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<td colspan="14" align="left" valign="top" bgcolor="#FFFFFF" ><h1>Stop Arguing About Training Pricing.</h1>
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<h2><span class="default">Finance wants to raise prices. Sales
wants to lower prices. Marketing wants to study prices. Year
in, year out, it’s the same acrimonious drill. And so
you painfully inch up the price of a day of instruction by
3%, arguing about whether it will help or hurt you. And, 12
months later, you’re still arguing – because you
still don’t know.</span></h2>
<p><span class="default">You can argue about picayune pricing
moves that accomplish little. Or you can use pricing to achieve
strategic priorities – to change the game.</span></p>
<p><span class="default">Want to build strategic relationships
with your clients? Don’t limit yourself to relationship
selling – consider going to relationship pricing. Rather
than selling a transaction at a time, move toward an ongoing
subscription or retainer model. Or, if you’re selling
courseware, consider a multi-year enterprise license pricing
approach.</span></p>
<p><span class="default">Looking to enter a new training market?
Well, why not give away selected products or services to get
your foot in the door – like training assessment and
planning services – or short courses clients can try
out during staff meetings. Or consider "category killer"
pricing – like the upstarts who barged into the public
seminar business by charging $95 for courses that had traditionally
commanded $995.</span></p>
<p><span class="default">Want to make an increasingly complicated
product and service family easier to sell? Well, consider
configuring and pricing your offerings as solutions, rather
than 1001 piece parts. Or put a price on learner job competencies
or certification paths.</span></p>
<p>In our experience, using pricing to achieve strategic initiatives
can result in revenue increases of 30% and more. Stay tuned
to future issues of Training Business E-Visory for further
particulars.</p>
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