Addressing complex product pricing, varying customer needs and values, and market share sets aftermarket service parts companies up for revenue growth
Managing revenue for aftermarket service parts companies is already a complex task due to several factors, including large portfolio of SKUs, varying product life cycles, identifying competition, identifying end-user prices across multiple channels, and sizing the market. During the pandemic, these companies were confronted with additional challenges such as supply and demand disruptions, intensified government regulations, and shifts in customer behaviors.
A company in the aftermarket service parts sector engaged Revenue Management Labs to develop a price strategy that would give them resilience in the face of volatility and rapid change while maintaining profitability.
Early on in the pandemic, the aftermarket service parts company faced pivotal decisions to ensure its success over the next 12-24 months. The service parts company was compelled to rethink their go-to-market strategy and seek innovative approaches to optimize and maximize operations, transforming challenging times into opportunities for evolution and growth.
The shift from working predominantly at the office to working at home impacted the aftermarket service parts company in several key areas. A dramatic drop in commuting decreased the demand for replacement parts associated with vehicle maintenance. Correspondingly, the demand for parts related to home appliances and other residential equipment increased. The precarity in the economic outlook also caused delays in new equipment purchases and non-critical repairs, impacting revenue streams. As service locations shut down, customers also shifted to Do-It-Yourself repairs and ordered more parts through online providers.
A pricing strategy helps the service part company navigate these critical issues and adapt to changing market dynamics
Adapts to the Marketing Conditions
Tailors Pricing to Customer Needs and Values
Guides Pricing Strategies to Drive Margin
To address the multifaceted challenges facing the service parts companies, the adoption of a value-based pricing strategy emerges as a strategic solution. Unlike traditional approaches, a value-based pricing strategy transcends a narrow focus on costs, offering a comprehensive framework that considers competition, market dynamics, margins, customer perceptions of value, and their willingness to pay. Key factors integral to the successful implementation of a value-based pricing strategy include:
Assessing the criticality of service parts in machinery operation is paramount. Customers, recognizing the importance of uninterrupted operations, are often willing to pay higher prices for high-quality parts that mitigate downtime and reduce labor costs during repairs.
Recognizing that customers are inclined to pay for enhanced features, service companies can identify these attributes through sentiment tracking, customer surveys, and sales interviews. Establishing clear feature-based pricing guidelines ensures that the full value of product attributes is captured.
Recognizing the varying levels of competition for different products is crucial. Pricing strategies should be tailored with a keen eye on the competitive landscape to prevent creating opportunities for rivals to seize market share. Strategic adjustments can be made based on the competitive intensity.
Implementing diverse pricing strategies at different stages of the product lifecycle is essential. The market size, competitive dynamics, and sales volume evolve throughout the product lifecycle, necessitating flexible pricing approaches.
As service parts companies aim to position themselves for growth, Revenue Management Labs emphasized the importance of understanding market dynamics at both the SKU level and in relation to customer segmentation. First, we conducted a thorough analysis to determine the market size at the SKU level, which involved assessing demand for specific service parts within the market and is the foundation for informed pricing decisions. Then, we segmented customers to account for varying price sensitivities and values. A one-size-fits-all pricing strategy for customers is ineffectual in the complex environment of aftermarket service parts companies.
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