We have a thorough understanding of our target industries, gained by conducting many projects and market research.

Our management team and consultants have all several years of experience - and specialist knowledge - in design, management and implementation of pricing and monetization projects.   Thanks to our expertise we are able to quickly understand your challenges - and identify the key drivers to realise your targets.   Our customers benefit from best practice getting in different markets.   

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We have extensive experience in 
​following industries 


With services ranging from implementing margin improvement projects, installing effective spare parts pricing policies, setting value based prices on innovations to installing economic value modeling and deploying a profit strategy roadmap - PAGE-37 helps businesses monetize innovations and optimize profits, but also installing pricing software and project pricing quoting tools.

We recently delivered successful work for automotive, chemicals, agro, machinery, building and medtech clients.

CPG / Retail

PAGE-37 helps from spicing-up your (multi-) channel pricing, install portfolio consistency, defining and deploying global/regional price strategies and brand positioning into regions to implementing first and second generation dynamic pricing policies for e-commerce retailers.   Our consultants are seasoned expert who have been there and done it.   


Our support ranges from supporting your teams to monetise your subscription business,  building optimal packs (bundles), selecting the right price metrics to value based price setting and installing your digital KPI dashboards.   We help.


With services ranging from implementing margin improvement projects, installing value based pricing, improving pricing processes, supporting value selling and value communication.


Price Elasticity Study - FMCG


Our client's management team (global food producer) was uncertain about the impact of a possible price policy change. Some arguments were raised for increasing the prices (due to innovation and high value perception), but at the other side were concerns about the brand positioning and price sensitivity impact on demand.  Given the volume strategy of the organisation, a crucial decision to make...


Our team supported the decision making with ;

  1. investigating price elasticity per segment/channel/region
  2. investigating the price/value perception vs the next best alternatives
  3. investigating the price sensitivity per segment
  4. testing the impact of a possible value differentiation strategy (re-packaging) on price sensitivity
  5. testing a possible price differentiation strategy (volume discounts) on price elasticity and volume impact


  1. The management team got aligned and confident to have 'fact based' insights to make the right decisions
  2. Price differentiation installed in some countries
  3. Price increase implemented of 1,5% without volume loss, resulting in profit improvement
  4. Extra revenues to be invested in innovation and additional marketing efforts
  5. A roadmap for new product innovation for specific segments was defined

Profit Strategy Roadmap - Paper Industry


After the new investors privatised the company and realised a succesful transformation path - thanks to important investments in operations and implementation of a new global sales organisation - the production facilities were reaching full capacity again.   This triggered a new phase for the organisation, switching from a volume strategy to a value/profit strategy.   This new strategic path required a new market approach, with a focus on high added value applications to yield on every ton of the available capacity.


We supported the organisation in building a new pricing and market strategy - and spiced up the corporate strategy process - in a true collaborative relationship with the steering commitee (owners), the CEO, commercial director and the sales/product management team.

Step 1 : a margin optimisation project - realising an important mindshift in sales -  to 'close the most obvious price and margin leakages' in both the product and customer portfolio

Step 2 : install a new discount and surcharge grid + embed in admin processes

Step 3 : install price guidance per application/region + install a tighter price escalation process - embedde in a new Configure-To-Quote software tool

Step 4 : a market segmentation excercise to define the most attractive segments/applications to invest in (product innovation prioritisation)

Step 5 : a corporate strategy project -  assessing the market chain/competition/eco-system of the industry - defining the strategic drivers and areas of excellence to invest in per business unit in order to be able to outperform competition - define the capabilities to make it happen -  setting ambitious goals -  defining the go-to-market strategy per business unit

Step 6 : assessing the impact on the structure/organisation of product management, innovation, customer service and the international sales organisation.

Step 7 : align stakeholders around the new 'profit' strategy and define the future behavior


Boosting client' return on sales' by > 500 basis points ! (real number = confidential)

Economic Value Modelling - Agro


On the question ; we love your service and customer intimacy, but why are you so expensive : Account managers said not to have sufficient, fact based,  arguments to counter this question. There was a fear in the key account organisation that they were not equipped to defend the service value in front of a price sensitive buyer - and some marketeers even started doubting about the value they delivered ...


