The document outlines various pricing tools designed to improve pricing strategies and profitability. It includes analyses such as price evolutions, dynamic price waterfalls, price dispersion, and revenue variance to identify trends and control pricing dynamics. Implementing these tools is projected to enhance sales by up to 4% in the first year through improved pricing and clearer communication of client value.

1. PriValEdge - Pricing Tools:
Price
Waterfall
Value
Curve
Price
Dispersion
Value
Segmentation
Discrete
Choice
Price
Corridors
Discount
Toolbox

2. Tool 1: Price Evolutions(Illustrative)
Plant Name
Industry Name
Custo Rev Segment Name
Product Family Code
Product Grp Code
Prod Rev Segment Name
(All)
(All)
5_VL
(All)
(All)
(All)
Pricing
Normal
Full Screen
64,00
SKU Unit Prices ($)
What it is:
Analyses Prices (or D&R)
Go to Product Pivot over time
evolutions
Go toMay be used for a single
Price Evolution
product or a group of products,
Go to SKU Elasticity
globally or by client segments /
Go to Product Elasticityby account manager.
channel, or
Go to Financial Pivot
32,00
Ac1
Ac10
16,00
Ac11
Ac12
Ac13
8,00
Ac14
Ac15
4,00
Ac16
Ac17
Ac18
2,00
1,00
nov.-07
juin-08
déc.-08
juil.-09
janv.-10
août-10
févr.-11
Go to Customer Elasticity
What it does:
provide visibility and insights
on evolutions to identify trends /
changes in dynamics or
correlations & opportunities &
threats that they represent
sept.-11
Tme Series (Weeks)
Corrective actions it may lead to:
Improved / more rational pricing on objectives.
Industry pricing actions to influence pricing dynamics
Price structure rebalancing
The stakes:
Together with other aspect of transactional analyses, typically results in bottom line improvement of up 4
% of sales in the first year
Page 2

3. Tool 2: Dynamic Price Waterfall
(Illustrative)
Dynamic Waterfall Analysis
What it is:
Detailed analyses of
leakages (by type) that take
place between List price &
Pocket Margin.
May be used at Product,
Client, Segment or Market
level
100%
90%
80%
70%
60%
List Price
Results
Price
Concession
100%
Invoice
Price
Options
Warranty $ Financing
Prompt
Pay
92.7%
Margin/
COGS
14.1%
Leakages
7.3%
0.9%
1.0%
4.6%
1.4%
Series1
93%
92%
91%
86%
70.6%
85%
What it does:
provide visibility and control
of ‘hidden’ discounts and
costs to clarify the
contribution margin on a
given deal.
Corrective actions it may lead to:
Rationalization of discount & client conditions policies.
Improved control & exceptions management on Discounts & Client Conditions
Sales force support & Monitoring
The stakes:
Together with Price dispersion analyses, typically results in 2 to 4 % ROS improvement in first year
Level 2 Tools
Page 3
Page 3

4. Tool 3: Price Dispersion (Illustrative)
National
40%
What it is:
Analysis of discounts given as
a function of size of accounts.
May be used for a single
product or a group of products,
globally or by client segments /
channel, or by account manager.
Lack of control &
discipline
Large discounts
given to small
accounts
/ not taken away
from reduced
Avg Discount
Average discount
30%
20%
What it does:
provide visibility and control of
actual logic & discipline in the
implementation of Client
conditions & discounts.
Standard volume discount
Large accounts put
at risk by unfair
treatment
10%
0%
0
50,000
100,000
150,000
Size of account (Yearly revenues €)
Corrective actions it may lead to:
Rationalization of discount & client conditions policies.
Improved control & exceptions management on Discounts & Client Conditions
Sales force support & Monitoring
The stakes:
Together with Price dispersion analyses, typically results in bottom line improvement of up 4 % of sales
in the first year
Page 4

5. Tool 5: Variance Analysis
Revenue Variance
(UnitPrice T2 * UnitVolume T2 ) - (UnitPrice T1 * UnitVolume T2 )
Price Variance
(Unit PriceT2 - Unit PriceT1) * Unit VolumeT2
Menu-Tier Variance
(MenuTier(T2)_OldUnitPrice x VolumeT2) - (UnitPriceT1 x VolumeT2)
Item-Price Variance
(UnitPriceT2 x VolumeT2) - (MenuTier(T2)_OldUnitPrice x VolumeT2)
Promotional Item Price Variance
tbd - will be a special component of item-price
Client Conditions & Discount Variance
What it is:
Analysis of variance in sales revenues.
Price variance
Volume variance
With additional detail on demand
May be used for a single product or a
group of products, by Sales rep or by client
segments / channel.
tbd - will be a special component of item-price
Volume Variance
(Unit VolumeT2 - Unit Volume T1) * Unit PriceT1
Mix Variance
(Unit VolumeT2 - (Unit Mix%T1 * Total VolumeT2)) * Unit PriceT1
Quantity Variance
What it does:
provide visibility of key evolutions of
revenues and drivers for variance.
Helps monitor & manage pricing strategy
, campaigns & discounting policies
((Unit Mix%T1 * Total VolumeT2)-Unit VolumeT1) * Unit PriceT1
Corrective actions it may lead to:
Price adjustments.
Launch of campaigns & reactive actions
Competitive actions
The stakes:
Strong monitoring of Price & volume performance at any level – key driver to discipline & change
management

6. Tool 5: Time Series (Illustrative)
Plant Name
Industry Name
Custo Rev Segment Name
Product Family Code
Product Grp Code
Prod Rev Segment Name
(All)
(All)
5_VL
(All)
(All)
(All)
Pricing
Normal
Full Screen
64,00
SKU Unit Prices ($)
What it is:
Analyses Prices (or D&R)
Go to Product Pivot over time
evolutions
Go toMay be used for a single
Price Evolution
product or a group of products,
Go to SKU Elasticity
globally or by client segments /
Go to Product Elasticityby account manager.
channel, or
Go to Financial Pivot
32,00
Ac1
Ac10
16,00
Ac11
Ac12
Ac13
8,00
Ac14
Ac15
4,00
Ac16
Ac17
Ac18
2,00
1,00
nov.-07
juin-08
déc.-08
juil.-09
janv.-10
août-10
févr.-11
Go to Customer Elasticity
What it does:
provide visibility and insights
on evolutions to identify trends /
changes in dynamics or
correlations & opportunities &
threats that they represent
sept.-11
Tme Series (Weeks)
Corrective actions it may lead to:
Improved / more rational pricing onbjectives.
Industry pricing actions to influence pricing dynamics
Price structure revbalancing
The stakes:
Together with other aspect of transactional analyses, typically results in bottom line improvement of up 4
% of sales in the first year
Page 6

