Price is the commercial decision with the most impact and the one that gets the least work. We design the price structure, the tiers and the packaging of your offer so that price is defended with arguments, not with discounts.
The problem: prices set by watching competitors
In many Spanish companies, price has a similar history. It was set a long time ago as a margin on cost or by copying the closest competitor. Since then it has gone up with inflation and come down case by case in every negotiation.
The result is a price list nobody fully defends:
- Each salesperson applies discounts by their own criteria.
- The offer has too many SKUs, or just one, with no tiers.
- The customers who get the most value pay the same as those who get the least.
- The company competes on price because there is no other way to differentiate the offer.
- Nobody knows the real margin each type of customer leaves.
It is not a spreadsheet problem. It is a commercial strategy problem: who you sell to, what value they receive and how it is packaged.
What pricing and packaging consultancy includes
We work on price as part of commercial architecture. It isn't decided in isolation: it depends on the segment, the positioning and the channel.
Price structure
Revenue model, price reference and the logic behind each rate. What is charged, per what unit and with what value logic.
Tiers and offer packaging
How many tiers the offer has, what each one includes and which segment it targets. Good packaging lets customers select themselves into the right tier.
Discount policy
Who can discount, how much, in exchange for what and with what approval. A written policy protects margin and gives the sales team a framework to negotiate.
Strategic offer design
When the problem isn't the price but how the service is defined, we redesign the offer: what is sold, how it is explained and how an existing portfolio is packaged.
Pricing within the method: diagnostic first
We don't propose prices without a diagnostic. First we understand the market, the segments, the competition and the current portfolio, and we measure the baseline: margins, average discounts, distribution of customers by tier. Then we design. Then we direct the rollout and measure against the baseline.
Phase 1: Diagnostic and Strategy
Understand the market and the problem before proposing anything. The baseline is set.
Includes
- Market assessment
- Operational definition of the problem
- Segmentation and ICP
- Map of decision-makers and channels
- Positioning and strategic thesis
- KPI framework and baseline
Deliverable: Strategy document and presentation to leadership.
Phase 2: Playbook
The strategy becomes actions with an owner, cost, KPI and date.
Includes
- Method layer and local layer
- Action sheets
- Dashboard
- Governance
- Execution budget per period
Deliverable: Playbook and kickoff.
Phase 3: Strategic direction
We direct third-party execution and review results against the baseline.
Includes
- Direction of third-party execution
- Periodic review
- Committee with leadership
- Replanning
Deliverable: Periodic report and committee.
When to review pricing
There are moments when reviewing price is close to mandatory:
- Before a launch. Price is part of the go-to-market plan and is decided together with the segment and the channel.
- When entering another market. The Spanish price list doesn't work as is. We cover it in multi-market launch.
- When the sales team lives on discounts. It is a sign that the price isn't explained or that the offer has no tiers.
- When the offer has grown by accumulation. Products and services added without an overall logic.
- When cost or channel changes. A new distributor or a change of supplier forces a review of margins.
From price to sale
A new price the sales team can't defend slides back into discounting within weeks. That is why pricing ends in talk tracks and method: how each tier is presented, which objections come up and how they are answered. We build it into the commercial playbook and, if needed, into team training.
The client decides. We direct. Third parties execute.
What data we need to work on price
Pricing is decided with data, and there is almost always more of it than the company thinks. In the diagnostic we work with what exists:
- Sales history by customer, product and channel.
- Current price lists and the discounts applied in practice, not just on paper.
- Costs and margins by offer line.
- Competitor offers and prices the sales team knows.
- Loss reasons for opportunities that didn't close.
If data is missing, we say so and propose how to get it. Sometimes the first recommendation is to start recording something that isn't recorded today. It is part of the KPI framework and the baseline.
What we don't do with price
We don't set prices by gut feeling or copy price lists from other industries. Nor do we promise a specific margin increase. We design a defensible structure, measure it against the baseline and adjust it every period. If your company also needs the full strategy function, see strategic marketing consultancy for companies.
What happens after you get in touch
None of this starts with a price proposal. It starts with a conversation. If you want to see the rest of the portfolio first, it is in services.
- You book a diagnostic call on Cal.com.
- In the first meeting we look at your current offer, how price is set today and what sales and margin data exists.
- If we are a fit, we send a proposal for phase 1, Diagnostic and Strategy, focused on offer and price.
- Your leadership decides the final structure. We design it and make the case for it.
Frequently asked questions
It is how what you sell is grouped into tiers or bundles: what each one includes, who it is for and how it relates to price. Good packaging reduces negotiation and brings order to the sale.
We design the structure, the tiers and the price logic with the diagnostic data, and we propose reasoned options. The final decision belongs to your leadership.
Yes. In services, packaging is often the main problem: custom offers that can't be compared or scaled. Strategic offer design solves that part.
Against the phase 1 baseline: margin, average discount, distribution of customers by tier and conversion. It goes through a periodic review and is adjusted if needed.
It can. The commercial plan, with targets, accounts, coverage and team compensation, is another product in the same practice area and is decided in the proposal.
Review your price with method
Book a diagnostic call on Cal.com. We look at your offer in the first meeting and, if we are a fit, we send you the phase 1 proposal.
Book a diagnostic