Call for speakers

If you would like to participate as a keynote presenter, panelist, or roundtable moderator, please contact the Content Director with your contact details and topic of interest at:

Goran Cvetanovski, Content Director
Phone: +46 8 120 50 563
E-mail:goran.cvetanovski (at) copperberg.com


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Change Agent in Pricing™ – CAP™ Certification – Limited to 30 places

What: The CAP™ certification is a one-day formal certification program on the change management and the change leadership processes related to value and pricing projects.

Why: Research shows that 70% of change project fail. Pricing projects and pricing transformations need a strong change management approach including a vision, a success team coalition, a compelling need for change, and a change management toolbox. The CAP™ certification program reviews the entire change management process and focuses on 10 critical dimensions of change in pricing and value management.

Stephan M. Liozu, Ph.D., Pricing Thought Leader and Agent of Disruption


Aftermarket Business Platform 2013: October 23rd - 25th 2013 from Bojesen at Axelborg, Copenhagen, Denmark.

Partners 2014

Advanced Analytical Consulting Group
Prof Roll & Pastuch

Welcome to our Manufacturing Pricing Exellence Conference

On behalf of Copperberg and the entire Pricing competence team I am delighted to welcome you to our 2nd Annual Manufacturing Pricing Excellence conference. Since our last edition in Copenhagen, together with our advisory board and delegate network we have been working on setting up the agenda for the upcoming 2014 Edition. So what have we installed for you in the 2014 Edition?

The first obvious change is the location. The delegate network have chosen Amsterdam as a host city for the 2014 Edition. To accommodate your need in learning more and delving into specific topics we have now organized two pre conference workshops focusing on building a successful pricing function where you can evaluate your current maturity level and Value Based Pricing where you can go into depth and learn about the crucial steps in establishing a Value Capturing organisation. The workshops are limited and organized so that you can attend one or both of them if desired.

We are glad to announce Stephan Liozu as our 4th Advisory Board Member. For those of you who are interested in getting certified on Change Agent in Pricing - CAP™ you will have the opportunity to do so on the first day of the conference. The CAP™ certification is a one-day formal certification program on change management and the change leadership processes related to value and pricing projects.

As on the last edition, you can organize your own agenda by choosing the sessions that you want to attend. The topics presented in the agenda are tailor made based on the research, past edition delegate evaluations and recent delegate network surveys. This year´s agenda brings more structure and enables you to learn about the entire pricing life cycle from pricing strategies, policies, organisational alignment, to optimisation and pricing execution presented by pricing practitioners from leading manufacturing organisations across the world and pricing experts.

During my research many have asked me if the conference is oriented more toward B2B, B2C, middle management, higher management, experts, Europe, worldwide and so on. My answer is always the same: The Manufacturing Pricing Excellence conference is a both intellectual and networking platform which enables pricing professionals and organisations to benchmark their strategies, learn about the latest models and tools that companies implement in order to increase their margins, improve customer satisfaction and maximize profit. The purpose of the conference is to help in opening a wider dialogue for future advancement of the pricing function within all organizations.

Before thinking twice if you and your team should join us on the upcoming conference in Amsterdam, consider one thing - “on average a 1% improvement in price translates to an 11% increase in profitability” and then ask yourself - How can I achieve or overachieve this? We bring you examples of how others have done it. Join us in Amsterdam - We have a lot to discuss.

Warm welcome to Manufacturing Pricing Excellence Conference 2013

Goran Cvetanovski, Editorial Director, Manufacturing Pricing Excellence Platform 2013

Manufacturing Pricing Excellence 2013 - Pricing Conference

What do our events look like

Aftermarket Business Platform 2013: October 23rd - 25th 2013 from Bojesen at Axelborg, Copenhagen, Denmark.

“Conferences should present new and exciting information which can not be presented differently and provide plenty of networking opportunities for attendees to share their experience and benchmark their strategy”

Make things happen Don’t wait with starting your next project. Start at the conference. Get at least three action points from every presentation that you can incorporate in your everyday work or next project, discuss these action points with the speakers or the other attendees during the networking breaks or the roundtables and recap before the conference is over. Address you’re unclear questions during the Panel of discussion and the Fishbowl. During the conference, exchange contacts and follow up with them after the conference. Put everything on paper and start working on it the day after the conference.

