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The Top Pricing Models which are Popular in the Market Right Now




Today, pricing is broken into three different umbrella terms: cost-based, demand-based, as well as value-based pricing. At the core of each one’s success, lies both the rivals and the customers. However, each one also boasts its own objective, too. Let’s break it down.

Cost-Based Pricing

This pricing model takes into consideration the price of an item as well as its intricacy. In order to determine the marginal cost of the item, both the cost-plus pricing as well as the mark-up pricing methods are incorporated. In addition, they help pinpoint either the markup or the margin that lies above it.

Demand-Based Pricing

Knowledge about the demand of an item within a market is crucial for this method in addition to taking into account the supply surroundings that need to be established for the current prices as well as the future ones. In addition, this method is great for imagining the general demand as well as raising the market share for each item.

Value-Based Pricing

Since a lot of firms are now becoming more and more hesitant to utilize these former two methods, they are now leaning more towards value-based pricing in order to figure out what the customer needs as well as how much they are willing to pay for every item market segment. Today, some of the most used strategies that fall under value-based pricing include feature-based, bundle, and discount optimization pricing.

Regardless of the one you choose, however, keep in mind that in order to see the most success, you need to have a strong value management method; here, value is made and transferred throughout the market in order to ensure that both the rivals and the customers are united. That being said, the value chain only continues to change and all of the pricing strategies are following suit.

Indeed, today, distributors play a big role in the price management system since they are now much closer to the customers than they used to be. Through value-added distributors, the entire value chain has decreased immensely in size with the manufacturers and customers being the two main players, with the distributors acting as the link between the two. As a result, the distributors’ business model has become a whole lot more complicated as they are now understanding just how crucial it is to have a differential pricing approach that outlines the value proposition, regardless of whether it is the speed or the service, just to name a few.

Some of the most prominent areas that are developing for distributors as a result of this progression include end-to-end technology solutions, support and services, ecommerce, operational efficiency, as well as design. However, this development is only increasing in speed thanks to technology. Indeed, with the explosion of Industrial Internet of Things devices, networks, and the copious amounts of data generated, there is a high probability that AI would make a huge contribution to manufacturing in the next couple of decades. In addition, both cloud service providers, as well as both analytics and infrastructure software vendors, will play a huge role in the IoT acquisitions. As a result, today, it is important to know move away from demand-based pricing strategies and instead focus on reconstructing production costs as well as reaching the demand that only continues to increase within the market.

The idea of Bigtime Daily landed this engineer cum journalist from a multi-national company to the digital avenue. Matthew brought life to this idea and rendered all that was necessary to create an interactive and attractive platform for the readers. Apart from managing the platform, he also contributes his expertise in business niche.

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The Ultimate Guide to the Essential Social Skills in Business




Effective communication and strong relationships are essential for success in the workplace. One factor that can greatly influence these qualities is emotional intelligence, often abbreviated as EQ. EQ refers to the ability to identify, understand, and manage one’s own emotions, as well as the emotions of others. Research has shown that individuals with high levels of EQ are better equipped to handle stress, communicate effectively, and work collaboratively with others (Chamorro-Premuzic & Sanger, 2016).

Research has consistently shown that emotional intelligence (EQ) is an important predictor of job performance and success in the workplace. EQ is comprised of a set of skills that allow individuals to recognize, understand, and regulate their own emotions, as well as the emotions of others. In addition, individuals with high EQ are better able to communicate effectively, build relationships, and navigate complex social situations. As a result, they are often viewed as effective leaders and collaborators, and are more likely to achieve their personal and professional goals.

In fact, a number of studies have demonstrated the significant impact that EQ has on job performance and success. For example, one study of 85 upper-level managers found that those with higher EQ scores were rated as more effective leaders by their subordinates (Law, Wong, & Song, 2004). Another study of 151 employees found that those with higher EQ were more likely to be promoted within their organization over a five-year period (Carmeli, Brueller, & Dutton, 2009). These findings highlight the importance of EQ in the workplace and suggest that developing these skills can lead to significant benefits for both individuals and organizations.

