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business model

For the model to work, sellers moved to a service model.
and buyers have to understand
“the value the equipment adds to • Decide how to share risk. How much control
the business, and agree on how will suppliers have over outcomes? A clear view
of the risks—financial, operational and market
to share it factors—and who is accountable for them, al-
lows suppliers to work with customers to miti-
gate against them or choose a different price
These outcome-based models carry more risk and meter that preserves the quality of the revenue
are a good choice only when suppliers can be sure stream.
they can accurately measure the results—and ideal-
ly when their service support can help bolster those Time and usage models. If suppliers determine that
results. To price successfully, suppliers need to un- they cannot determine the value or how to measure
derstand the value of the equipment to the customer it, they would be better off choosing a model that
and decide how to share risk. prices based on factors that are easier to measure.

• Determine the value. Good pricing starts with • Time-based models base payment on a set
an understanding of the amount of value the amount per unit for a fixed period of time. Even
customer can generate from the use of the this model is being used in innovative ways. Hil-
equipment. This isn’t always easy, since cu- ti, a leading maker of portable power tools, of-
stomers may not want to share sensitive ope- fers a tool fleet program that provides contrac-
rational data. One provider of manufacturing tors with access to a varied assortment of tools
automation solutions solved this problem by for a fixed monthly fee. The program eliminates
working through a series of studies with poten- up-front investment and covers repairs, loaner
tial customers to build a value-calculation tool tools and even theft.
that pooled data from those studies, so no indi-
vidual company’s data was disclosed. Another • Usage-based models tie payment to the in-
way to get at the value is through a detailed total tensity of machinery use. A supplier of mining
cost analysis, comparing the costs of purchase equipment was seeing customers delay pur-
and ownership with those of a subscription. A chases because of the high capital costs and
total cost analysis should identify the financial uncertainty about getting a return on those
breakeven time for a traditional purchase agree- costs in a reasonable time frame. The firm
ment, which is important for setting EaaS con- worked to develop an EaaS model for mining
tract terms. It also uncovers the lifetime ow- projects that allows project owners to pay per
nership costs that a supplier would pay if they cubic meter drilled.

Come definire il corretto Preparing the organization
Selling equipment as a service requires a significant
modello di pricing per overhaul of the commercial operating model. The
shift from episodic sales contact to ongoing en-
vendere i macchinari come gagement has profound implications not only for a
firm’s financials, but also for product development,
servizi per i propri clienti sales and customer service.
Successful sellers develop collaborative rela-
Quando i venditori capiscono il valore che i macchinari hanno per il tionships with customers that allow both parties
business dei clienti, sono in grado di definire proposte di servizio che to understand ownership costs, the production
portano benefici ad entrambi. process, expected profit margins and preferred
Infatti, i produttori e i rivenditori di macchinari industriali possono contract terms. Details about contract duration,
ottenere più valore dai loro prodotti mantenendone la proprietà e amortization plans and post-contract value of the
addebitando ai compratori i costi per il loro utilizzo. Ma il passaggio equipment are essential in order for customers and
a questo modello è stata finora lento, per la difficoltà di definire il suppliers to make informed comparisons between
corretto livello di prezzo per questo servizio. buying and subscribing.
Perché questo modello di relazione possa funzionare, venditori e
compratori devono misurare il valore che quei prodotti aggiungono Customer service will need to make big changes,
al business del cliente e concordarne la migliore modalità di shifting from mere technical support after sales to
ripartizione. becoming an ongoing partner that helps configure
Scegliere il corretto modello di pricing dipende quindi dal grado and maintain equipment, as well as performing dia-
di comprensione che il venditore ha sul valore generato dai propri gnostics and data analysis that help customers im-
macchinari per l’azienda acquirente e dalla capacità di gestire il prove performance.
rischio collegato all’effettiva attività svolta dagli stessi e alle loro
performance. Taking over the responsibility for ownership of
I venditori che vogliono passare a un modello basato sul servizio equipment throughout its service life can force
devono infine preparare le loro aziende a un periodo di transizione,
prevedendo investimenti nei servizi di customer care e accettando
24 24 un periodo iniziale in cui i costi saranno in aumento e i ricavi in
Impiantistica Italiana - Gennaio-Febbraio 2020
diminuzione.