Industrial Pricing Case Studies
Real pricing problems don’t look theoretical.
These industrial pricing case studies show how pricing breaks under commercial pressure — and what actually restores control.
These industrial pricing case studies show how pricing breaks under commercial pressure and what actually restores control.
A large commodities business was losing margin as costs rose and fell. Over time, more than 20 price lists had been created with no clear rules for when or why they applied. Different teams priced the same products differently, creating confusion, customer pushback and steady margin loss.
Taylor Wells identified simple, low-risk ways to price better within the existing setup, delivering 6%–24% margin improvement potential. Early wins funded stronger pricing rules for the long term.
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.
Taylor Wells is a Global Pricing &
Organisational Advisory Firm
Taylor Wells is a pricing consultancy that helps leadership teams improve pricing performance by fixing pricing at the source: strategy, structure, governance, and capability. Through Price Consultation and tailored pricing solutions, we help organisations improve pricing discipline and decision quality, delivering margin expansion that is real, explainable, and repeatable. Without relying on short-term fixes or discount suppression.
Most pricing problems are not caused by bad numbers. They are caused by unclear decision rights, inconsistent rules, legacy incentives, and pricing approaches that do not reflect how the business actually sells.
We work alongside executives and pricing leaders to rebuild pricing as a commercial and organisational capability, rather than a spreadsheet exercise. The result is stronger margins, fewer exceptions, and pricing your organisation can stand behind.