Fee sensitivity and risk of negative reaction to pricing changes
Our client, a global online marketplace specializing in pre-owned and new luxury goods, connects professional dealers and private sellers with buyers in more than 100 countries. The marketplace has built strong brand recognition and international reach. However, rising fee sensitivity among professional dealers and buyers, particularly for high-value goods and international transactions, led to growing marketplace circumvention with buyers interacting with sellers directly rather than through the platform.
In this context, finding new opportunities to monetize the value created through marketplace transactions and lead generation, while keeping payment costs under control was essential for further growth.
Assessment of pricing model and simulation of alternative fee structures
We reviewed the existing monetization model across subscription, transaction, and payment fees to understand how pricing affected dealer and buyer economics and decision-making. Combining dealer survey insights with internal performance data, the analysis focused on how different fee components aligned with dealer margins and the value of leads generated by the platform.
The work highlighted where fees were disproportionate to dealer profitability or misaligned with actual conversion potential and origin of leads. For example, low- value goods had similar take-rates to high-value goods despite significant margin differences. Benchmarking against major marketplaces further revealed where the client’s price levels and fee logic lacked a clear, value-based justification.
Based on these findings, we tested alternative fee architectures, stronger price differentiation, better cost allocation between buyers and sellers, and new lead monetization concepts to assess their impact on dealer profitability and marketplace revenue. The resulting pricing model decreased payment costs, increased revenue from marketplace transactions, and closed the path for marketplace circumvention.
Balanced pricing architecture and roadmap for piloting new levers
Working closely with the client, we ensured the redesigned marketplace monetization model accurately reflected a margin-aligned and value-based pricing architecture. Fee levels now better mirrored dealer economics, strengthening dealer acceptance and reducing the risk of backlash.
Our analysis also showed that lowering listing barriers could unlock additional inventory, especially in weaker markets where supply was constrained.
A clear economic foundation in place, management was able to pilot new pricing levers in selected markets before global rollout. This approach ensured controlled implementation and supported sustainable long-term revenue growth.
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