Everybody knows, B2B pricing analytics represents one of the most critical levers to boost earnings. Still, this reality is a sometimes-overlooked fact in Business-to-Business (B2B).

However, getting B2B pricing right can represent both financial success and substantial competitive advantage. Pricing is not only a driving factor in for-profits, but it also impacts how customers and markets perceive brands.
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The second part is fully dedicated to the implementation of a GAM strategy and what needs to be considered. What happened so far: The first part of our Global Key Account Management Strategy dealt with the specific tasks and goals of successful global management.

Based on four criteria, you can see whether an introduction is worthwhile for your own company. You also learned which of your accounts are suitable GAM candidates.
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Customers are the ones driving the current trends in B2B sales, especially in the SME sector. This course owes to the fact that medium-sized businesses follow, in turn, their clients out into the world.

However, this creates a new situation for suppliers with numerous challenges: they need to adjust and negotiate different prices at country level, offer worldwide support, and need to adapt to the global procurement strategy of their customers. Furthermore, they should make the most significant possible profit from this auspicious situation.

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ERP Data Mining: what we learnt from analysing 100 million of B2B sales transactions.

Data mining is the application of a varied assortment of statistical techniques to ERP datasets. Companies nowadays use data mining to predict outcomes, identify sales trends, prevent customer churn, and dynamically adjust pricing strategies.

Mining enterprise resource planning (ERP) sales data is critical in Business-To-Business, where small improvements in sales efficiency can have a significant impact on results. Mining ERP sales data helps customers to unlock a significant amount of value, discover quick-wins, and to prioritise their sales activities. Automatizing this process is possible today with the help of artificial intelligence (AI).

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To replace the legendary Jack Welch as CEO, the General Electric (GE) Board had selected Jeffrey Immelt in November 2000. As he took the reins, Immelt set an ambitious sales target: “We believe that GE can grow two to three times faster than world gross domestic product, which translates to about 8 per cent sustained sales growth.”

To give you some perspective, the industrial segment of GE had grown 4 per cent historically.

Likewise, on December 4, 2003, Rockwell Automation announced that its board of directors had elected Keith Nosbusch as president and chief executive officer.

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