Customer oriented pricing for profit maximization – a paradox?

For BMW pricing plays a key role in its Aftersales Strategy. The reason is easy – if you make it right you can improve your profit situation dramatically. Beyond that today’s customers are not passive price takers. They do not simply refuse incomprehensible prices.

They rather reject the firms’ fundamental approach to make money and do not hesitate to abandon companies that cross the line. While emphasizing on a customer oriented pricing approach BMW’s price management is therefore focusing on targets like customer satisfaction, loyalty and price image and strives to develop a price position which customers perceive as fair. Fair prices are achieved if the price perception is concordant with the price expectation and if the price-performance ratio is within acceptable limits.


No matter how much you analyse pricing, no matter what systems and software you use, someone has to talk to the customer….

I remember speaking at a sales conference for a major industrial company a number of years ago – in Copenhagen coincidentally. I arrived the evening before and had dinner with the client. Almost everyone I spoke to told me that they delivered “great value” to their customers. In fact, I was told this so often that I decided further investigation was required. The following morning, at the start of my session, I asked the various groups to define value. There were probably around 10 tables of 12 people. The result was 10 different definitions, one of which is now the definition of value that we use (you’ll need to be at the conference to find out what it is!) It became apparent that not only couldn’t they define value, but that they had no real idea of the constituent elements of value – what we call The Value Triad©.


Frontloading your pricing analyses gives you the power to optimize pricing!

Whatever we might say it’s not really in the human nature to change once we have found a structure and a balance that fits. We tend to defend the present state and also oversee the shortcomings of what we currently have. Therefore, change management is never easy and whenever pricing is involved it’s even more complicated!

During all my 20 something years as a professional, I’ve worked with some form of change management. I started out back in 1992 for a big industrial group called Trelleborg Industries to implement a new time- and production reporting system. At that time, before the PC- and Mac ages, it was quite a big hurdle for the production people to embrace the advantages of a systematic reporting of their production results. Another difficult change was when I implemented a new ERP-system in the Ericsson Mobile phones business. We were a global team sitting in London and worked together with a well known management consultant firm. We faced a lot of state of the art systems that Ericsson had enhanced during many years to perfectly fit their purposes. Now we introduced one global ERP-system, not tailor-made for different needs and with a very structured setup and data to be managed. Not so easy to sell!


The Moment in Time – Pricing Maturity Level

As a part of my research for the upcoming conference , I wanted to understand more about the current Pricing Maturity Level in the Industry. Speaking with several experts in this area, I was recommended to start with an article written in 2005 by Paul S. Hunt called “Seizing the Fourth P”. This article describes the five levels of pricing process performance that managers can use to help establish a vision and a timeline for improvement (world class pricing-process maturity). As said in the article, improving processed is a multi-tasked initiative that requires merging several processes and creating tools that will improve decision making. The key elements of a good process include: Standardization, Performance Measurement, Pricing process tools and Appropriate rewards.

What was also interesting in this article is that at that time most of the organizations were on level two and three on the world class pricing-process maturity scale. So where are we now? A very recent paper by Pol Vanaerde, “Crossing the Pricing Chasm “ also focuses on Pricing Maturity. In this paper, it is mentioned that under optimal conditions it should take up to 3 to 4 years to bring an organization from level one to level three and after year four the organization should be looking at full profit optimization.

If we take in consideration that the first article was published almost 8 years ago and the given timeframe for organizational pricing maturity development in optimal conditions in the second paper, it is obvious that we should be right now on level four or five. Great!? Unfortunately, by some recent observations, 40% of the manufacturing organizations find themselves in level two (Transactional) and that less than 20% of the organizations have established sustainable Value-based pricing. So why we haven't moved so far since 2005? I am interested to hear your thoughts.

Goran Cvetanovski, Editorial Director- Manufacturing Pricing Excellence 2013

goran.cvetanovski (at) copperberg.com

Manufacturing Pricing Excellence 2013 - Pricing Conference

Figure 1. & Figure 2.

Pricing Maturity Level model 1

Figure 1.

Pricing Maturity Level Model 2

Figure 2.

Manufacturing Pricing Excellence 2013 - Pricing Conference