B2B Manufacturer Case Study

7–10%

Margin uplift identified

~$200M

Revenue in scope

300+

SKUs analysed

The Challenge

The business had been experiencing negative margin growth. Despite strong brand equity and national scale, pricing had become inconsistent and undisciplined across the sales team.

The core problems:

A deep discount structure applied routinely rather than as an exception
Ad hoc discounting outside the structure further eroding margin
Inverted pricing: small customers were frequently receiving lower prices than large customers for the same products
No visibility into which reps or segments were driving leakage

The Approach

RightPrice implemented a benchmark pricing model across the national sales team, using three variables to group comparable customers.

Within each peer group, we set pricing floors at the 40th percentile of prices peers had actually achieved over the prior 12 months — pulling the laggard reps up to a threshold the business was already demonstrably capable of holding. No theoretical modelling; grounded entirely in the client's own transaction history.

300+ SKUs were analysed and floors were set across all customer segments.

Leakage Found

7–10%

Margin uplift identified against the benchmark pricing floor across the full national book

Root Cause

Discounting had become the default, not the ceiling. The deepest discount tier was being used as a standard offer rather than an exception. Benchmark pricing replaced the discount structure with benchmarks from real transactions.

Outcome

Pricing floors deployed across the national sales team. Each rep received a clear floor price by customer segment. Leadership gained visibility into discount frequency, tier usage, and margin leakage by rep for the first time.

"The problem wasn't that reps were being aggressive — it was that they had no reference point. Once they could see what comparable customers were paying, the conversation changed."

Gus Neill, RightPrice · Engagement lead