Value&Based&Pricing0 Are&you&distinct&enough&?&2/28/16 1

2/28/16 2

Thinking&and&Being&Different&:&Necessitates&a&transformation&across&the&organization&

2/28/16 3

Brands&Deliver&Customer&Value&&&Experience,&&Commodities&Deliver&Price

2/28/16 4

What&is&Value&Based&Pricing&:&A&technique&or&a&Journey&?

1. What Value does our Customer want from us, and how do we (knowabout) discover this?–Discovery

2. How@do@you@generate@the@value@from@within@the@organisation?@What@and@how@do@various@functions@integrate@to@create@the@value?–Generation(Cross@Functional@Collaboration)@

3. How@do@we@communicate@value@and@thus@price@our@products/servicesGCapture

2/28/16 5

Value@Based@Pricing@is@the@outcome@of@3@critical@questions@for@organizations to@answer@:

2/28/16 6

The&Thought&Arbitrage&Transformation&©&&9&Step&”&Value&Discovery&Model”&helps&you&conclusively&answer&these&questions

Discovery –Question&1

Generate&Question&2

Capture/Price&Question&3&

A@step@by@step@approach@to@Organization@Transformation@leading@to@Value@Pricing@

2/28/16 7

Our@Approach@

3&day&Value&Discovery&Workshop&for&Leadership&Team

Organization&Diagnosis&and&Change&Enablement&for&Value&Pricing&

Turning&Knowledge&into&Action&and&Results&

Our&Transformation&Consulting&Credentials&

2/28/16 8

Case&Studies&– Organization&Transformation#1 :@Post@Merger@Integration@and@Process@Transformation@ in@4@countries@for@a@global@merger@of@two@fertilizer@majors

#2 :@Operations@Transformation@intervention@for@one@of@the@largest@auto@component@manufacturers@of@the@country@

#&3:@HR@Strategy@Development@Framework@and@Process@for@a@global@conglomerate

#&4 :Partnered@@with@India's@largest@hardware@company@to@transform@ their@rural@business@model@

#5 :@Partnered@@with@a@Services@Company@to@Redesign@their@Finance@Function@

#6 :@Operations@Improvement@ for@one@of@the@largest@Global@Engineering@Consulting@firms

#&7 :@Value@Pricing@for@a@SE@Asia@based@speciality@chemicals@organization@

#8&:&Organization@@Redesign

Our&Consultants&

2/28/16 10

Co0Founders&

Kaushik&Dutta&:&Delhi&A@Thought@Leader@in@@Corporate@Governance@ He@is@a@former@member@of@the@Indian@Leadership@team@of@PwC,@managed@India@Advisory@Board@of@PwC,@the@national@IFRS@leader@and@Corporate@Governance@Practice@leader.@He@has@been@a@founding@member@of@CII’s@NFCG@and@has@worked@with@some@of@the@top@Boards@of@Directors@of@Indian@and@multiGnational@companies@on@Corporate@Governance@initiatives.@@Kaushik@is@an@independent@director@and@the@chair@of@the@audit@committee@of@HCL@Infosystem Limited,@HCL@Services@Limited,@NSL@Power,@New@Gen@Software@Limited@etc.,@which@gives@him@special@insights@into@Board@processes.@Kaushik@is@@a@trusted@advisor@to@CEOs@on@how@to@leverage@their@Board@processes@to@impact@shareholder@value@

Niladri Roy&:&Mumbai

Niladri@is@a@marquee@professional@in@the@areas@of@Performance@Improvement@and@Value@Creation@.@He@has@worked@across@sectors@and@countries@in@his@two@decades@of@professional@experience@enabling@leaders@and@organization@improve@their@practices@around@performance@,@organization@effectiveness@thereby@improving@business@results@He@plays@the@role@of@Client@Acquisition@Partner@and@consults@with@CEO’s@leadership@teams@on@Operations@Effectiveness@.@

Prior@to@incubating@Thought@Arbitrage@Transformation@he@spend@11@years@with@the@Aditya@Birla@Group@in@highly@specialized@consulting@roles@@.@In@this@role@he@engaged@with@both@manufacturing@and@services@businesses@of@the@Group@in@the@areas@of@Operational@improvement@and@Value@Creation.@Prior@to@that@he@was@a@Faculty@@Member@in@the@Infosys@Leadership@Institute,@where@his@teaching@and@consulting@focus@was@on@Leadership@Process@Development@,@Strategy@and@Change@Management@

Niladri is@a@member@of@the@Institute@of@Chartered@Accountants@of@India@

Co0Founders&

Shivkumar Swaminathan :&Mumbai

Shiv’s@professional@experience@spanning@more@than@2@decades@includes@a@diverse@set@of@strategic@and@operations@management@roles.@

Shiv@plays@the@role@of@the@Client@Service@Partner@and@consults@extensively@in@the@Auto@Component@,@Chemicals@,@Financial@Services@sectors@

Prior@to@incubating@Thought@Arbitrage@Transformation@,@Shiv@has@played@senior@roles@in@the@telecom@sector@&@financial@services@sector@

In@between@his@stints@in@telecom@and@financial@services@,@he@also@played@the@role@of@a@Principle@Executive@Assistant@to@KM@Birla@,@Chairman@,@Aditya@Birla@Group.@In@this@role@he@advised@Mr Birla@and@coached@the@senior@most@Group@leadership@on@a@variety@of@issues@across@the@Metals,@Telecom,@Retail@and@IT&ITES@sectors.@

Contact&Us&New&Delhi&Kaushik Dutta@CG16,@Qutab Institutional@Area,New@DelhiG110016Phone:@+911141022447,@+911141022448Mobile:@+91G9811051015Email:@kaushik.dutta@tari.co.in

MumbaiNiladri@Roy/Shivkumar S104,@Kanhaiya ComplexBandra (West),@MumbaiG400050Mobile:@+91G9702297704Email:@niladri.roy@tatransform.com/@shivkumar.s@tatransform.com

@TA_Transform@@Niladri_R