The EVP at a PE firm needed targeted pricing support for a middleware developer it had acquired. Historically, the company’s revenue came from one large, upfront licensing fee, plus smaller annual maintenance fees. As customers began to migrate to cloud-based SaaS solutions, the EVP wondered…
BTG CASE STUDIES > PRICING
Building a Predictive Analytics Model
The VP of enterprise transformation at a global insurance giant was building a predictive pricing model to better forecast supply and demand for its buyback program. What data and triggers could help the team make more accurate predictions and, in turn, create smarter pricing and underwriting strategies? BTG’s data scientist held a PhD in computer…
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Retail Pricing Pilot
The VP of Omnichannel Operations at a F500 clothing retailer was updating pricing models to incorporate consumer behavior across channels. Business Talent Group’s pricing specialist built and implemented an analytical dashboard that covered three product categories and incorporated price drivers including demand, competitive positioning, margins,…
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Re-examining Tech Pricing Bundles
The strategy team at a global technology company was re-examining pricing structures across different channels and segments in an effort to regain market share. What was the best way to rework the complex sales framework they’d been using? How could they group their offerings into…
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Pricing and Tender Strategy
The head of the medical products division at a F200 healthcare company was concerned about stagnating profits in the U.S. She had identified 15 different countries that presented growth opportunities, but needed help crafting market access plans and pricing models. Unable to add permanent headcount,…
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Implementing Range-Based Forecasting
A F500 pharma company’s pricing group was moving from point to range based forecasting. As the team began to update their models, they realized they needed an expert to validate plans and processes. Previously, the team relied on a complicated Excel spreadsheet to predict annual…
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Accelerating an Oncology Drug Launch
An F300 pharma company was preparing to launch a new oncology drug. But its understaffed pricing and market access group was struggling to create global access plans and strategies. Expecting accelerated regulatory approvals in the US and Europe, the company’s Director of Global Pricing turned…