT 20216DIGITAL TRANSFORMATION IN THE SERVICE BUSINESSDigital transformation is a process that requires constant effort and alignment with advanced technology and evolv-ing customer expectat
11、ions.In recent years,it has become one of the biggest objectives for businesses in the service industry,and the number of leaders realizing the impor-tance of digitalization continues to grow every year.Today,up to 30.19%of our survey respondents have a clear digital strategy,12.01%more than last ye
12、ar.Others have a partially clear strategy(36.79%)or one that is currently under development(19.81%),but the number of those who dont have a digital strategy at all has dropped from 15.15%in 2020 to 11.32%in 2021.This is a significant change,although not a surprising one.The COVID-19 pandemic forced
13、service businesses to expedite their digital transformation initiatives to stay afloat in times of crisis.But the digitalization trend is here to stay,especially because it facilitates a more connected installed base for businesses that have servitization on the top of their priority lists.Over the
14、past year,investments in sensors,customer com-munication,and IoT-enabled technology have increased,as reflected in this years data regarding the installed bases of our survey participants.Currently,there are 27.36%sur-vey respondents with all new products connected and some old models retrofitted wi
15、th sensors,3.12%more than last year.However,most respondents,up to 38.68%,continue to have only some of their new products connected.Also,the number of those who have all new products connected has almost doubled since last year,reaching a whopping 15.09%in 2021.For our survey participants,the progr
16、ess made on the digital front alongside the more connected installed base promoted the transformation of their service models as well.Last year,most respondents described their service model as planned with a focus on equipment reliability and scheduled maintenance.Although better than the reactive
17、model,the planned service model is still not on par with evolving customer expectations.This year,the majority of our survey respondents(41.51%)still describe their model as planned,but the number of those who have a reactive model has decreased from 26.26%to 20.75%,and the number of those who opera
18、te on a proactive model has increased from 25.25%to 30.19%.Perhaps the most interesting change is that the number of respondents who have implemented a predictive model has increased from 6.06%to 7.55%.Although difficult and expensive to achieve,predictive maintenance with a focus on equipment produ
19、ctivity,full automation,and analytics to foresee machine failures before they occur,is revered as the most profitable way to meet customer expectations,gain a competitive edge,and deliver excellent service in a digital-first world.The COVID-19 pandemic forced service businesses to expedite their dig
20、ital transformation initia-tives to stay afloat in times of crisis.COPPERBERGAFTERMARKET BENCHMARK SURVEY REPORT 202178CHAPTER 2DIGITAL TRANSFORMATION IN THE SERVICE BUSINESSFor many,achieving the level of digital maturity neces-sary for predictive service remains a challenge.But for our survey resp
21、ondents,the biggest challenges on their transformation journeys are:Designing new service business models(21.70%)Integration of new technologies into the current IT infrastructure(20.75%)Communicating new value-added offerings to customers(20.75%)Getting top management support in cultural trans-form
22、ation(17.92%)Lack of skills or competence from the current work-force(12.26%)Like last year,the majority of our respondents have dif-ficulty designing new service business models(21.70%).Although the number has decreased by 2.54%since last year,this continues to be the greatest challenge,closely fol
23、lowed by the integration of new technologies in the current IT infrastructure(20.75%),similar to last year.One of the challenges that seem less prominent than last year is the lack of skills and competence from the current workforce.The number of respondents addressing this challenge has dropped fro
24、m 18.18%in 2020 to 12.26%in 2021.This may be the result of reskilling and upskilling as well as the use of remote diagnostics,virtual reality,and visual assistance tools,which have become critical over the past year to not only ensure business continuity but to also enable the younger or less experi
25、enced workforce to receive support from expert seniors.Last year,65.66%of our survey respondents planned to invest in remote diagnostics and 29.29%planned to invest in virtual and augmented reality technology to support their servitization and digitization initiatives over the year.In 2021,remote di
26、agnostics remains the top choice,with 59.43%of our survey respondents planning to invest in this technology within the next 12 months,followed by investments in:eCommerce platforms(43.40%)Artificial intelligence and machine learning(38.68%)Service automation(30.19%)Pricing tools or software(28.30%)A
