Price came from cost, not from the value delivered.
Price was calculated by hours of service and rose every year with the minimum wage, disconnected from what each client actually received. Over time, informal agreements and undocumented charges accumulated.
The symptom: price and value barely correlated. Some clients subsidized others without anyone having decided it.
We rebuilt the price from value, with the team.
We segmented the client base by what drives the purchase for each client type.
We measured how much value each segment perceives for each service attribute.
We defined the billing metrics, the tiers, and the price each tier deserves.
We designed the migration path and the rules to sustain the model over time.
A defensible model and a tool that stays installed.
Value-based pricing model
Tiers and price by segment, with evidence behind every figure.
Dynamic quoting tool
Calculates the price by service tier. The team uses it on its own.
Client base analysis
Who was under- and who was over-charged, with the gap in monetary terms.
Roadmap and governance
Migration sequence and named discounts, to sustain the model.
Professional services companies that charge by relationship or by cost and suspect that some clients subsidize others. The model makes it visible and correctable.
Anonymized case. We omit the client's name and any detail that could identify it. The figures correspond to the actual project.
