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      "text": "Tools. The company developed an analytical tool that assessed product features and identified those with the biggest impact on pricing. In addition, the company rolled out a dashboard of sales data, which broke down pricing by region, product line, and sales rep. With these tools, the sales force gained a clearer indication of the pricing options for specific customers, and analysts were better able to identify trends and support field reps. Management also used the tools to track performance.",
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      "text": "Competencies. Because pricing was such a critical element of the transformation—and because the company had had no dedicated pricing team prior to that point—leaders opted first to hire outsiders who already had the required competencies. The company created a new pricing and analytics group around these experts. They trained company employees, rigorously developing their pricing knowledge, skills, and beliefs.",
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      "text": "Revenue and profit at a large office-product manufacturer were declining as the overall market for its products shrank. In response, the company launched a transformation to convert its business model: instead of selling products, it would sell services and solutions. As part of that transformation, the company set about improving and reshaping its pricing capability.",
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      "text": "Prior to that point, pricing had been a cumbersome process that was linked to cost rather than to what the market would bear. Sales reps offered discounts that were based on gut instinct. And even in today's increasingly digital environment, the company had no pricing-analytics function; little sales data made it back out to the field.",
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