7. Tool 6: Dynamic evolutions & elasticity
(Illustrative)
All
Selected
Selected
Selected
Change in Price (%)
Selected
14
Map Options
Selected
FULL
SCREEN
MAP
Dynamic Evolution Map - Y: Net Price , X: Volume (Units)
Pricing
12
10
Selected
Selected
8
Selected
Selected
6
Selected
Selected
Manual & Auto Zoom
4
Selected
Selected
2
0
Y MIN
Detected
X MAX
Detected
X MIN
Manual Y MAX
-1
3
B
Profile A
4
5
6
Manual Y MIN
0% Speed
What it does:
200% Speed
1000%
5% Apply
provide visibility and control of
10000%
-90% Speed
actual dynamics & relationships
0% Apply
between 200% components &
price
100% X MAX
X MIN
performance
-90%
COGS (% Net
Sales)
Gross Profit (%
Net Sales)
Gross Sales
D&R & Other
Mktg. (% Gross
Sales)
1 708
-40,08%
56,70%
43,30%
1 513
-0,43%
Gross Profit (%
Net Sales)
D&R & Other Mktg. (% (% Net Sales Profit
COGS Gro
Gross
Gross Sales
54,25%
45,75%
Acct Mngr Name
(All)
44,20%
Customer Name
(All)
Fiscal Year
Corrective Change Type
actions Change Type of lead to:
it may
Analysis 2
of Analysis 1
Fiscal Month
Improved Pricing & client conditions policies.
Code
Industry Name
Earlier identificationCusto Revcompetitive threats & changes in industry dynamics
of
Region
Region Name
Segment
Targeted price adjustment based on expected impact
20
South
South
5_VL
10000%
-11% Apply
COGS (% Net
Sales)
D&R & Other Mktg. (% (% Net Sales) Profit (% Net Sales)
COGS Gro
Gross
Gross Sales
D&R & Other
Mktg. (% Gross
Sales)
Change in Volume (%)
Top Ten
DATA TABLE
AUTO
AXES
Profile B
Gross Sales
a
a
a
a
a
a
a
2
Auto Graph Nº
a
1
A
Manual Graph Nº
a
a
a
a
a
0
ADJUST AXES
What it is:
Dynamic Evolution Map
Analysis of evolution of Price
Y: Net Price
Dynamic Evolution
- Y: Net Price , X:
(and – orMapD&R)Volume (Units) how they
and
X: Volume (Units)
Impact Volumes or Margins.
Bubbles: Gross Profit
30
May be used for a single
product or a group of products,
Apply Zoom
globally 10000% client segments /
or by
Y MAX
100% Speed
Detected
11% Apply
channel, or by account manager.
Detected
-2
USUAL
SCREEN
The stakes:
15
North North
5_VL
1 241
-41,13%
55,04%
44,96%
1 102
-0,34%
55,80%
19
4_L
1 808
-44,50%
57,28%
KeySouth South price adjustments & improved 42,72% 1realization56,90%
to finer
price 580 -0,52%
2010
(All)
(All)
(All)
43,10%
Market Name
(All)
18
South
South
3_M
6 956
-46,67%
55,16%
44,84%
6 596
-2,57%
56,50%
43,50%
Market Segment Name
(All)
14
North
North
4_L
2 204
-48,10%
57,27%
42,73%
1 992
-0,75%
58,24%
41,76%
Customer Breath Name
(All)
17
South
South
2_S
7 717
-49,86%
53,82%
46,18%
7 260
-2,98%
53,93%
46,07%
Custo Rev Segment Name
(All)
Page 7

8. Client Value
Logic / Approach
– “Rational”
• Financial Value Measurement (FVM) /
Expected value in use (EVIU)
• Cost to customer without product minus
cost to customer with product
– “Emotional”
• Price elasticity
• Perceived value of ‘qualitative’ attributes
Analysis / Tools
FVM/EVIU
Simulation of client
level impact
Transactional analysis
/ observed elasticities
Discount / Rebates
elasticities
Win / Loss analyses
Key Buying Factors
Choice based conjoint/
Perceived price/value

9. Tool 7: Economic Value to Clients
(Illustrative)
Total
Value
€2029 !
Total
Benefit
What it is:
Objective evaluation of
economic value to client of our
offering versus next best
competitive alternative.
Developed by target segment
and or for individual clients.
Can be adapted to supply an
interactive sales support tool
€ 123
€ 2 260
€ 2 137
€ 3 00
€ 2 00
Increased Longer Life
Efficiency
Incr
Maint
Cost
Total
Costs
€ 5 00
Conversion
Costs
Total
Prem.
€1760
€369 Best
Alternative
What it does:
Analyses & visualizes the
Value of our offering
Actions it may lead to:
Development of targeted offers (focusing on attributes that create value for clients)
Can provide a very effective support tool for Sales force
Targeted communication & marketing
The stakes:
In period of High pricing turbulence (such as now), typically results in bottom line improvement of up to 4
% through better ability to communicate value to clients
If used in the context pf a new product launch (or revamp), it often results in bottom line improvement of
10% or more through value based pricing
Page 9

10. Tool 8: Segmented Competitive Value Maps
Segmented Customer Value Map
Competitive Value Maps
(Segment X, Market B, 2008)
Relative Price
Value
Disadvantaged
What it is:
Analysis & mapping of competitive.
Prices
Value (perceived or measured)
May be used for a single product or a group of
Dell
products, globally or by client segments /
Compaq/HP
channel.
1.50
Competitor 4
Competitor 1
0.50
Competitor 3
1.00
Competitor 2
Value
Advantaged
1.50
Clone
Toshiba
What
Fair Value Line
it does:
provide visibility and control of Value & Price
positioning of Products by segment.
Helps define effective Value / Pricing
segmentationtegic
0.50
Relative Value (Perceived /measured)
Relative Perceived Value
Corrective actions it may lead to:
Price adjustments.
Improved proved targeting of Price & Value proposition &segmentation
Support to Sales force in Value Selling
The stakes:
Varies considerably. Repositioning/ Retargeting of Value Proposition may often result in double digit price
increases or Volume increases
Page 10

11. Tool 9: CBC / Perception Analysis
(Illustrative)
What it is:
T he most effective methodology
for measuring ‘Qualitative’ Value
perception & willingness to pay &
developing Price response /
elasticity models
Attributes elasticity not limited to
price but can include other key
factors affecting WTP
Actions it may lead to:
More accurate & effective price & value positioning.
Identification & improvement of other levers that influence clients decisions
Improved competitive tactics & positioning
What it does:
Identifies & quantifies key
decision drivers
Model the impact of changes in
price or performance on key
‘attributes’
The stakes:
Performant approach to price optimization in many markets / industries.Typically results in bottom line
improvement of up to 10 %
Page 11

12. Tool 10: Win / Loss Analysis
(Illustrative)
What it is:
Systematic & regular evaluation
of reasons of Wins & losses (or
significant changes in Share of
Accounts at clients).
Criteria will include our &
competitive prices but also
conditions & buyer profile to
identify drivers
What it does:
Help identify & quantify key
decision drivers
Helps optimize price positioning
Actions it may lead to:
More accurate & effective price positioning.
Identification & improvement of other levers that influence clients decisions
Improved competitive tactics & positioning
The stakes:
Performant approach to price optimization in deal driven B2B environment.Typically results in bottom line
improvement of up to 4 %
Page 12

13. Tool 11: Price Points Analysis
(Illustrative)
Product price occurence
(in comparable sales situation)
What it is:
Identification of Psychological
price points from a customers’
perspective & their impact on
demand
Criteria will include our &
competitive prices but also
conditions & buyer profile to
identify impact
9
8
7
6
5
4
3
2
1
0
80
85
90
95
100
105
110
115
Occurrences
Actions it may lead to:
More accurate & effective price points positioning.
Improve price alignments along the product range & vis a vis competition
Improved competitive tactics & positioning
What it does:
Identification & measurement of
price points
Estimated impact of potential
price realignments / price points
optimization
The stakes:
Performant approach to price optimization impulse / image driven product ranges or industries with high
pricing rivalry
Page 13

14. Marketing & Sales Support Tools
Key Tools
 Share & competitive
performance monitoring
 Peer Pricing & Value selling
support
 Portfolio analyses
 Analyses of performance on
key Value attributes
 Campaign effectivenes
measurement & modeling
 Competitive & Pricing
Intelligence tools
Tools to help support Strategic Marketing
& Sales with a value focus & Marketing
effectiveness improvements
14

15. Tool 13: Portfolio Pricing Dashboard
AM: John Smith –
Client Portfolio
Client
Client
Rev.
(YTD)
Client Vol. Disc.
Growth Margin Band Vol.
(%)
(YTD) (Ann.) Band
ABC
1.2M€
6%
ACB
8.1M€
32% 28% XL1
XL1
BAC
0.2M€
1%
29% M1
BCA
3.2M€
-12%
21% L2
Total
3.2M€
-2%
29%
31% L1
Control 2
Net Price Check
Control 1
Volume Band
Except. Curr.
(N/Y & Disc
Auth) (%)
L2
Disc.
Ok’d
(%)
Renego.
(previous)
(Illustrative)
Client Conditions
Monthly Monitoring
Report
Renego.
(next)
Incentive
Score
(Sales Rep)
14%
14%
09/07
09/08
25
17%
18%
02/07
02/08
75
M2
18%
11%
06/07
06/08
1
L2
25%
18%
08/07
01/08
-20
17%
18%
On Time
354
YTL
6
Monitoring 5
Calculation of
Salesman’s incentive
Previous.
year
Control 3
Exception Handling
Monitoring 4
Renegociations
What it is:
Systematic & regular
Dashboard providing
indication of performance &
guidance on Client portfolio.
Criteria used may vary by
sector and based on
strategic priorities
What it does:
Monitoring tool
Support to sales force in
execution of Pricing strategy
Actions it may lead to:
Better targeting of pricing actions by sales force.
Identification of Price increase opportunities or imminent price threats
Improved monitoring of portfolio performance
The stakes:
Higher effectiveness in Pricing execution. Typically results in bottom line improvement of up to 2%
Page 15

16. Tool 14: Peer Pricing (Illustrative)
What it is:
Support to sales force by
providing contextual information
on similar offers (price
conditions, features & outcome).
Key is identification of
comparable deals & collection of
relevant information
What it does:
provide visibility on what is
feasible / reasonable
Provides reassurance & peer
pressure to perform
Actions it may lead to:
More effective pricing by sales force (better margins).
Stronger emulation amongst sales force
Elimination of ‘way over-/under- priced offers’
The stakes:
Similar to Win/Loss - approach to price optimization in deal driven B2B environment. Typically results in
bottom line improvement of up to 4 %
Page 16

17. Tool 15: Portfolio Analysis / Price Structure Mapping
(Illustrative)
Segmented Price Structure Maps
(Segment X, Market B, 2008)
Full Price / Ha (€)
Product4
Product 3
Product 3
Product 2
What it is:
Analysis & mapping of segmented Product
range.
Prices
Product performance
May be used for a group of products, globally or
by client segments / channel.
What it does:
provide visibility and control of coherence of
product Price & Performance positioning.
Can be used competitively to identify
competitive opportunities / threats
Product Performance (Protection index)
Corrective actions it may lead to:
Price adjustments.
Improved proved positioning of Products
Rationalization of product range
The stakes:
Depending on initial state 1 to 3 % improvement in average realized price
Page 17

18. Tool 16: Rating Performance / Value Curves
Competitors Value Graphs
9,0
8,0
7,0
6,0
ACME
5,0
Comp 1
4,0
Comp 2
3,0
What it is:
Analysis & mapping of competitive.
Value performance
Performance on attributes
May be used for a single product or a group of
products, globally or by client segments /
channel.
2,0
1,0
0,0
Weight
56
1
1
10
13
19
Ship
Complete
Defects
Range
Service
Shipment
Date
Price
What it does:
provide visibility and control of Value positionin
of Products by segment.
Identifies key attributes by segment
Helps define effective Value segmentation
Region: Central
Segment: Price Driven
Corrective actions it may lead to:
Value proposition adjustments
Improved targeting of Price & Value proposition &segmentation
Support to Marketing force in product development / Product attributes
The stakes:
Varies considerably. Repositioning/ Retargeting of Value Proposition may often result in double digit price
increases or Volume increases

19. Market Name
Industry Name
Custo Rev Segment Name
Product Family Code
Product Grp Code
Prod Rev Segment Name
Pricing
(All)
(All)
(All)
(All)
(All)
(All)
Normal Screen
Full Screen
Tool 17: Promotional Performance analysis (Illustrative)
Column Labels
Avg (x)
Price change (y) vs Volume Change Price
(2008-2009 -
Avg Price
2009 2008
2009
Rev 2009 Prod Hier
by Product )
#VALUE! #VALUE! Gross Rev
Product Code
1 695
2,63
2,63
4 181 Ac1
1 572
34,10
34,14
44 413 Ac13
1 170
39,45
39,42
57 360 Ac15
1 363
42,16
42,17
56 952 Ac16
1 460
44,70
44,66
53 414 Ac17
1 331
47,18
47,31
73 339 Ac18
1 534
50,00
49,85
66 983 Ac19
1 408
5,24
5,26
7 604 Ac2
1 248
55,33
55,24
74 468 Ac21
Ac18
1 479
60,46
60,42
84 845 Ac23
1 375
63,08
62,90
88 276 Ac24
1 416 Ac15 70,99
70,84
108 300 Ac27
20%
30%
40%
1 406
78,91
78,88
119 755 Ac30
1 181
81,35
81,36
120 448 Ac31
1 375
84,15
84,17
119 143 Ac32
1 652
87,07
86,69
100 272 Ac33
1 547
89,32
89,10
119 633 Ac34
1 332
92,10
91,75
127 072 Ac35
1 312
94,75
94,53
125 885 Ac36
1 499
97,37
97,11
135 000 Ac37
1 256
99,62
100,07
124 493 Ac38
1 472
102,62
102,63
149 513 Ac39
Discount Offeredc (% List price)
2011 – Promotional Performance analysis
Row Labels
Ac1
Ac1
Ac1
Ac1
Ac1
Ac1
Ac1
Ac2
Ac2
Ac2
Ac2
Ac2
-40%
-30%
Ac3
Ac3
Ac3
Ac3
Ac3
Ac3
Ac3
Ac3
Ac3
Ac3
--
-20%
Product Code
Vol
Ac1
Ac13 1%
Ac15
Ac16
Ac17
Ac18
Ac19 1%
Ac2
Ac2
Ac21
Ac23 Ac1
Ac13
Ac24
Ac16
0%
Ac27
-10%
0%
10%
Ac30
Ac31
Ac19
Ac32
Ac33-1%
Ac34
Ac35
Ac36
Ac37
Ac38-1%
Ac39
++
Vol Gr
-6%
-17%
24%
-1%
-18%
16%
-12%
3%
8%
-5%
2%
8%
8%
25%
3%
-30%
-13%
4%
2%
-7%
-1%
-1%
Apparent
elast
Pr Gr
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
43,02
159,98
342,24
159,69
-226,76
-62,23
-42,85
-8,74
48,24
-66,91
7,52
36,16
207,86
-1861,22
-216,68
-68,35
-53,16
10,27
6,56
-27,14
2,07
79,69
Go to Financia
Go to Product
Go to Price Ev
What it is:
Analysis or profit & volume to SKU Ela
Go
impact of promotions.
can be used any type ofGo to Product E
promotional / sales animation
action to evaluate ROI ofGo to Customer
action.
What it does:
provide visibility and control of
actual performance of action,
including stock effects &
cannibalization, to provide
improved vision of actual &
relative performance
Sales Impact (% LT Lift)
Corrective actions it may lead to:
Re-adust marketing budget to support most effective actions.
Best practice transfer (Test, Learn & generalize)
Improved targeting of promotions
The stakes:
20 to 40% improvement in Marketing ROI
Page 19

20. Tool 18: Benchmarking &
Competitive Intelligence
Category xxx - Average Daily Rate Comparison
(as function of rental duration)
90
80
Avis
70
Hertz
60
Europcar
50
What it is:
Systematic & regular
monitoring & benchmarking of
competitors ‘Sell-In’ & ‘Sell-out’
prices at relevant levels
Key ingredient of Pricing
Intelligence
Easy Rentacar
40
ADA
30
eSixt
20
Budget
10
What it does:
provide ability to react faster &
smarter to competitive price
movements
RentaCar
0
1
3
5
7
9
11
13
15
Corrective actions it may lead to:
Better anticipation / faster reaction to changes in competitive prices
Identification of Price increase opportunities or imminent price threats
Stronger sales pitch
The stakes:
In period of High pricing turbulence (such as now), typically results in bottom line improvement of up to 2
% through better anticipation of - / faster reaction to - price movements
Page 20

21. Tool 19: Pricing BSC & Dashboards
(Illustrative)
What it is:
Balanced scorecard – used to
monitor globally performance &
development of pricing strategy.
Criteria used may vary by
sector and level of analysis
What it does:
provide visibility & control of
implementation of Pricing
strategy
Corrective actions it may lead to:
Better anticipation / faster reaction to changes in Industry Pricing Dynamics.
Better & balanced monitoring & control of performance, faster ability to react
Improved ability to manage change & performance improvement over the longer term
The stakes:
Strong monitoring of Price Strategy performance & change management at any level – key driver to
Global performance
Page 21

22. Tool 20: Pricing Diagnostic & Roadmap
(Illustrative)
What it is:
Diagnostic– evaluates current
level of performance vs Best
practices on all aspects of
Pricing management.
Roadmap : identifies key levers
for improvement of pricing
performance improvement &
provides concrete
recommendations & actions
plans to follow to get there
What it does:
Key tool to support sustainable
performance improvement
Corrective actions it may lead to:
Clarifies where we are and where we need to go.
Aligns & organizes the company around the required change management effort to achieve improvement
Helps prioritize & organize action for optimal effectiveness
The stakes:
Best approach to achievable sustainable’ performance improvement
Page 22

23. Tool 21: Pricing Proccess RACI (Illustrative)
What it is:
Defines & organizes participant
roles & responsibilities in all
pricing processes.
Defines calendar & organizes
to ensure effective collaboration
& consensus building
What it does:
provide visibility, coordination
& control of all key pricing
processes
Corrective actions it may lead to:
Improved coordination of stakeholders.
Conflict reduction, improved consensus building
Improved prioritization / more rational arbitrage between alternative plans
The stakes:
Effective management of Pricing & Value across the company
Page 23

24. Tool 22: Pricing Thought Process
(Illustrative)
What it is:
A ‘qualitative’ process to
support more rational / effective
Pricing decision making – when
data availability is insufficient.
A tool to capitalize on
managers collective expertise to
improve decisions & develop
consensus
What it does:
Provide a strong logical
framework to help focus
discussion, rationalize them &
facilitate consensus
Corrective actions it may lead to:
Better Decision making.
Improved consistency across divisions and time
Improved consensus
Development of Pricing & Value culture
The stakes:
Improved Pricing management & consensus
Page 24

25. Tool 23: Pricing Alignment
Category xxx – 1 Day Rental package comparison
(as function of Km driven)
300
100
70
250
60
90
200
150
200
100
85
90
150
300
130
110
90
150
400
160
135
110
150
500
190
160
130
150
600
220
185
150
150
700
250
210
170
150
150
800
280
235
190
150
Variable
Short Trip
What it is:
Visualization of positioning &
attractiveness if alternative
packages as a function of nt
usage
Key ingredient of Pricing
coherence management
Long Trip
100
Illimité
50
0
0
100
200
300
400
500
600
700
What it does:
provide ability to improve
pricing coherence & better
position offers to meet client
usage characteristics
800
Corrective actions it may lead to:
Better positioning of packages & prices
Identification of Price increase opportunities
Stronger sales pitch better fit to needs
The stakes:
In segmented markets – with high price visibility, typically results in volume increases improvement of up
to 10 % through better fit of offer to needs
Page 25

