Start with your problem

What I typically see

• “Competitors are packing every feature into the car. We feel we have to follow, but we can’t afford to.”
• “We are adding a new digital feature. How should we price and sell it: one-off, bundled, subscription? The options are many and confusing.”
• “Our mobility-sharing pricing has grown over the years and now has nine elements. We think it may be too complicated, but we don’t know how or where to trim.”

What I deliver

• Feature and package strategy
• Digital feature monetisation
• Willingness-to-pay research
• Price model simplification
• Offering strategy and launch roadmap

From past work

A premium car brand

Challenge

New to electric vehicles and to digital features, the brand lacked the know-how and the customer insight to design and price these offerings.

Approach

We first clarified what the company wanted its new digital offerings to achieve. We then assessed what customers and prospects expect: what they want, and what they are actually willing to pay. On that basis, we designed the offering strategy and an implementation roadmap.

Outcome

A clear, shared understanding of what the brand wants to achieve and what it needs to do. The first features launched as pilots in three markets.

What I typically see

• “So many people are involved in pricing, but no one is really responsible for it.”
• “We have tens of thousands of spare parts, managed by hand. Our pricing is a mess.”
• “Our pricing is too front-loaded. Each decision may make sense when the sales manager makes the quote. Taken together, we cannot reasonably explain a 25 to 50% price spread across similar deals.”

What I deliver

• End-to-end pricing process design
• Pricing organisation and governance
• Profit leakage and price waterfall analysis
• Spare parts pricing
• Deal pricing and discount guidance

From past work

A global industrial group

Challenge

Pricing was all over the place. Each business unit had its own pricing function, and each region its own pricing habits. This autonomy was costing the company profit potential and raising questions about price fairness.

Approach

We took stock of pricing challenges and opportunities, then took immediate measures to stop the heaviest profit leakage. We streamlined the pricing process and organisation, and built a single source of truth as the backbone for business intelligence. Finally, we piloted an end-to-end price management framework in one business unit.

Outcome

A shared vision of price management. Immediate measures lifted return on sales by about 5 percentage points, annualised. A successful pilot for the other business units to follow.

What I typically see

• “Our portfolio is getting very crowded. Even so, we don’t know whether we hit the right pricing sweet spots.”
• “We run all kinds of promotions. We know 90% of the promotion money is wasted, but we don’t know which part.”
• “We do a lot of voice-of-customer work and try to build products around it. Yet new products still often miss their revenue targets.”

What I deliver

• Portfolio and price-point architecture
• Promotion effectiveness
• Quantitative consumer research (MaxDiff, conjoint)
• Scientific pilots with clear hypotheses
• Go-to-market and customer segmentation

From past work

A leading home goods company

Challenge

Competition was getting fiercer. Newcomers were winning younger customers with attractive value-for-money offerings, especially online. The last few launches aimed at younger buyers had disappointed, and the CEO wanted to review the go-to-market approach.

Approach

We ran a root-cause analysis of why and how acquiring and retaining new customers had been failing. We then refined the go-to-market approach, including a portfolio overhaul and changes to pricing and marketing. A large-scale quantitative survey of customer preferences and willingness to pay informed the decisions on the next-generation product.

Outcome

A revamped go-to-market playbook and refreshed customer segments. A pilot of new product development built on customer insights.

What I typically see

• “Token costs are exploding. We are torn between billing them to clients separately and making an all-inclusive offer.”
• “Unlike hardware, software pricing gives us few reference points. Variable cost is practically zero.”
• “We struggle to find the right value argument. ‘Saved staff hours’ and the like are often challenged for lacking real-world evidence, or met with: ‘What do we do with the saved hours?’”

What I deliver

• AI pricing model design (usage, subscription, hybrid)
• Economic value analysis
• Bundling based on quantitative analysis
• Migration from older to newer products
• Value argument for sales

From past work

A successful start-up in its fast-growth phase

Challenge

The company was launching an AI-enabled software product, relatively new territory for it, and needed support with product configuration and pricing plan design.

Approach

We profiled customers by scenario and need, and analysed economic value through interviews and benchmarking. On that basis, we used quantitative analysis to design the product and the pricing plan.

Outcome

A successful launch of the new product, with positive feedback from pilot customers.