Pricing

Description of our services

We anchor pricing as a growth and margin lever. The starting point is customer value, willingness to pay, and segment logic. Based on this, we develop the price architecture (packages, metrics, tiers), define list prices, discount frameworks, and promotions, and test the impact through research and experiments. We set up processes, tools, and governance (deal desk, approvals, KPI tracking), train sales teams, and support roll-out and communication. The result: higher ASP/ARPA, better margin, fewer unnecessary discounts, and a resilient, manageable price framework.

Typical Services

• Value/willingness-to-pay analysis (e.g., Conjoint, Van Westendorp, experiments)

• Segmentation & pricing logic (ICP, use cases, fair & compliant price discrimination)

• Price architecture & monetization (subscription, usage-based, bundles, add-ons)

• List prices, packages & metering (good/better/best, thresholds, anchor prices)

• Discount & promotion design (tiers, guardrails, limited-time offers)

• Sales guardrails & deal desk (approval processes, quote-to-cash, CPQ)

• Commercial policies (SLAs, price indexation, price adjustment clauses)

• A/B testing & impact measurement (elasticity, conversion, churn, ACV, contribution margin)

• Pricing enablement (playbooks, objection handling, pitch decks)

• KPI framework & dashboard (ASP/ARPA, discount rate, realization, renewal rate)

  
  

Case Study

For an international IT consulting firm, our consultants analyzed the pricing strategy and identified optimization potentials.

Customer Situation

FS-SC was contacted by an internationally active IT consulting firm regarding a comprehensive analysis of their pricing strategy. The client's goal was to achieve revenue growth by optimizing it. 

At the time of commissioning, the client was facing negative revenue growth despite a growing market environment. Through the project, the company hoped to gain a competitive positioning of its own pricing strategy compared to its peer group, and to understand what impact the diversification of the services offered could have on increasing daily rates.

Our Approach

In order to provide sound answers to these questions, our consultants first defined the peer group for a subsequent comparison of daily rates. For this purpose, specific criteria for assigning the peer group were developed together with the client, in order to then create an overview of comparable companies through in-depth research.

In a next step, a wide variety of data was collected on the identified benchmark companies. This included qualitative data, such as consulting focus or degree of internationality, as well as quantitative data, such as revenue or number of consultants. Based on this information, our consultants were not only able to provide the client with a better overview of its peer group but also to construct various models to derive the daily rates of the benchmark companies. These models were plausibility-checked using further key performance indicators, data provided by the client, and expert interviews.

Subsequently, our client's pricing policy was analyzed in greater depth and compared with the results of the models created. The insights gained in this way were again validated in expert interviews, and recommendations for action were derived for the client.

Achieved Results

Through the described approach, it was possible to show the client that, in relation to the daily rates charged, they are situated in the lower midfield of the peer group, and thus there is potential for an increase in daily rates. Furthermore, our consultants were able to establish that the current pricing policy, with regards to the grading of daily rates by career level, showed inconsistencies and differed significantly from the competitors' approach.