Run a pricing review that starts with the customer.
A working agenda for price, mix, discounting, and the economics underneath each account.
Build the transaction-level picture
Bring twelve months of net sales, units, returns, discounts, delivery costs, customer, product, channel, and contract terms into one consistent view.
Leave withA price-volume-mix and customer contribution baseline.
Separate the causes
Distinguish a low list price from discount leakage, unfavorable mix, excessive service cost, or an offer that does not match customer need.
Leave withA short set of pricing hypotheses, each with evidence and a named owner.
Test a bounded change
Choose a customer segment or offer where the impact can be measured. Define the commercial message, approval rules, retention guardrails, and comparison group before launching.
Leave withA pilot with net price, win rate, volume, churn, and contribution measures.
Review the whole outcome
Compare realized net price and contribution with the baseline. Include lost business, customer mix, seller behavior, and the costs of maintaining the change.
Leave withA scale, revise, or stop decision—not a blanket price-rise mandate.
Make it specific to your business.
The agenda is a starting point. Company data, operating context, and the people doing the work determine the right next move.