26. Tool 24: Industry Pricing Dynamics Assessment
(Illustrative)
What it is:
Systematic & regular
assessment of Industry pricing
Dynamics.
Criteria used may vary by
sector and for Commodities vs
specialty
What it does:
provide visibility and
anticipation of industry level
pricing movements
Corrective actions it may lead to:
Better anticipation / faster reaction to changes in Industry Pricing Dynamics.
Identification of Price increase opportunities or imminent price threats
Improved monitoring of industry level indicators
The stakes:
In period of High pricing turbulence (such as now), typically results in bottom line improvement of up to 4
% through better anticipation of price movements
Page 26

27. Tool 25: Pricing Simulator (Illustrative)
What it is:
Systematic & regular
assessment of Industry pricing
Dynamics.
Criteria used may vary by
sector and for Commodities vs
specialty
What it does:
provide visibility and
anticipation of industry level
pricing movements
Corrective actions it may lead to:
Better anticipation / faster reaction to changes in Industry Pricing Dynamics.
Identification of Price increase opportunities or imminent price threats
Improved monitoring of industry level indicators
The stakes:
In period of High pricing turbulence (such as now), typically results in bottom line improvement of up to 4
% through better anticipation of price movements
Page 27

28. Tool 26: Portfolio Pricing Simulator (Illustrative)
Product Selection for analysis
FULL
SCREEN
USUAL
SCREEN
Check / Uncheck All
Accuspray
Hypak Components
SCF
Hypak Bulk Barrels
Hypak Componets
Bulk
Hypak SCF Barrels
Hypak Plunger Rods
Hypoint Needles
Monovial
Preventis
Readifill Barrel
Rdf Components
Rdf Olunger Rods
Uniject
Sterifill Barrels
Sterifill Components
Accuspray barrel
Hyp BSCF/BCF Stopper
Hyp NSCF/NCF Stopper
Hyp TSCF/TCF Stopper
Hypak Comp SCF Other
Hyp Bulk Barrel Luer
Hyp Bulk Barrels Ndl
Hyp Bulk Ndl Shield
Hyp Bulk Plast Comps
Hyp Bulk PRTC
Hyp Bulk RNS
Hyp Bulk Stp/Byp Stp
Hyp Bulk Tip Caps
Hyp SCF Barrel Luer
Hyp SCF Barrel Ndl
Hyp SCF Barrel Ndl Physiolis
Hypak Plunger Rods
Hypoint Needles
Monovial Stopper
Monovial Vials
TS Needle Guard
Preventis
Preventis Other
Rdf Bulk Stopper
Rdf RTS Barrels Luer
Rdf RTS Barrels Ndl
Rdf RTS Stopper
Rdf SCF Barrel Luer
Rdf SCF Barrels Ndl
Rdf Comp Others
Rdf Plunger Rods
Reservoir
S-fill SCF Brrl Luer
Sterifill Plungr Rod
Sterifill Stppr
Run Impact
Analysis
Go to Impact
Analysis
Go to Product
Synthesis
Go to Product
Hypotheses
Go to Prodiuct
Client Detail
What it is:
Decision support tools to
simulate / optimize pricing
across a porfolio of Products or
countries, taking into
consideration elasticities, price
corridors & potential competition
between ranges
Go to Impact
Menu
Go to Main
Menu
What it does:
Optimization & coordination of
pricing across the portfolio
Corrective actions it may lead to:
Implementation of price corridors.
Differentiating offers to better serve different markets / optimoize value capture
Targeted Price increases / decreases
The stakes:
In period of High pricing turbulence (such as now), typically results in bottom line improvement of up to 4
% through better optimization & coordination of prices
Page 28

