A Practical Guide to Pricing

e-books www.simon-kucher.com
A PRACTICAL GUIDE TO PRICING 2

Contents

Introduction: The Importance of Pricing....................................................................................................................3

Pricing Power, and How You Can Profit From It.......................................................................................................6

Why Prices End in 99… and Other Psychological Pricing Tactics........................................................................8

Value Pricing Changes the Rules of the Game .................................................................................................... 10

Digital Transformation – A New Way of Working.................................................................................................. 12

Price Increase? No Problem. Preparation Beats Price Pressure!..................................................................... 14

Stay Strong – How to Fight a Price War.................................................................................................................. 16

Skimming or Penetration Pricing?............................................................................................................................ 18

Summary: Why is Pricing Important?...................................................................................................................... 20

Simon-Kucher & Partners at a Glance..................................................................................................................... 21

1
Introduction

The Importance of Pricing

Intelligently managing price structures and levels is the most important topic to secure business
success. Get it right and you will thrive. Get it wrong and risk permanent damage to your business.
Excellence in pricing goes far beyond the price of an individual product. It involves strategy, goals,
positioning, but also governance, tools and finally all of a company’s processes and culture that
ultimately result in the price tag. In this guide, we discuss the many reasons why pricing is import-
ant, and share expert insights and tips for overcoming the top pricing challenges.

Pricing is a game of intelligence. Are you ready to start playing it?

A PRACTICAL GUIDE TO PRICING 4

Pricing for profit: A simple formula Know your value

Optimal pricing plays a pivotal role in achieving Rather than factoring in value-to-customer, unsuc-
profitable growth. It requires experts with an in- cessful companies often follow a historically grown
depth understanding of customer segments, the or cost-plus pricing model, communicating and
products’ value-to-customer, and experience in selling too heavily on price. Unaware of the premi-
handling the relevant business data to come to the um they deserve for their products and services,
right conclusions. these companies leave substantial amounts of
money on the table. The solution? Follow a value
A 5% improvement in pricing without volume loss pricing approach! Understand and quantify the
and average margins can boost profits easily by value you deliver, and whenever possible charge
30% to 50%. You may already for the “extras” you provide or
have a cost-cutting strategy in unbundle them from the product.
place to boost profits. But no mat-
ter how heavily you invest in in- Pricing is a Differentiate your prices and
creasing volumes and cutting offering
costs, this can only take you so leadership task One-size-fits-all pricing is another
far, and intensive efforts have of- major pitfall. Offering one product
ten already exhausted all poten- at one price does not tap into will-
tial. So where should you go next? Let’s start by ingness to pay and leaves many customers out of
breaking down profit into a simple formula with reach. Instead, companies should segment cus-
three drivers: tomers based on their behavior and needs and
then provide a differentiated offering and prices.
Which customer should pay which price? Who
Profit = Price x Volume – Costs should pay more? For what? And why? Clean out
unimportant elements to create a lean-price prod-
uct, and then enrich it with valuable elements for
Even though price is a multiplicative factor in this demanding customers. Use psychological aspects
formula, our experience is that it often receives the of pricing to design your well differentiated offering
least attention. However, pricing is often the only and set the right price levels in your offered product
untapped lever left to achieve higher profits. How portfolio.
can you shift from a predominantly internal and
cost-cutting focus to an outside-in focus? There Avoid and diffuse price wars
is always a profit-optimal price point and the way Increasing price transparency is making the market
to find it is through a systematic and quantified more attractive for price-aggressive sellers, and every-
approach. It’s all about closing the gap between one blames the “others” for attacking them and
what a customer is willing to pay and what you starting a price war. Often what’s actually needed is
actually get. a more peaceful approach toward your competitors
A PRACTICAL GUIDE TO PRICING 5

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and a harder approach toward your customers! Get plementing it. But even the best pricing strategies
control over your rebates and discounts out there in will fail without strong leadership and enforcement:
the market. Guide your sales team towards healthy Make pricing a regular boardroom topic! Yes, you
price levels rather than making the deal at any cost. can identify your product’s value, but even harder is
ensuring your sales people defend that value, espe-
cially if for decades they have always set prices
based on gut-feeling. Internal incentives need to be
adapted, target achievement monitored and con-
trolled, roles and responsibilities redefined. Pricing
can become a very emotive topic, and it requires
clear initiation and communication from the top.

Why is pricing important?

