you're reading...
Aftermarket, Manufacturing, Uncategorized

5 reasons OEMs often fail to leverage Spare Part Pricing

Expert Point of View :

Toussaint has extensive experience in the Aftermarket in Automotive and
Industrial Equipment, which he acquired both from the local field and from
responsibilities he held at Headquarter level.  He joined Accenture in 2011 and is European
Sales Director within Accenture Product Lifecycle Optimization, a Division of
Accenture dedicated towards Aftermarket Services Value Creation.  Marc
holds a Master in International Business from France and a Master of Business
Administration from the UK.
Marc will
lead the Spare Parts Pricing Master Class on 18th June 2013 in
Frankfurt and moderate the EPPAftermarket Forum on 19th and 20th June
automotive and industrial companies continue to look for efficient growth
opportunities in today’s business environment, strategic parts pricing holds
real potential for making a direct -and often significant- effect on operating
profit, with comparatively little capital investment or organisational turmoil.
So why do
OEMs so often fail to seize these opportunities to improve their efficiency?
Marc shares his and his team’s observations with us below :

Pricing teams lack manpower & resources

finished goods – few in numbers –  are often managed by a large team and
capture most of the company’s budget, we notice that the opposite is mostly
true for spare parts.  The parts pricing team is lean to manage thousands
of parts references. Consequently, most spare parts pricing organisations tend
to focus on the top 10% to 20% of their parts portfolio, for lack of time and
tools to manage large data.  This, more often than not, leads to
inconsistent pricing over the entire lifecycle of the product. With immediate
effect on profitability and brand image.

Limited and sometimes inaccurate benchmark information

mentioned that, for most manufacturers, the parts pricing team consists of a
handful of people busy setting and maintaining parts prices. In this context,
it is difficult for the same team to track competitor benchmark information
across their parts portfolio in a consistent and organised manner.  They
rely on sporadic feedback from their sales team, which can be subjectively
tainted. Some industries may be more structured and benchmark data can be
accessible more or less easily. Still, data needs cleansing and analysing
before it can support any decision making. Large data handling requires time,
effective tools and a consistent approach. What the teams often miss.

Company’s core infrastructure to inform and set parts prices is weak

Parts data
(technical, commercial, installed base…) sits all over the organisation in
spread-sheets or in various applications. The parts pricing team struggles
to access it, like anyone in the organization. The parts portfolio is not
always segmented or enriched in order to support parts pricing optimization
activities. It starts with data. And in aftermarket, we talk large data.

4) Fear
of losing market share, due to lack of understanding of value drivers per

For some
manufacturers, part price is seen as THE purchase criterion for a customer.
While, in reality, customers (particularly when in need of repair) do not take
price as the primary purchase criterion.  Response time,
part availability, repair turnaround time or overall service quality,
play a significant role in the decision to buy. This mind-set often prevents
manufacturers from challenging their parts pricing strategy from mere “cost
plus” to a more rational and value-driven approach. This often leads to a

5) Price
execution and Sales operations are often loosely controlled

We all want
to keep our customers happy. As a result, sales people may be tempted to treat
each deal uniquely and often succumb to significant “give-aways”
(rebates, terms of payment, delivery etc.) and exceptions, which directly
impact the P&L. This is often permitted by lack of governance and control
process to monitor deviations from list price. We notice that the lack of
coordination between the Parts Pricing team (“back office”) and the Sales team
(“client office”), and the lack of monitoring tools to track and show results
do not allow manufacturers to fully execute their pricing strategy. And this
affects the bottom-line.
Join us at
the EPP Aftermarket Forum to discuss solutions to
these and other typical issues.  Share your experiences and learn from
each other.

Early bird special of € 1.100 for 2 full forum days ends on 18 April — contact to register !



No comments yet.

Leave a Reply

Fill in your details below or click an icon to log in: Logo

You are commenting using your account. Log Out /  Change )

Google+ photo

You are commenting using your Google+ account. Log Out /  Change )

Twitter picture

You are commenting using your Twitter account. Log Out /  Change )

Facebook photo

You are commenting using your Facebook account. Log Out /  Change )


Connecting to %s

%d bloggers like this: