Pricing
You fenced the price, so the discount moved into the scope
Discount approval tightened. Realised price held. Gross margin didn't move, because the concession is still being made, just in a currency nobody signs for.
Rialto Bridge
Pricing
Articles on pricing.
Pricing
Your longest-standing customers are on your weakest price
Every price rise that applies only to new business quietly turns loyalty into a discount, and the gap compounds faster…
Pricing
You standardised the delivery. The variance was in the diagnosis.
Fixed-scope offers that keep drifting over budget and still need your best person usually have a variance problem one step…
Pricing
The tier nobody buys is doing most of the pricing work
The top of your price list may sell almost nothing and still be the most commercially productive line on the…
Pricing
Your buyers learned your quarter-end before your new reps did
Period-end discounting rarely buys revenue that wouldn't have arrived. It buys timing, and it teaches the other side exactly when…
Pricing
The customers who took your annual discount were never going to leave
Prepayment looks like cheap capital and free retention. The arithmetic, and who actually accepts the offer, usually tell a different…
Pricing
The price rise nobody argued with
A price increase that produces no complaints and no cancellations is usually read as vindication. It is better read as…
Pricing
The price you’re matching may be a balance sheet, not a strategy
A competitor's price tells you something real, but often about how they are funded rather than how efficiently they work.
Pricing
The denominator chose your customers
Most margin problems get diagnosed as price-level problems. Often the number is fine and the unit it is attached to…
Pricing
The budget line you come out of sets your price ceiling
Two buyers can value the same work identically and pay very different prices for it, and the difference is often…
Take it further
This is the general pattern. Your business is the specific case.
Everything here is free to read with an account, and always will be. What it cannot do is tell you which of these applies to your numbers, your market and your constraints. That is the work we do with clients.