27、ugmented and virtual reality(22.64%)Configure,price,quote(CPQ)software(12.26%)3D printing(7.55%)Drones(2.83%)Almost the same percentage(43.43%)of survey respon-dents planned to invest in an eCommerce platform last year as well,indicating that this is still a top investment this year for a significan
28、t number of service leaders due to the mass migration toward online shopping in the B2B sector.However,there are 2%fewer respondents than last year planning to invest in pricing tools or software within the next 12 months.Digital transformation is a process that re-quires constant effort and alignme
29、nt with advanced technology and evolving customer expectations.COPPERBERGAFTERMARKET BENCHMARK SURVEY REPORT 2021910CHAPTER 2DIGITAL TRANSFORMATION IN THE SERVICE BUSINESSDigitization of data makes information readily available,and digitalization of commercial processes means that information drives
30、 decisions.“The great awakening:30%of survey respondents have a clear digital strategy,compared to just 12%last year.Leaders in B2B organizations are waking up to the fact that their services and aftermarket business units are the best way to lock in long-term profitable relationships with their cus
31、tomers.Thats because there are ebbs and flows with capital investment decisions,and odds are that cap-ital equipment already in place and installed will need to keep running.Maybe even longer or with more difficult operating conditions than originally estimated.Even in your customers business units
32、where investment money is not exactly tight,theres more pressure than ever for up-time and availability for production assets.Your offer to those customers for aftermarket services are your best way to prove your worth as a reliable partner when times are tough,and youll be first in line when its ti
33、me for them to select whose equipment they are going to buy.Whats different now?A recognition that digital solutions are universally available to make this transitionthough challengingeasier than ever before.Digitization of data makes information readily available,and digitalization of commercial pr
34、ocesses means that information drives decisions.However,technology by itself is not sufficient.For success-ful digital transformation,solutions need to be combined with past-proven,future-proofed process knowledge,delivered by and implemented with people with hands-on commercial experience.Yestheres
35、 a 2.5x growth in the number of organizations that now have a digital strategy but realization of that strategy requires the combination of technology,process,and people.AFTERMARKET BENCHMARK SURVEY REPORT 202112DIGITAL TRANSFORMATION IN THE SERVICE BUSINESSChapterChapter 3 3Profitability andPricing
36、 Modelsfor ServiceKey takeawaysAs many as 46.23%of survey participants use value-based pricing as their main method.Price revisions have become more frequent,with 34.91%of respondents sharing that they review pricing two or three times per year now.Different price levels in different markets repre-s
37、ent the biggest price management challenge for 46.00%of respondents.AFTERMARKET BENCHMARK SURVEY REPORT 202114PROFITABILITY AND PRICING MODELS FOR SERVICEThere is a direct connection between pricing and prof-itability that can help service leaders get ahead of the curve.Only 19.39%of our survey resp
38、ondents report that 50-69%of their companys total profit comes from their service business.And even fewer,12.24%,report that 70%or more of their companys total profit comes from their service business.Their pricing practices can inspire the rest of their peers who derive lower profitability to recon
39、-sider their service pricing models and adjust.The main pricing method for 47.17%of our survey respon-dents is cost-plus,which is considered one of the simplest and most common pricing methods.Last year,cost-plus was also the main method for 50.51%of our respondents.Value-based pricing comes second,
40、with 46.23%of survey participants using it as a method this year,2.25%fewer than last year.Although the number of survey respondents using mar-ket reference pricing has increased from 38.38%last year to 39.62%this year,a more significant increase regards the model based on the willingness to pay,whi
41、ch has increased from 12.12%in 2020 to 16.98%this year.Mean-while,competitor-based pricing has dropped from 31.31%to 23.58%.This suggests that digital transformation and the develop-ment of new services that it has enabled is transforming pricing as well.Competitor-based pricing is not as relevant a
42、s the willingness of the customer to pay for added value.And with the customers willingness to pay for full access to services increasing during the pandemic,its safe to assume that this pricing trend will continue to spread and create new opportunities for further servitization.Another trend emergi