In markets with increasing volume and price pres-
sure, the right pricing approach is essential to re-
main competitive. It brings you the value you de-
serve for your products and services offered and
secures the profits you need to invest in change
Check your digital readiness and growth. Let’s be clear, it is still important to run
Your digital transformation programs should ulti- cost-cutting initiatives on a regular basis and to in-
mately lead to higher revenues and profits for your crease the efficiency of your sales organization. But
company. Here it is key to check the digital readi- be consistent and honest with yourself: Invest at
ness of your service offering and pricing. In most least the same amount of energy, time, and money
industries you will face radical disruptions: Offer- in improving the biggest profit driver “PRICE”.
ings with lower development times, lower marginal
costs, more segment/customer-specific solutions,
and higher economies of scale. On the pricing side
you will be confronted with higher transparency, dy-
namic pricing, low price competition, totally new
pricing metrics etc. Check if and how your digital
transformation efforts lead to better offering or pric- Author
ing and don’t make it an infrastructure or IT exer-
cise. Be ready to monetize your digital solutions Dr. Rainer Meckes
differently than you have done in the analog world! Managing Partner Germany,
Board Member
Make pricing a leadership task! Bonn, Germany
Pricing is a continuous process, and not a one-time
Email rainer.meckes@
project. It starts with determining the right pricing
simon-kucher.com
strategy, then setting the right price and, finally, im-
2
Dr. Andrea Maessen

Pricing Power, and How You Can Profit From It

In an ideal world, your company sells a unique or patent protected product, and there are few
or no other players in the market. Then your pricing power is likely to be substantial. You can
increase your prices without major risk of losing business to a competitor. However, for most
companies, this is not the case, and pricing power is much more difficult to achieve.
 A PRACTICAL GUIDE TO PRICING 7

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differentiated by products, segments or markets,

and capped by import parities or substitution risk. It
is also a useful tool for monitoring and controlling
your actions to ensure your pricing strategy is
enforced accordingly.

Pricing power requires your company to speak with

one voice. You need to ensure there are clear prin-

Price needs a ciples, standards, and tools within an overarching

pricing framework. Clearly communicate and share

consistent storyline pricing principles with everyone in your company,

review and clarify your existing pricing principles
internally, and establish completely new ones if
they no longer reflect the market requirements or
Pricing power is a company’s ability to get the price strategy. By reinforcing the reasons for your price
it deserves for the value it delivers. It is often the strategy, customers can plan ahead for price chang-
difference between a company that succeeds and es. Price needs a consistent storyline.
one that fails. Pricing power is not down to chance,
it depends on the right measures and focus. How do you get pricing power? You strive for it with
your head, heart, and guts. Head means strong
Pricing power is especially important when: leadership of a skilled team that creates and deliv-
ers your roadmap to success. Heart is the belief
ƒƒ You are not earning your cost of capital: Your that you deserve to make a return on your invest-
products are chronically underpriced and you ment, and that a price increase is what needs to
need to move up margins substantially. happen for you to win. Finally, your sales team needs
the guts, will, skills, materials, and confidence to
ƒƒ Industry pricing practices work against you: embark on your pricing power journey, execute
You have to cope with market disruptions and your strategy, and ultimately reach your goals.
need to change industry practices in pricing.

ƒƒ A price war is on the horizon: You have to cope

with short-term opportunistic behavior in the
market to avoid a price war. Author

Striving for pricing power requires your entire com- Dr. Andrea Maessen
pany to embark on a challenging transformation Global Head of Chemicals
journey. Draw up a price roadmap to ensure a clear and Construction
and common internal understanding of where Cologne, Germany
prices should be, outline target prices, and align
Email andrea.maessen@
your pricing strategy and tactics. A price roadmap
simon-kucher.com
is typically driven by profitability requirements,
3
Dr. Christoph Bauer

Why Prices End in 99… and Other Psychological

Pricing Tactics
Ever wondered why prices end in 90 or 99? You can find “99” price tags everywhere, from your
bar of chocolate at the supermarket to your monthly gym subscription. Due to what is known as
the left-digit effect, customers tend to round to the next lowest monetary unit. A lower number at
the start of a price has a huge impact, even though the price is more or less the same. Customers
are not always rational when thinking about price, and this is where psychological pricing comes
into play.
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The left-digit effect is one of the oldest and simplest examples to explain customer behavior. However, the
potential of psychological pricing extends much further beyond price tags set at 99. Companies can
use many advantages of psychological pricing to make prices more attractive to customers – which
mechanisms to use often depend on your product and business. Here are some more examples:

1. Compromise effect 3. Endowment effect

You can’t go wrong with the middle option, right? Possessing something, even figuratively, triggers
An adequate number of available options can nudge emotional responses. Mechanisms like trial periods
the customer to a more valuable product choice, and free samples create ownership of the product
and by that we mean also valuable for you, the seller. before buying. When customers do make a purchase,
they try to avoid loss, which increases their willing-
ness to pay.

