Public & Social Sector
Social Sector

Company Profile

  • National hospitality organization
  • Not-for-profit status
  • More than 2 million members

Situation and Objectives

  • Number of visits per year started to decline due to demographic changes and increasing competition from private, price-focused providers
  • Comparison portals and social networks increased price transparency
  • Planning security of our client was reduced by seasonal, cyclical and other fluctuations
  • Stabilize revenues in the mid- and long-term through successful price management


  • Identified growth areas for existing and new target groups
  • Validated strategy for future strategic positioning
  • Measured willingness to pay of customer segments and incorporated findings in new offer packages and prices
  • Improved price and value communication via better presentation of the offer (e.g., debundled offers, all-in rates) that convey the best (price) image and ensure favorable comparison vs competitors

Three steps to stabilizing income


  • Full understanding of (current and potential) customer segments and their requirements
  • Clear view on competitors' offer and pricing
  • Guidelines and training to generate and price bundles
  • Price driver model for structured pricing; price calculation tool
  • Improved price and value communication


  • Increased visits and profits beyond customer’s best case expectations
  • Optimized price processes transferable to regional associations