Companies realize only 43% of their planned price increases.*
From the price you set to the price you get.
Pricing is getting more sophisticated, and even an excellent design fails if it does not hold in execution. We stay inside your business until the change holds.
Even an excellent pricing design fails if it does not hold in execution. We stay inside your business until the change holds.
* Simon-Kucher, Global Pricing Study 2025 (2,200+ business leaders, 28 countries): average price realization 43%.
Finer segmentation, hybrid models, AI. We do this work, as do strategy partners.
The organization flinches when negotiations get harder and longer.
We build the capability within your team and stay, deal by deal, until it becomes culture.
* McKinsey: B2B pricing: Navigating the next phase of the AI revolution (April 2026; survey of 419 pricing executives, November 2025), which cites McKinsey's pricing analysis (2014) for the 8.7%; Losing from day one: Why even successful transformations fall short (December 2021; 1,034 respondents).
Set on legacy. Opened low. Conceded away.
Price lists lag the product, openings start low, and five concessions land the deal below value.
Pricing models have moved on: finer segmentation, hybrid models, AI in price setting. Most openings have not. They rest on legacy prices: the last contract, comparable deals, an inflation adjustment. Where price setting has not kept pace with how the product and its value have evolved, sellers have nothing better to anchor on. Long relationships settle into shared expectations, and the first concession is often made internally, before the negotiation starts: the budget is down, a competitor is cheaper. Opening modestly feels safe. Yet clients respect an ambitious opening when its value is articulated well: the value to them, what sets the offer apart, and a bundle built around their needs.
Additional discounts are given to close, and in renewals the inflation adjustment is often waived first.
Extra services and benefits are added at no charge, and they rarely come back out.
Longer payment terms are often given away because nobody puts a price on them.
Flexible billing and invoicing are conceded in the same way.
At last, the client reduces scope during the term, and the price stays where it was agreed for the larger scope.
Conceded one at a time, each approved by someone different.
Growth gets reported. Value forgone never appears in any report. It is recovered in three places: price setting that captures the value, every significant deal prepared to articulate it, and the discipline to hold it in every negotiation.
Set the price on value. Get it in every negotiation.
Price Setting
Often this is where the work starts: prices built on cost or history rather than value. Together with your team we build value-based rate cards, price and package architecture, and the commercial policy and terms that go with them. Even when this is right, it is not enough on its own.
Value-based rate cards, packages and terms.
flinch
line
Price Getting
Every significant deal is prepared with an experienced partner who models the economics and designs the negotiation strategy together with your sellers. The largest deals get dedicated support to match professional procurement. Deals prepared this way typically realize 2 to 6 points of additional margin.
Every significant deal prepared with an experienced partner: typically 2 to 6 points more margin.
Pricing designed, built, and held.
We work inside your business with the people who lead pricing and commercial today, through the deals that decide whether it holds, until your team runs it on its own.
What you charge, concede and realize.
Value-based rate cards and terms.
On live deals, with your sellers.
The capability stays with your team.
What it delivered at NielsenIQ.
NIQ: organic growth "driven primarily by value-based pricing."²
From decline to growth.
Clients stayed through the change.
NIQ's S-1 names the change: "We established a centralized pricing function ... to instill greater pricing discipline."³ Frederik Scheller built and led it: NielsenIQ's first global pricing and strategic deal desk function, covering the majority of NIQ's $4.2B revenue.
About the founder →¹ NIQ Form S-1 (2025): Adjusted EBITDA margin 15.3% (FY2022), Intelligence net dollar retention 94% (FY2020). NIQ Q4/FY2025 results release, Feb 27, 2026: margin 21.8%, Intelligence Subscription net dollar retention 105% and gross dollar retention 98% (Q4 2025). ² NIQ Q4/FY2025 results release, Feb 27, 2026, Fourth Quarter Revenue Discussion: "Our Q4 organic constant-currency growth was driven primarily by value-based pricing"; the Q3 2025 release, Nov 13, 2025, likewise attributes organic growth primarily to higher value-based pricing. ³ NIQ Form S-1 (2025), Prospectus Summary, "Our Transformation".
¹ NIQ Form S-1 (2025); NIQ Q4/FY2025 results release (Feb 27, 2026). ² NIQ Q4/FY2025 and Q3 2025 results releases. ³ NIQ Form S-1 (2025).
Built for the people who own the margin.
Owners and PE sponsors
Margin that improves within the hold period and lasts beyond it.
CEOs
A pricing strategy that holds in negotiation, with a sales force that gets stronger with every deal.
Pricing and commercial leaders
An experienced partner beside you in the difficult deals.
Strategy firms
Your recommendations show up in realized prices. You keep the client and board relationship; we build the capability with the client's team.
B2B businesses that sell to professional buyers. PE-owned or founder-led, mid-market or global.
An hour on how value flows through your business, where revenue and margin leak, and the first place we would look.
ContactSend this to your team