The fastest growing division of a Fortune 500 medical products company faced a global pricing challenge. Price setting on an international scale was often complicated by many factors including strict government regulations, large purchasing groups, new clinical trials & data, long-term contracts and complex RFP/tender processes. The organization also knew price negotiations varied across corporate offices in 50+ countries because no clear pricing tools, rules and processes were in place. Price negotiations depended heavily on the skill of individual sales reps. The company felt it was leaving money on the table. However, the organization knew pricing had the power to accelerate market development in underdeveloped regions and boost profitability in others. The medical de

Join for free to read