43、ng over the past year is frequent price revisions,which is not only tied to the customers evolving willingness to pay but also to recent,pandemic-driven economic changes.Previously,survey participants used to do price revisions once per year or less.However,this year,that practice has become less po
44、pular,decreasing from 71.43%practitioners to 53.77%.Price revi-sions have become more frequent,with 34.91%of respon-dents sharing that they review pricing two or three times per year,which is almost double the increase from 17.35%last year.Like last year,quarterly,monthly,or weekly revi-sions are st
45、ill rare among survey respondents,with only 7.55%claiming to perform revisions once per quarter at the present.The majority of our survey respondents(50.48%)indicate that they have performed price revisions at the same inter-vals in the past couple of years,but 23.81%revealed that they do them somew
46、hat more frequently now.As many as 20.00%of our survey respondents claim to do them much more frequently than before.The key considerations taken There is a direct connection between pricing and profit-ability that can help service leaders get ahead of the curve.COPPERBERGAFTERMARKET BENCHMARK SURVE
47、Y REPORT 20211516CHAPTER 3PROFITABILITY AND PRICING MODELS FOR SERVICEinto account by our survey respondents when revising or setting prices are based on:Central transfer prices with all market pricing set locally(26.67%)Central directives with opportunities for limited local adjustments(23.81%)Loca
48、l market decisions(13.33%)Central coordination with most decisions and adjust-ments being local(12.38%)The joint effort between central and local(12.38%)Completely central decisions(11.43%)For 46.00%of our survey participants,the biggest chal-lenge when setting and managing prices is the different p
49、rice levels in different markets,suggesting the need for price discrimination strategies.Other challenges for set-ting and managing prices include:Increased global competition(42.00%)Better informed customers(29.00%)Lack of understanding customer value drivers(28.00%)More volatile price levels(24.00
50、%)Conflicting internal strategies(23.00%)Response time to market changes(21.00%)Lack of internal alignment and cooperation(19.00%)Lack of relevant internal price management systems(16.00%)Unclear or lack of internal structures and processes for price management and revisions(15.00%)Lack of consisten
51、cy within the pricing process(14.00%)Lack of support in defending or explaining prices(12.00%)Unclear internal roles and responsibilities(9.00%)Too much local adjustment to central prices(8.00%)Too rigid central pricing that does not account for local differences(6.00%)We may argue that many of thes
52、e hurdles are intercon-nected,increasing the complexity of the already compli-cated issue of pricing in a world thats now recovering from a global crisis with dramatic economic impact.Although price revisions have become more frequent in the past year for a significant number of respondents,many are
53、 still struggling with an unstructured management and revision approach,which is also tied to the lack of consistency,and unclear responsibility.To overcome these challenges,a solid pricing strategy that is also congruent with an online sales strategy might do the trick.Furthermore,with the lack of
54、well-informed customers being the third biggest challenge on the above list,its vital to consider the importance of product infor-mation as part of the larger sales strategy.Accurate product information keeps customers informed and communicates the value of the item in a relevant way,thus also addre
55、ssing the challenge of communicating new value-added offerings to customers that 20.75%of our respondents are tackling on their transformation journeys.Competitor-based pricing is not as rele-vant as the willingness of the customer to pay for added value.COPPERBERGAFTERMARKET BENCHMARK SURVEY REPORT
56、 20211718CHAPTER 3PROFITABILITY AND PRICING MODELS FOR SERVICEService leaders are increasingly recognizing,and capitalizing,on the direct connection between price and profitability.“Service leaders are increasingly recognizing,and capital-izing,on the direct connection between price and profit-abili
57、ty.The survey revealed that value-based pricinga relatively advanced modelcame in second at just over 46%,just behind cost-based pricing at 47%.These figures are each down a couple percentage points from last year,suggesting that the service industry trend towards more sophisticated pricing strategi
58、es might have stalled in the face of market turbulence in the last year or so.There is plenty of headroom to adopt modern best practices,like utilizing customers willingness to pay for the full benefits of a comprehensive services offering.A key best pricing practice that did clearly improve was the