29. Tool 27: Retail Network Pricing Simulator (Illustrative)
Teboil
TypFuel
98E
Date
Brand: Teboil Fuel: 98E - ROS vs Share of Choice, by
station
(bubble size proportional to revenues)
04/01/2010
12%
10%
ROS %
Optimization Parameters Optimization Performance
Criteria
ROS
SoC
Weight Constr. (>)
ROS % SoC %
0,10%
Optim.
6 397 €
2,4%
31,9%
50%
18,00%
Initial
4 509 €
2,3%
28%
Station level Data
Optimize MultiStations pricing
Gross
Row Labels Nb Comp
Prev Prc ev Prev Marg
R
VarCost / Ltr Profit Min Pr MaxPr Price
Gr
Profit
Aura
3 ##### 6 682 €
388 € 1,542 €
94 € 1,605 € 1,739 € 1,661 €
118 €
8%
Espoo
6 ##### 37 978 € 2 654 € 1,462 € 1 320 € 1,538 € 1,666 € 1,551 €
1 494 €
Hämeenkyrö
3 ##### 6 434 €
455 € 1,471 €
147 € 1,540 € 1,668 € 1,579 €
151 €
Hämeenlinna
6 ##### 2 772 €
271 € 1,465 €
-37 € 1,535 € 1,663 € 1,543 €
340 €
6%
Heinola
3 ##### 3 233 €
229 € 1,516 €
-22 € 1,569 € 1,700 € 1,602 €
27 €
Helsinki
6 ##### 11 852 €
924 € 1,475 €
-1 € 1,532 € 1,660 € 1,543 €
723 €
Huittinen
2 ##### 5 972 €
426 € 1,448 €
143 € 1,584 € 1,629 € 1,584 €
144 €
4%
Hyvinkää
3 ##### 11 792 €
767 € 1,412 €
397 € 1,491 € 1,616 € 1,544 €
491 €
Kärsämäki
Ilomantsi
3 ##### 5 897 €
414
172
1,581 € 1,713
Kokkola € 1,512 € Espoo € Janakkala Ilomantsi€ 1,626 € Hyvinkää €
Huittinen 170
Heinola
Jämsä
2 ##### 5 095 €
330 € 1,509 €
91 € 1,564 € 1,694 € 1,628 €
95 €
Kauniainen
HämeenkyröAura
Kiiminki
Jämsä
Kaustinen
2%
Helsinki
Juva
Janakkala
4 ##### 6 578 €
548 € 1,478 €
205 € Kaavi € 1,681 € 1,594 €
1,552
205 €
Juva
3 ##### 3 472 € Kerimäki€ 1,493 €
274
54 € 1,547 € 1,676 € 1,591 €
91 €
Kaavi 0%
4 ##### 5 179 €
401 € 1,506 €
101 € 1,579 € 1,710 € 1,612 €
117 €
SoC % €
Kankaanpää
2
334 € 1,518 €
110 € 40% € 1,70450% 1,639 €
1,573
€
113
0%
10%##### 4 914 €
20%
30%
60%
Kärsämäki
4 ##### 1 722 €
149 € 1,463 €
75 € 1,535 € 1,663 € 1,545 €
134 €
Kauniainen
2 ##### 3 636 €
304 € 1,481 €
91 € 1,538 € 1,666 € 1,592 €
107 €
-2%
Kaustinen
4 ##### 4 202 €
413 € 1,494 €
101 € 1,571 € 1,702 € 1,610 €
124 €
Kempele
2 ##### 5 526 €
385 € 1,517 €
139 € 1,573 € 1,704 € 1,639 €
144 €
Kerimäki
3 ##### 1 678 €
154 € 1,519 €
4 € 1,571 € 1,702 € 1,636 €
29 €
-4%
Kiiminki
2 ##### 1 590 €
286 € 0,546 €
35 € 0,639 € 0,692 € 0,666 €
33 €
Kokkola
5 ##### 12 538 €
979 € 1,487 €
388 € 1,561 € 1,691 € 1,626 €
307 €
Profit
50%
Station
Aura
Espoo
Hämeenkyrö
Hämeenlinna
Heinola
Helsinki
Huittinen
Hyvinkää
Ilomantsi
Jämsä
Janakkala
Juva
Kaavi
Kankaanpää
Kärsämäki
Kauniainen
Kaustinen
Kempele
Kerimäki
Kiiminki
Kokkola
Price
1,661 €
1,551 €
1,579 €
1,543 €
1,602 €
1,543 €
1,584 €
1,544 €
1,626 €
1,628 €
1,594 €
1,591 €
1,612 €
1,639 €
1,545 €
1,592 €
1,610 €
1,639 €
1,636 €
0,666 €
1,626 €
Mod
Revenue
5 743 €
49 623 €
6 719 €
12 690 €
5 196 €
37 160 €
4 982 €
10 063 €
5 883 €
4 571 €
7 532 €
5 045 €
6 316 €
4 560 €
3 919 €
4 591 €
6 056 €
5 239 €
2 495 €
1 584 €
10 536 €
SoC
Gross
Profit
ROS %
46,0%
28,5%
39,6%
24,5%
30,0%
21,0%
51,6%
54,2%
42,5%
46,7%
36,8%
36,8%
36,2%
50,5%
25,7%
45,1%
35,3%
51,3%
19,6%
44,7%
17,7%
What it is:
Systematic Daily price
Station Profile Database
Quality optimization in highly price
competitive environments
Station Level Price Impact
Can be used to optimize
Price Share
Station Level Optimization in a network, taking inti
pricing
Station Level Decision
consideration local competition &
Network demand
Optimization
Competitive Pricing DB
2,1%
3,0%
2,2%
2,7%
0,5%
1,9%
2,9%
4,9%
2,9%
2,1%
2,7%
1,8%
1,9%
2,5%
3,4%
2,3%
2,1%
2,7%
1,2%
2,1%
2,9%
118 €
1 494 €
151 €
340 €
27 €
723 €
144 €
491 €
170 €
95 €
205 €
91 €
117 €
113 €
134 €
107 €
124 €
144 €
29 €
33 €
307 €
Navigation
Brand
What it does:
Simulates / optimizes pricing
based on specific competitive
conditions & capitalizing on
historically measured elasticities
-6%
Corrective actions it may lead to:
Improved daily pricing to support overall marketing strategy & objectives
Faster reaction / anticipation of competitive moves
The stakes:
1 to 3% improvement in pricing realization… may be key in markets subject to very intense price
competition
Page 29

30. Tool 28: D & R Savings model (Illustrative)
What it is:
Interactive simulation of
potential impact of changes in
D&R policies
Who is affected?
How much?
Potential impact on
 demand & volumes.
Support to sales force in
explaining / implementing price
changes on their portfolio
What it does:
provide visibility and
anticipation of industry level
pricing movements
Corrective actions it may lead to:
Better planning / evaluation & selection of D&R changes.
Improved & faster implementation
Improved fairness
The stakes:
40 to 8 month delay in Implementation
20 to 60% fewer ‘exceptions’
Page 30

31. Tool 29: Segmentation & Clustering
90 000 000
80 000 000
70 000 000
60 000 000
50 000 000
Comp2
40 000 000
Comp1
30 000 000
What it is:
Segmentation of Clients / Consumers,
based on.
Attributes sought
Potential & willingness to pay
May be used for a single product or a
group of products, globally or by channel.
ACME
20 000 000
10 000 000
0
Value
Driven
Price
Driven
Delivery
Driven
Service
driven
Speed
Driven
Quality
driven
1
2
3
4
5
What it does:
Helps define effective Value / Pricing
segmentation
Help visualize weights / stakes &
priorities by segment.
6
Actions it may lead to:
Development of targeted offers.
Support to targeting by sales force
Targeted communication & marketing
The stakes:
Varies considerably. Segmentation & adaptation of Value Propositions may often result in double digit
price increases or Volume increases

32. Tool 30: Statistics & Regression Tools (Illustrative)
What it is:
Statistical tools to support in
depth analysis & modeling of
Pricing & Value
Clustering
CBC / Discrete choice
Logit Regressions
..
What it does:
Enables true insights &
sophisticated modeling
Corrective actions it may lead to:
Understanding causalities / Identififying trends
Ability to model / predict
Continous improvement based on historical data
The stakes:
Insights / price response modeling is at the root of Price optimization
Page 32

33. Tool 31: Flexible P&L Reporting (Illustrative)
Go to Financial
Pricing
Month
Region Code
Market Name
Industry Name
Custo Rev Segment Name
Product Family Code
Product Grp Code
(All)
(All)
(All)
(All)
(All)
(All)
(All)
Go to Product
Normal
Go to Price
Full Screen
Go to SKU
Go to Product
Go to Customer
2007
2008
2009
2010 % Gr (10/09)
Theoretical Revenues 1)
Unexplained Discount
94 832 963
-2 986 736
92 711 698 117 583 738 113 518 393
-2 790 767 -2 990 030 -2 789 994
-3,5%
-6,7%
Gross Sales
91 846 227
89 920 931 114 593 708 110 728 399
-3,4%
Total Discounts
Invoice Revenues
-13 692 016
78 154 211
-12 291 691 -17 870 605 -15 830 026
77 629 239 96 723 104 94 898 374
-11,4%
-1,9%
Total Rebates & freebees
Net Revenues
-10 396 467
67 757 744
-10 114 566 -13 041 436 -12 537 011
67 514 674 83 681 667 82 361 362
-3,9%
-1,6%
COGS
Total Client & Mktg costs
Other Logistical Costs
Net Margin
Net Margin %
D&R as Pct of Theo Sales
-37 778 327
-21 873 956
-38 043 193 -45 991 374 -45 737 252
-22 296 836 -27 826 188 -28 026 613
-0,6%
0,7%
-13 768 496
-15%
29%
-15 122 192 -17 962 084 -19 429 116
-17%
-16%
-18%
27%
29%
27%
8,2%
11,9%
-4,8%
What it is:
Regular reports ensuring
coherence with Finance &
enabling insights on impact of
pricing on overall financial
performance
Ability to zoom or group flexibly
by product / segment / regions
What it does:
provide visibility accountability
for Pricing performance
Provides early warning of
threats & improved visibility for
opportunities
Corrective actions it may lead to:
Better anticipation / faster reaction to changes.
Identification of Price increase opportunities or imminent price threats
Improved monitoring & control of performance
The stakes:
Improved control & faster reaction
Page 33

