Avoiding the “Booze Cruise” Effect in Your Organisation
A number of years ago the UK Government
relaxed the rules for importing alcohol and cigarettes into the UK for personal
consumption. The change was roughly the following (and apologies to tax
professionals if I haven’t understood the laws to the letter): The old rules
allowed import of only 200 cigarettes and one litre of alcohol. After the
change, travellers had no limit as long as local tax was paid in the country of
Overnight, the money saved, by travelling
abroad and purchasing in reasonable bulk, outweighed the cost of travel. Thus,
the “booze cruise” culture was born. The only real issue was proving to H.M.
Customs what you returned with was for “personal consumption,” but that’s for another
For the first time the average person in the
UK became aware of the impacts of cross-border trade and currency exchanges on
product prices. They realized that by looking across borders they could get a
much better price for the same product they usually bought at home.
All very straightforward, I hear you say. In
the business world, we have been aware of currency rate impacts for years.
Today, however, we see more purchasing organisations taking an analytical
approach to pricing and negotiation.
An Example Based on Real Experience
Today, purchasing functions have far more access
to price information across their organisation. Previously, if Company ABC paid
€100 for a product from Company XYZ in Italy and €140 for the same product from
the same company in France, the difference was largely hidden. Local teams
managed local purchasing.
On the other side of the coin, Company XYZ,
selling the product into Company ABC, was probably unaware of the price difference
as well. Company XYZ is concerned more about top line revenue and less about
pricing consistency. The variance in selling price across market geographies is
either unknown or tacitly accepted. Sales hit their number and all was good.
So far everyone is happy!
Unknown to Company XYZ, Company ABC updates key
systems and now has global visibility of product/price variance across geography.
The purchasing team is intrigued to see that, because of the generosity of a particular
sales rep, the prices they pay in Italy is much lower than the prices they pay
in France. Perhaps the rep was behind their sales target? Perhaps the rep was
new to the role? It’s even possible the rep didn’t have access to the latest
pricing information spreadsheet and was working off old, outdated information.
Having discovered this, what is company ABC’s
next action? Yes, it approaches the selling company and negotiates/demands the
Italian price in all its regions. In one move Company ABC has:
This story happened whilst I worked with a
previous company. The impact? An existing customer received a huge reduction in
price and the company lost revenue. A lot
Could you see something like this happening
in your organisation? How can you keep it from happening? The answer involves far
better control of sales reps and tighter management of their ability to quote
and contract across your business. Governance and control in these early stages
helps manage risk and maintain critical margins. That’s not to say different
prices in different regions is wrong, you just need to control it and
understand potential downstream impacts.
Don’t Be Like Company XYZ
Oracle CPQ Cloud enables tight management of pricing
approval, quote creation and automatically generates approved quote documents
and contracts. By using Oracle CPQ cloud, you ensure sales reps follow agreed-upon
pricing standards that support business goals. You can also monitor
product/price variance across the organisation. This highlights potential areas
of concern, including renegade reps offering larger discounts just to get deals
This is just one example of the value Oracle
CPQ Cloud can bring to your business. For more information on how you can
reduce this risk and others please visit oracle.com/cpq