After evaluating the key accounts concerns, we started with an Economic Value Calculation excercise in order to understand if the value of the organisation was really 'worth the price' versus the next best alternatives.

  1. improve customer segmentation insights
  2. research to understand the differentiating value drivers in product, services, accessibility, convenience, brand value.
  3. workshops with key accounts to build the value calculation data sheets - and discuss value per segment
  4. create user cases to demonstrate the value
  5. assess own value versus the next best alternatives
  6. develop value arguments and value selling tools


  1. The EVC exercise clearly proofed that the organisation delivered exceptional value for the customers
  2. The project demonstrated the differentiating value drivers and the impact on the cost savings / cost avoidance / revenue generation and risk avoidance for the customer
  3. New insights around possible new value drivers were detected to drive further innovation
  4. Price pressure could be effectively countered
Software Pricing - 3D Printing


Our clients organisation is in the transition from perpetual pricing (+ maintenance fees) towards an annual/subscription based pricing model. Understanding how to create the product packs, how to choose the pricing metrics, how to define the pricing plans and set the prices was a new domain.  We supported the process and coached product and sales management in their 'software packaging' and 'pricing' journey.


We supported the product and sales management with a proven process to define subscription based pricing models.

Step 1 : Assess market segmentation - who do we really want to target ?
Step 2 : What is the next best alternative within the segment ?
Step 3 : What are the differentiating value features ?
Step 4 : Evaluate and decide on a ’tiered’  ‘packaging’ of the features 
Step 5 : Evaluate the optimal price metrics - and price structure for the subscription plan
Step 6 : Set the price level per pricing plan
Step 7 : Assess price elasticity and re-evaluate the price points
Step 8 : Finalizing the pricing plans (metrics and structure)


  1. New pricing model for subscription pricing successfully installed

Margin Improvement Project - Manufacturing


The organisation followed an aggressive growth (volume) strategy, introducing many new industries (applications) and with success.    Revenue growth was on target, but ROS was weak.  The management was looking to further grow the top line growth, but with improved ROS (2 % points = target).


We supported the organisation in ;

  1. developing vital pricing analytics to understand what happens and why it happens
  2. solve the obvious price and margin leakages in both product and customer portfolio
  3. install portfolio price consistency
  4. review the discount and surcharge policy
  5. install target prices per product line, application and industry.
  6. install price deviation process
  7. install a deal making team


ROS increased within 12 months with 2 % points, in line with the (ambitious) target.

Value Based Pricing - Professional Services


The management team had the impression they left quite some margin ‘on the table’ at some major key accounts.  The value created was very high with intensive knowledge sharing and very fast problem solving, creating high value for the client (less shutdowns of production lines, faster and more effective interventions, better data driven insights resulting in better predictive maintenance, etc).  The negotiation with the major key accounts turned down, now for many years, on discussing the number of hours, and the hourly rates, of the different services delivered.   Key accounts mentioned that the prices ‘were’ quite high versus competition and that they needed to defend the prices all the time.


After evaluating the key account managers’ perception, we started with an Economic Value Calculation exercise in order to understand if the value of the organisation was really 'worth the price' versus the next best alternatives.  We ;

  1. Reviewed the actual segmentation
  2. Selected the major key accounts per segment (industry)
  3. Conducted interviews with key account (understand value differentiation, understanding buying differentiators, etc)
  4. Lead intensive workshops with key accounts, project managers and technical engineers working at the customers’ plant to discuss what ‘value’ means for the customer - and how to translate our value differentiators into economic value (economic value calculation)
  5. Build value calculators based on data collected from customer visits / internal insights
  6. Created value defence cards and user cases to demonstrate the value in economic terms for the sales directors.
  7. Trained the sales teams on value based pricing principles and the use of EVC


  1. It was the first time that clients where confronted with value demonstration - which triggered completely new discussions and created a different setting for negotiations - confidence grew fast in KAM that the new approach had effect
  2. KAM price negotiations resulted in customer’ acceptance of many price increases.  Some price increase where spectacular but fair.
  3. New value innovation was detected during the value discussions, resulting in improved service delivery/innovation.
  4. The organisation has confidence to implement a more value driven strategy (investing in value innovation, value communication, value selling etc).

Contact us for more info and more business cases.