34. Tool 32: Pricing Traffic Lights (Illustrative)
Pricing
Performance Touring Handling AS
Price
Change
PRODUCT LEVEL PRICING TRAFFIC LIGHTS
BR ID GE S T ON E
BR ID GE S T ON E P OT E N ZA R E 92A AS
215/45R18 BW W BRIDGESTONE POTENZA RE92A AS
#E440
BR ID GE S T ON E T U R AN ZA E L400-02
215/45R17 BW Z BRIDGESTONE TURANZA EL400-02
#E402
215/45R17 BW Z BRIDGESTONE TURANZA EL400-02
#E329
P215/45R17 BW W BRIDGESTONE TURANZA EL400-02
#G432
BR ID GE S T ON E T U R AN ZA E L42
P235/45R17 BW W BRIDGESTONE TURANZA EL42
#C193
P235/50R18 BW V BRIDGESTONE TURANZA EL42
#E445
P235/60R18 BW H BRIDGESTONE TURANZA EL42
#C010
P245/45R19 BW V BRIDGESTONE TURANZA EL42
#G447
BR ID GE S T ON E T U R AN ZA E L42 R FT
205/55R16 BW H BRIDGESTONE TURANZA EL42 RFT
#7334
225/45R17 BW H BRIDGESTONE TURANZA EL42 RFT
#E446
225/45R17 BW H BRIDGESTONE TURANZA EL42 RFT
#7335
225/45R17 BW H BRIDGESTONE TURANZA EL42 RFT
#E330
BR ID GE S T ON E T U R AN ZA E R 30
205/45R16 BW W BRIDGESTONE TURANZA ER30
#7271
225/45R17 BW W BRIDGESTONE TURANZA ER30
#7272
225/50R16 BW W BRIDGESTONE TURANZA ER30
#7270
245/50R18 BW W BRIDGESTONE TURANZA ER30
#7273
255/50R19 BW W BRIDGESTONE TURANZA ER30
#7275
255/55R18 BW W BRIDGESTONE TURANZA ER30
#C195
255/55R18XL BW Y BRIDGESTONE TURANZA ER30
#7269
285/45R19 BW W BRIDGESTONE TURANZA ER30
#7274
BR ID GE S T ON E T U R AN ZA E R 300
235/55R17 BW W BRIDGESTONE TURANZA ER300
BR ID GE S T ON E T U R AN ZA E R 33
#F355
Discount
Change
100
115
98
88
69
83
103
98
115
125
83
127
96
100
111
112
85
84
101
121
77
99
107
122
120
77
88
126
83
13%
14%
21%
27%
26%
23%
30%
41%
49%
58%
39%
32%
25%
21%
31%
42%
53%
29%
26%
37%
34%
42%
25%
20%
18%
19%
20%
23%
13%
Share
Growth
% Rel Share % Premium
vs Ref.
vs Ref.
Value
Win / Loss
Comp
Comp
Positioning Indicator
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
8%
8%
8%
8%
8%
8%
8%
8%
8%
8%
8%
10%
8%
8%
8%
8%
8%
8%
8%
8%
8%
8%
8%
8%
8%
8%
8%
8%
8%
9
9
9
9
9
8
8
7
9
7
7
7
9
7
9
9
8
7
7
8
9
7
8
7
8
9
7
9
7
13%
19%
22%
33%
48%
49%
24%
31%
29%
18%
15%
14%
18%
10%
7%
7%
4%
5%
6%
9%
7%
10%
14%
18%
23%
34%
20%
21%
16%
Elasticity
Measure
GM %
1,5
1,6
1,7
1,0
0,9
1,3
1,9
1,1
1,0
0,8
0,9
1,0
0,9
0,5
0,4
0,4
0,4
0,5
0,7
0,9
1,1
1,4
1,0
1,5
1,1
0,8
0,9
1,0
1,0
60%
58%
58%
58%
45%
37%
50%
58%
60%
60%
58%
59%
39%
37%
46%
51%
59%
59%
45%
43%
40%
37%
47%
59%
42%
37%
39%
58%
59%
94%
101%
89%
87%
85%
99%
84%
99%
102%
84%
95%
85%
101%
102%
100%
86%
98%
83%
98%
102%
101%
84%
93%
99%
99%
84%
100%
102%
101%
Action
Overall Required
Fullfilment
0,6
0,6
0,6
0,6
0,5
0,4
0,5
0,6
0,6
0,6
0,6
0,6
0,4
0,4
0,5
0,5
0,6
0,6
0,5
0,4
0,4
0,4
0,5
0,6
0,4
0,4
0,4
0,6
0,6
60%
58%
59%
60%
46%
38%
51%
57%
60%
58%
59%
60%
38%
37%
47%
51%
58%
58%
46%
44%
39%
37%
46%
60%
43%
37%
40%
59%
58%
X
Y
X
Y
Y
X
What it is:
Systematic & regular review of
pricing performance at detailed
with indicators / early warning
system to identify opportunities &
threats & know where
management attention should
focus.
What it does:
Saves management times by
providing key synthetic info &
warning systems
X
Y
Corrective actions it may lead to:
Better anticipation / faster reaction to opportunities & tgreats
Management attention better focused on real issues
Faster &eralier issue resolution
The stakes:
Agility & competitive leadership
Page 34

