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Problems we solve

The pricing problems B2B businesses bring to us

Each page sets out the problem, how it develops if left alone, what good looks like, how it is treated and the results on record. They follow the order of our diagnostic issues register.

Discounting and deal controlYour team discounts to win the dealDiscount has become the first move in most negotiations, and the floor price has become the price. Every discount given without a trade comes straight off profit.Price increases and cost recoveryYour price increases don't stickMost price increases lose part of their value between the announcement and the invoice, through late timing, flat percentages and early exceptions.Rebates and trade termsYour rebates don't change what customers buyRebates grow every year, paid on volume customers would have bought anyway. The true net price sits off the invoice, where the people quoting cannot see it.Price setting and price architectureYour prices are set by cost-plus and habitMost large price lists are built on cost-plus formulas and adjusted by hand. Premium products end up priced like commodities, and every customer gets the same logic.Customer value and sales capabilityYour team can't explain why you're worth moreYour products and service are better, but your reps lead with price because nobody has shown them how to put a dollar value on the difference.Pricing ownership, data and alignmentNobody owns pricing and the data can't be trustedPricing decisions fall between sales, finance and marketing. Quotes live in spreadsheets, and the margin report never quite agrees with the invoice.Discounting and deal controlBranch and state discounts have drifted apartCustomers in New South Wales and Victoria pay different prices for the same products, and every branch runs its own rules.Price setting and price architectureEvery job is quoted by handIn timber, hardware, steel fabrication and building supply businesses, estimators often price each contractor and project job from scratch. Margins vary widely on similar work, and the quote that wins is often the one priced lowest.Pricing ownership, data and alignmentYou are about to replace your ERPA new ERP rebuilds whatever pricing logic it is given, including its faults.Price setting and price architectureYou are launching a new product rangeA launch price is the one price you can set without negotiating down from a previous one. Set on cost-plus, it is rarely recovered.Pricing ownership, data and alignmentYou need a pricing team or pricing managerYou know pricing needs an owner, but not what the role should do, where it should sit or what good looks like in the first year.Culture and alignmentYour team agrees the margin is there but can't capture itAlmost everyone agrees the business could earn more from pricing. Far fewer agree on how, and the culture keeps defaulting to discount.Private equityPricing in the hold periodIn many portfolio companies, pricing is the least managed source of EBITDA. The private equity page covers due diligence, 100-day plans and pricing through the hold.

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Whether you're ready to optimise your pricing or want to explore what's possible, we'd love to hear from you.

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info@pricinginsight.com.au

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+61 410 534 099

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