59、 frequency of price revisions.The survey shows more firms are upping the frequency of their pricing changes:36%of respondents reported that they review prices two to three times per year.In last years report,only 17%of respon-dents reported price revisions at the same frequency.This higher frequency
60、 was certainly a step in the right directionand likely driven by the same turbulence that slowed other advancessignificant changes demand sig-nificant action.But many firms continue to struggle with an unstructured approach toward price revisions.One of the largest challenges identified by the surve
61、y was setting and managing prices within different mar-kets.This suggests that while progress in basic price man-agement for greater revision frequency has been made,capabilities for agile price discrimination havent are not yet sufficient to meet todays market challenges.AFTERMARKET BENCHMARK SURVE
62、Y REPORT 202120PROFITABILITY AND PRICING MODELS FOR SERVICEChapterChapter 4 4AddressingCurrentand FutureChallengesKey takeawaysThe number of respondents who already expe-rience a lack or shortage of skilled labor today has increased from 44.44%to 50.48%in just one year.In 2021,pandemic-related cost-
63、cutting mea-sures such as headcount reduction continued for 24.27%of respondents.The number of respondents who are planning toinvest in new business models moving forwardhas increased from 9.18%to 16.50%.AFTERMARKET BENCHMARK SURVEY REPORT 202122ADDRESSING CURRENT AND FUTURE CHALLENGESThe number of
64、respondents who consider the lack of skills or competence from the current workforce as a chal-lenge has dropped from 18.18%in 2020 to 12.26%in 2021.Advanced technology such as augmented reality,remote diagnostics,and visual assistance has played a key role in decreasing the difficulty of this chall
65、enge for many service businesses.This year,the number of respondents who dont foresee a lack or shortage of skilled labor in the next five years has decreased from 24.24%in 2020 to 20.00%.Likewise,the number of respondents who foresee a shortage of skilled labor in the next five years has also decre
66、ased from 31.31%to 29.52%.However,the number of respondents who already ex-perience a lack or shortage of skilled labor today has increased from 44.44%to 50.48%in just one year.This dramatic increase is no surprise considering that 38.78%of respondents had to cut costs at the height of the COVID-19
67、pandemic by reducing headcount in 2020.In 2021,head-count reduction continued for 24.27%of our respondents,who had to let people go as they dealt with the impact of the pandemic.As many as 24.76%of our survey participants were moder-ately to severely impacted by the pandemic and changes had to be ma
68、de to ensure business continuity.And head-count reduction was not the only reaction to the pandemic in 2021.Up to 18.45%of our respondents had to cut costs by reducing business investments this year as well.However,a more positive reaction this year is increased technology investment for the improve
69、ment of business processes,which went up from 8.16%in 2020 to 13.59%.The same can be said about investments in new busi-Advanced technology such as augmented reality,remote diag-nostics,and visual assistance has played a key role in decreas-ing the difficulty of this challenge for many service busin
70、esses.COPPERBERGAFTERMARKET BENCHMARK SURVEY REPORT 20212324CHAPTER 4ADDRESSING CURRENT AND FUTURE CHALLENGESness models,which has increased from 9.18%to 16.50%,and the expansion of existing business models,which increased from 12.24%to 16.50%as well.Up to 26.67%of respondents plan to continue the e
71、xpan-sion of their existing business models moving forward,while 25.71%will continue process improvement through investments in technology and 20.95%will continue to invest in new business models.Cost-cutting measures are also predicted to decrease,with only 4.76%of respon-dents planning to reduce p
72、ersonnel and 8.57%planning to reduce business investments.Some,however,plan to rehire their talent and expand as the market recovers.On the same note,addressing the lack of talent shortage in the future is essential to delivering service excellence.A retiring workforce,headcount reduction,and lack o
73、f train-ing tools make it difficult for service companies to acquireand retain the talent they need to differentiate themselves when facing the customer.Whether through rehiring,acquiring new talent,reskilling,or upskilling,service businesses are expected to have the best agents on the frontlines an
74、d in the field to ensure their services are delivered to customers effectively.At the moment,most service businesses(73.33%)view themselves as somewhat attractive to job seekers,fol-lowed by those who consider themselves very attractive(20.95%)and the rest who consider themselves not attrac-tive at
