01
Client context
The manufacturer positioned itself as premium but faced intense price pressure and inconsistent discounting.
02
Business challenge
List prices did not reflect actual transaction prices, and sales lacked tools to justify the premium.
03
Research objective & questions
Map real price positioning versus competitors and develop a value-based selling approach.
- How do transaction prices compare with competitors by segment?
- Which customers value reliability and energy efficiency enough to pay more?
- What total-cost-of-ownership advantages can be demonstrated?
- Where is the company over- or under-priced?
04
Methodology & approach
- Channel price checks
- Transaction price information from dealers and contractors.
- Value-driver interviews
- Plant engineers and procurement managers.
- Total-cost-of-ownership analysis
- Energy, maintenance and downtime costs.
- Sales team interviews
- Discounting practices and objections.
05
Sample & geography
- ~40 channel price checks
- ~20 buyer interviews
- ~8 sales interviews
- Geography — India and the Middle East
06
Key findings
- Premium was accepted in continuous-process industries where downtime is costly.
- Energy efficiency was poorly communicated despite being a real advantage.
- Discounting was highest where sales lacked a value story.
- In some standard applications the company was over-priced relative to value.
07
Business implications
- Segment pricing by application criticality.
- Equip sales with a total-cost-of-ownership calculator.
- Introduce a value-engineered range for standard applications.
08
Outcome
The manufacturer received a price positioning map, value-selling toolkit and segment pricing guidance.
Example engagement — Shows how Hoog approaches this type of question. Not a specific client project. Findings are directional.