01
Client context
After acquisition, the fund saw pricing as a key value creation lever for its portfolio company.
02
Business challenge
Pricing had evolved informally, with inconsistent discounting across clients.
03
Research objective & questions
Identify pricing improvements that could be implemented without harming retention.
- How consistent is pricing across clients and segments?
- How price-sensitive are different client groups?
- How does pricing compare with competitors?
- Which pricing changes would clients accept?
04
Methodology & approach
- Price waterfall analysis
- List-to-net pricing by client.
- Client interviews
- Value perception and price sensitivity.
- Competitor price benchmarking
- Market price positioning.
- Sales team interviews
- Discounting practices.
05
Sample & geography
- ~20 client interviews
- ~8 sales interviews
- Geography — India
06
Key findings
- Discounting varied widely for similar clients.
- Clients valued service reliability and would accept moderate increases.
- Pricing was below competitors in premium segments.
- Sales lacked guidance on discount authority.
07
Business implications
- Introduce discount governance.
- Implement phased price increases in premium segments.
- Align pricing to service tiers.
08
Outcome
The portfolio company received a pricing improvement roadmap within its value creation plan.
Example engagement — Shows how Hoog approaches this type of question. Not a specific client project. Findings are directional.