75、all(5.71%).The majority of respondents are working on enhancing their appeal to attract new,skilled talent by:Going digital and enabling new ways of working Focusing on sustainability and digitalization Differentiating through innovation with a clear focus on diversity and inclusion Developing oppor
76、tunities for international talent,both junior and senior Sharing more information about the company and its culture Focusing on the employee experience Providing good career options,a flat hierarchy,and growth based on skill and competence Strengthening relationships and cooperation with educational
77、 institutions Defining clear development plans for young talent Offering bonus programs independent from location.The intention of our survey participants and the direction theyre heading in with regard to digitalization,company culture,and innovative ways of performing work are likely to increase t
78、heir popularity with the younger generations entering the workforce as well as less experienced junior who are looking for opportunities to grow.Whether through rehiring,acquiring new talent,reskill-ing,or upskilling,service businesses are expected to have the best agents on the frontlines and in th
79、e field to ensure their services are deliv-ered to customers effectively.COPPERBERGAFTERMARKET BENCHMARK SURVEY REPORT 20212526CHAPTER 4ADDRESSING CURRENT AND FUTURE CHALLENGESBusiness conditions can go sideways in a heartbeat,and the most agile firms are the ones who prosper.“If the pandemic taught
80、 us anything,its that change is the new status quo.Business conditions can go sideways in a heartbeat,and the most agile firms are the ones who prosper.Two major trends seem to be counteracting each other:On one hand,businesses are finding the lack of skilled human resources to be a major challenge
81、to contend with.On the other,pandemic inspired investments in new tech-nology,i.e.Digital Transformation,are ushering in some much needed relief,filling in some of the gaps created by the lack of skilled contributors.The share of respondents reporting trouble in finding skilled workers was 51%up fro
82、m 44%only one year ago.Though most respondents already viewed themselves as attractive to current job seekers,many are committed to further enhancing their appeal.These firms are investing in going digital and offering flexibility in work location;opening up opportunities for international employees
83、;and expanding diversity and inclusion initiatives.While these are great starting points,these firms will still be fac-ing an uphill battle to attract new talent,as similar efforts are underway in the broader job market.On a positive note,the same digital transformation efforts that are helping to a
84、ddress gaps in skilled laborAI-driven sales solutions,for examplewill also attract a new gener-ation of employees expecting a modern,digitized,perhaps work-from-anywhere workplace.And with a 60%increase in respondents reporting an increase in technology invest-ments from 2020 to 2021it appears those
85、 efforts are well underway.AFTERMARKET BENCHMARK SURVEY REPORT 202128ADDRESSING CURRENT AND FUTURE CHALLENGEShave become more attentive,with 34.91%of respondents now reviewing pricing two or three times per year.These frequent revisions are likely driven by market volatility as well as the transitio
86、n to online sales.The trend is likely to grow not only because the market continues to change,but also because developing a clear pricing revision and management strategy is a healthy practice.Although not entirely new,these trends are the result of significant changes that have occurred over the pa
87、st year in the service industry.As we see increases in the number of respondents connecting their installed base,investing in remote diagnostics,developing clear digital strategies,and shifting towards proactive maintenance,we see more stability than last year and a more defined route toward deliver
88、ing service that truly satisfies the needs of cus-tomers while also developing more resilience to cope with present and future challenges,including the current shortage of talent and the increasing global competition.ConclusionCompared to last year,most of our survey respondents(57.28%)placed more i
89、mportance on their performance improvement in the aftermarket business unity,while 35.95%paid the same amount of attention.The rest of 6.80%have paid less attention than last year.This increased attention to performance improvement is reflected in the changes that have occurred since 2020 for most o
90、f our respondents.1 DigitalizationStarting with digital transformation,the 12.01%increase in the number of respondents who now have a clear strategy suggests that the trend is here to stay and that more and more service businesses will have to adapt if they want to keep up with their peers.Digital t