According to a study conducted by TalentSmart, a leading provider of EQ assessments, EQ is responsible for 58% of success in all job types (Bradberry & Greaves, 2009). In contrast, IQ only accounts for about 4% of success in the workplace. This suggests that EQ is a crucial skill set for individuals in any professional field. Fortunately, EQ is a skill that can be developed and honed over time with practice and awareness.

There are several key components of EQ that are particularly important for success in the workplace. These include: 

Self-Regulation: This refers to your capacity to recognize and control your emotions. Sometimes treating them when they arise may be necessary. Understanding how to manage your anger is essential. However, it can also cover how to control the feelings you’ll experience.

Self-Awareness: This implies recognizing and understanding your own feelings. Do noisy places make you nervous? Do other people talking over you make you angry? Knowing these truths about yourself shows that you are working on your self-awareness. Being conscious of yourself is necessary for this phase, which can be more complex than it sounds.

Socialization: This category focuses on your capacity to manage social interactions and direct relationships. It doesn’t entail dominating others but knowing how to work with others to achieve your goals. This could entail presenting your ideas to coworkers, leading a team, or resolving a personal disagreement.

Motivation: Strong motivators include external forces like money, status, or suffering. Internal motivation, however, plays a significant role in Goleman’s concept. By doing so, you demonstrate your ability to control your cause and initiate or continue initiatives of your own volition rather than in response to external demands.

Empathy: It’s equally critical to be sensitive to others’ feelings. This may entail learning to identify different emotional states in individuals — for example, can you tell the difference between someone at ease and someone anxious? — but it also requires comprehension of how other people may react to their current situation. Empathy is one of the essential traits in business and business leadership.

A thought leader in this space, Michael Ventura has built a career advising organizations on the importance of emotional intelligence in the workplace. In his book, Applied Empathy, Ventura highlights the value of empathy in business and provides strategies for developing and applying this skill set. With two decades of experience as a leader, facilitator, and educator, Ventura’s work has made impact in with prestigious institutions such as Princeton University and the United Nations as well as corporate clients such as Google and Nike.

Through his work, Ventura advises leaders to focus on the development of EQ in order to help individuals improve their communication, collaboration, and leadership skills, ultimately leading to greater success in the workplace. Experts like Ventura continue to support the growing body of research on the value of EQ in business, and the evidence that organizations who invest in the EQ of their teams help to create a more empathetic and successful professional environment.

And it’s worth noting that EQ isn’t just important for individual success in the workplace, but also for overall organizational success. A study by the Center for Creative Leadership found that EQ was a better predictor of success than IQ or technical skills in the workplace, and that teams with higher levels of EQ tend to be more effective and productive (Boyatzis, Goleman, & Rhee, 1999). By cultivating a culture of empathy and emotional intelligence, organizations can improve their overall performance and create a more positive work environment for their employees.

In conclusion, emotional intelligence is a crucial component of success in the workplace, and individuals and organizations alike should prioritize the development of these skills. The ones that do not only develop a leading edge in their category, but also become a meaningful place to work for their teams. And in today’s rapidly changing talent landscape, the retention of highly capable, emotionally intelligent leaders is one of the greatest keys to unlocking success.


Boyatzis, R. E., Goleman, D., & Rhee, K. S. (1999). Clustering competence in emotional intelligence: Insights from the emotional competence inventory (ECI). In R. Bar-On & J. D. A. Parker (Eds.), Handbook of emotional intelligence (pp. 343-362). Jossey-Bass.

Bradberry, T., & Greaves, J. (2009). Emotional intelligence 2.0. TalentSmart.

Chamorro-Premuzic, T., & Sanger, M. N. (2016). Does employee happiness matter? Journal of Organizational Effectiveness: People and Performance, 3(2), 168-191.

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