A private equity-owned thermal management provider struggled to capture full project value.
The client needed to strengthen pricing discipline, discount governance, and sales incentives to better capture project value.
Sales efforts prioritized near-term, high-margin product sales, limiting long-term project opportunities. Initial project pricing did not reflect total project value, with a significant share of overall project revenue generated through change orders.
A “revenue at all costs” approach drove inconsistent pricing and deal level variability in strategy, with limited pricing data and visibility into discount pricing behaviors.
We conducted interviews to define initial go-to-market hypotheses.
We assessed sales drivers across company structure, processes, and pricing parties to identify additional commercial opportunities.
Market research with 150+ stakeholders confirmed that small discount reductions did not impact purchasing decisions, while product quality and engineering support were stronger drivers of churn.
Project pricing workshops with internal stakeholders established a better structured pricing architecture.
We identified significant short-term pricing opportunities, reduced discounting practices, and developed a sales incentive plan (SIP) and governance framework to support longer-term initiatives.
This new pricing approach strengthened value capture and pricing consistency.
This new approach significantly increased annual impact and annual revenue uplift of 7.7% on revenue in scope. It also established a foundation for long-term commercial effectiveness and value-based selling.
お問い合わせ
サイモン・クチャーのエキスパートがいつでもご相談に応じます。お気軽にお問い合わせください。