91、ransformation is essen-tial to service excellence.The level of connectivity and digitally-enabled know-how demanded by customers will become key differentiators moving forward.2 Intelligent serviceThe industry is shifting away from reactive maintenance toward AI-powered maintenance,with predictive m
92、ainte-nance being the ultimate dream.The number of respon-dents with a reactive model in place has decreased from 26.26%to 20.75%in just one year,suggesting that the trend is accelerating and it is congruent with digitaliza-tion.As new levels of digital maturity are unlocked,so are intelligent servi
93、ce opportunities.3 Frequent pricing revisionsLast year,most survey participants performed price revi-sions once per year or less.This year,service businesses The level of connecti-vity and digitally-enabled know-how demanded by custom-ers will become key differentiators moving forward.COPPERBERGAFTE
94、RMARKET BENCHMARK SURVEY REPORT 20212930CONCLUSIONCONCLUSIONsands or more,and where it is business-critical to capture every selling opportunity and wring the best possible profit from each sale,technology supplies the only reasonable answer.The biggest challenge for the reports respon-dents in sett
95、ing and managing prices was coordinating that activity across multiple markets.Compound that chal-lenge with the number of different products being sold,as well as the competitive dynamics that go on within every aftermarket segment for every product,and its obvious that traditional approaches to pr
96、icing are as useful as a buggy whip.The impacts of the pandemic are still with us,and have driven a shakeout that was practically Darwinian.For ser-vice-business companies,those impacts will continue to resonate.Its good to see,from the Report,that many now grasp the need for new pricing technologie
97、sfor lead-ing-edge visibility into their entire business landscape,and the pricing management and optimization tools that will equip them to survive this disruptionand the next.Our perspective on the Report?It ratifies what we have observed over the past couple of years in our customers aftermarket
98、sectors,as well as what weve heard from those customers directly.They realize there is a need for price optimization and margin maximizationand the need has become glaringly apparent to more corporate leaders as the dangers and negative impacts of the pandemic snowballed.The pandemic may not have be
99、en the source of the root issues that are convincing companies to invest in digital transformation.The risks those enterprises are now facing existed all along,in one way or another.COVID-19 simply exacerbated those dangers.Agility has become everything.In the heavy equipment aftermarket,for instanc
100、e,a company with the right peo-ple,processes,and technology in place to address the COVID-driven spike to repair(rather than replace)could insulate itself against lost revenue from lower sales of new equipment.That need for agility is reflected in how price optimization is clearly one of the key pla
101、tforms that can help any B2B company,as the report notes:To overcome these challenges,a solid pricing strategy that is also congruent with an online sales strategy might do the trick.To serve such a strategy in such complex markets,where a companys SKUs can number in the hundreds of thou-That need f
102、or agility is reflected in how price optimization is clearly one of the key plat-forms that can help any B2B companyCOPPERBERGAFTERMARKET BENCHMARK SURVEY REPORT 20213132CONCLUSIONCONCLUSIONAboutVendavoVendavo powers the shift to digital business for the worlds most demanding B2B companies,unlocking
103、 value,growing margin and accelerating revenue.With the Vendavo Commercial Excellence platform,companies develop dynamic customer insights and opti-mal pricing strategies that maximize margin,boost sales effectiveness,and improve customer experience.With an annual margin improvement totaling more th
104、an$2.5 billion across companies in chemicals,distribution,high-tech,and manufacturing,Vendavo delivers cutting-edge analytics and deep industry expertise that help companies stay one step ahead.Vendavo is headquartered in Denver,CO,and has officesaround the globe.AboutCopperbergHerbert Spencer once
105、said:“The great aim of education is not knowledge,but action”.Copperberg creates physical and digital platforms bring-ing together the manufacturing community in order to grow and build relationships globally.During the recent global pandemic,we have been focusing on virtual events and digital conte
106、ntensuring our community remains connected.So,how do we actually do that?On a daily basis,we work hard to improve,develop and innovate our concepts and original content in order to ensure the best hands-on,real-life strategies for all our community members.Our ambition is to provide ideas,networking,and industry exchange between peers,that inspires and leads to COPPERBERGAFTERMARKET BENCHMARK SURVEY REPORT 20213334ABOUTABOUT