35. Tool 33: Pricing Objectives vs Realized(Illustrative)
Pricing
Normal
Full Screen
Objective vs. Realized Performance Rebate by Customer
Top Invoice Sales Objectives Year (All)
1692
1968
1695
1974
1727
1946
1946
2076
1819
1995
1700
2007
1711
2160
1968
1968
1916
1700
2009
1830
1960
1670
1671
1726
2047
Year
Acct Mgr
Region
Segt
Size Seg
Cust. Number
Objective
Realized
521650
0
555379
0
506527
0
526000
0
555376
0
521607
0
521607
0
553933
21000
520119
0
500730
0
521606
0
523324
0
555377
0
506610
0
506711
0
506711
0
507987
0
520133
23000
525928
30000
521633
0
525894
0
521651
0
520134
0
523335
0
520136
0
144864
136822
117699
109570
98046
97007
97007
109593
85737
85496
83158
76190
70765
66531
65709
65709
62994
83158
88030
56727
54548
53791 -20 000
53240
52366
51722
Objectives (RUB)
Cust. Name
(All) Objective vs. Realized
160 000
What it is:
Detailed monitoring & control
of performance vs objectives
Earlier identification &
resolution of potential issues /
slippages
140 000
120 000
Under
Objective
100 000
80 000
60 000
Over
Objective
40 000
20 000
0
0
20 000
40 000
60 000
80 000
100 000
120 000
-20 000
140 000
160 000
What it does:
provide visibility and
anticipation of evolving
performance & possible
corrective actions required
Realized (RUB)
2008
(All)
(All)
(All)
(All)
Corrective actions it may lead to:
Better anticipation / faster reaction to changes in performance
Performance measurement & incentives management
The stakes:
Key to achieving level 2 of performance
More proactive management of performance
Page 35

36. Tool 34: Financial Performance reporting (Illustrative)
Month
Region Code
Market Name
Industry Name
Custo Rev Segment Name
Product Family Code
Product Grp Code
Prod Rev Segment Name
Go to Financial Pivot
Go to Financial Pivot
(All)
(All)
(All)
(All)
(All)
(All)
(All)
(All)
Go to Product Pivot
Go to Product Pivot
Pricing
Normal Screen
Column Labels
Co3
-40%
Product Family Name
Vol
(2008-2009 - by
Access Control
Access Control
12%
Supplies
Access Control
10%
Access Control
Access Control
8%
Access Control
Access Control
6%
Access Control
Access Control
4%
Barriers
Barriers
Security / Protection2%
Barriers
0%
Barriers
-20%
0%
Barriers
-2%
Barriers
Barriers
-4%
Barriers
Barriers
Consulting / Advice -6%
Consulting / Advice
2009
Consulting / Advice -8%
Product )
20%
Full Screen
Go to SKU Elasticity
Go to SKU Elasticity
Go to Product Elasticity
Go to Product Elasticity
Price change (y) vs Volume Change (x)
Row Labels
Ac1
Ac2
Ac2
Ac3
Ac4
Ac5
Ac6
Ac7
Ac8
Ac9
Ba1
Ba2
Ba2
Ba3
Ba4
-60%
Ba5
Ba6
Ba7
Ba8
Ba9
Co1
Co2
Go to Price Evolution
Go to Price Evolution
40%
Go to Customer Elasticity
Go to Customer Elasticity
Apparent
Avg Price Avg Price
2008
2009
Rev 2009
Prod Hier
Vol Gr Pr Gr
elast
15 852
34,15
34,31
542 959 Access Control
0%
0%
0,37
15 563
59,34
59,18
945 212 Access Control
3%
0%
9,70
10
66,24
Supplies
15 425
83,30
82,10
1 253 386 Access Control
-1%
-1%
-0,72
7 005
91,72
92,00
578 539 Access Control
-10%
0%
32,75
1 518
13,17
13,14
15 395 Access Control
-23%
0%
-109,76
1 430
15,78
15,75
23 648 Access Control
5%
0%
24,92
1 337
18,37
18,42
23 146 Access Control
-6%
0%
22,33
1 371
21,00
20,96
32 079 Access Control
12%
0%
64,50
1 573
23,68
23,65
34 561 Access Control
-7%
0%
-47,18
144 443
3,60
3,68
517 506 Barriers
-3%
2%
1,25
145 489
6,05
6,12
879 665 Barriers
-1%
1%
1,11
171
7,16
Security / Protection
147 459
8,59
8,65
1 286 061 Barriers
1%
1%
-1,28
71 809
9,37
9,09
636 824 Barriers
-2%
-3%
-0,80
13 461
1,36
1,36
17 778 Barriers
-3%
0%
19,89
14 118
1,63
1,63
18 333 Barriers
-21%
1%
38,38
13 616
1,90
1,90
24 984 Barriers
-4%
0%
24,57
13 341
2,18
2,17
32 928 Barriers
14%
0%
35,46
11 783
2,44
2,44
32 647 Barriers
14%
0%
57,90
564 4359,80 4282,87
2 428 385 Consulting / Advice
1%
-2%
0,30
595 7624,84 7302,13
4 556 528 Consulting / Advice
5%
-4%
1,15
597
10555,82
10586,90
6 235 685 Consulting / Advice
-1%
0%
What it is:
Detailed monitoring & control
of financial performance &
impact of price changes
Earlier identification &
resolution of potential issues /
slippages
What it does:
provide visibility and
anticipation of impact of policy
changes & possible corrective
actions required
4,55
Corrective actions it may lead to:
Better monitoring / faster feedback to impact of new policies
Improved planning & faster readjustments when required
The stakes:
Key to achieving level 2 of performance
More proactive management of performance
Page 36

37. Tool 35: Pricing Corridors Management (Illustrative)
European Price Corridor Market AA (€/Litre)
50.00
Prod J
45.00
Prod I
Prod J
40.00
Prod I
Prod F
Sell-In Price
35.00
Prod D
30.00
Prod B
Prod A
25.00
Prod B
Prod C
Prod D
Prod C
Prod F
Prod E
Prod H
Prod G
Prod G
Prod H
Prod E
Haut corridor
Prod A
Prix Mini
Validés 2007
20.00
15.00
10.00
What it is:
Implementation of maximum
price differences to ensure
pricing coherence across
neighboring countries of client
segments
Prevention of parallel trade
5.00
0.00
0
2
4
6
8
10
12
Product Range
Corrective actions it may lead to:
Better coherence / fairness of pricing
Facilitates channel management
What it does:
provide visibility to relative
price levels to ensure coherence
& avoid risk of disruption to
distribution channels
The stakes:
Key to achieving level 2 of performance
More proactive management of performance
Page 37

38. Tool 36: Pricing Exceptions Management (Illustrative)
What it is:
Detailed monitoring & control
of ‘pricing exceptions’ granted &
of the fair process of exceptions
management
Improves pricing fairness &
coherence
Saves time in management of
exceptions
What it does:
provide visibility and
accountability for exceptions é
ensures that they are used
effectively
Corrective actions it may lead to:
Better / fairer / more effective management of prices & client conditions
Performance measurement & incentives management
The stakes:
Key to achieving level 2 of performance
More proactive management of performance
Page 38