In a contracting Australian manufacturing market, this multinational business faced high fixed and variable costs, declining trade volumes and growing dependence on a dominant retail channel.

Over time, pricing complexity made it impossible to consistently charge the right price, even where customers were willing to pay for value.

Through the Value Culture programme, Taylor Wells simplified the pricing architecture, redesigned price, discount and rebate structures, and embedded pricing discipline into systems and process.

Two successive price rises delivered a 5% revenue uplift and a 300 bps margin improvement, demonstrating pricing control was restored and no longer reliant on individual discretion.

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The full report includes:

1. Detailed pricing architecture changes
2. Governance and operating model adjustments
3. Quantified margin impact

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