4. The decoy effect

It can even make sense to offer a product you don’t
want to sell, and nobody wants to buy. It’s easier to
make a decision with an existing reference point.
Inferior dummy options within your offering nudge
customers to the more valuable product or package,
and are especially effective for upselling bundles.

5. The value effect

2. Transaction utility effect You would probably be willing to pay more for drinks
Two groups are offered the same radio for the same from a fancy hotel than a run-down store, right?
price, but those offered the discount are much more Making your product the hotel is an important value
willing to buy the product. The price itself is what creation task. Explicit recallers such as specifying
signals and generates value in the eyes of the uses and risks, or pictures and other cognitive sup-
customer. port, help customers understand a product’s value.

$500 Author

90
$1
90 $1 Dr. Christoph Bauer
Partner
Hamburg, Germany
Email christoph.bauer@
simon-kucher.com
4
Franck Brault

Value Pricing Changes the Rules of the Game

Value pricing is recognized as the superior pricing strategy for both new and existing offers.
Companies understand the importance of moving away from the cost-plus pricing approach
and aim to set prices that customers are willing to pay based on how they perceive value.
However, many struggle to overcome the obstacles that developing and implementing
a value-based strategy entails.
A PRACTICAL GUIDE TO PRICING 11

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Get it right, and a value-based pricing approach can 4. Train your team to sell the value, not the price!
lead to maximized and sustainable profitability. It not Value selling and value communication are just as
only ensures that your customers accept paying for important as value delivery – if the customer doesn’t
the value they receive, it also creates new norms and understand or perceive the value, you can’t capture
practices associated with your offer. It creates a it. But it isn’t always the customer who is hardest to
situation where everyone can win – your company convince. Bring your salesforce up to speed on the
and your customer. Value-based pricing can com- value of your offers and then prepare them to prop-
pletely transform your erly sell and defend
company, and even that value!
change the rules of the
game for your entire Instead of focusing on costs, Ask each of your de-
business. partments individually
ask what savings and benefits and they will probably
1. Map the key value the customer gains tell you they are focused
drivers on value. R&D strive to
Are there direct com- create a valuable prod-
petitors, or alternative solutions? Are you faster, uct and aim at reaching the most advanced perfor-
more efficient, reliable? Start by asking your cus- mance levels, Quality Assurance maintain the value,
tomers. Rather than just a quick phone call, really Marketing think about how to package it, etc. But
dig deep and conduct extensive customer inter- do each of these departments know what the
views to understand their business. In a complex customer truly values? And where are the efforts to
value chain, you might even create value for your monetize the added value that the product, service,
customers’ customers. or solution provides? True value pricing needs to
be the golden thread within your company that
2. Calculate the monetary benefits unites every department and function. All efforts
Now you know the perceived value, the next ques- need to be aligned to focus on how to identify,
tion is what the customer is willing to “sacrifice” in create, and monetize value – this often involves a
exchange. Instead of focusing on costs, ask what drastic mindset change that extends far beyond
savings and benefits the customer gains. What price alone.
costs would be generated on the customer side if
particular services did not exist? This is the starting
point of value you can monetize.
Author
3. Adapt revenue models
It’s tempting to profit entirely from created value, but Franck Brault
products still need to be appealing. Challenge exis- Senior Partner
ting revenue models, cut out undervalued features, Paris, France
rebuild service packages, and create new value- Email franck.brault@
based offers to accommodate customer needs. simon-kucher.com
Successful value pricing creates a win-win situation
for both company and customer.
5
Lisa Jaeger

Digital Transformation – A New Way of Working

Digital transformation requires a new way of working: From selling products to developing
customer relationships. Moving to this customer-centric approach might mean overhauling
your entire organization. Are you using new technologies to develop persistent, one-on-one
relationships with your customers, to understand their evolving needs, and to deliver and
monetize the highest value products and services in a customized way? How you price your
products in the future will depend on the transformation strategy you put in place today.
A PRACTICAL GUIDE TO PRICING 13

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Digitalization can destroy, preserve, or enhance rev- B2B context, many existing players are in pursuit of
enues. It can mean you win or lose customers. To new business models, tapping into new revenue
remain competitive, you need to keep up with the sources or even abandoning their original core
accelerating pace at which technologies are chang- business completely.
ing society. Transform or face extinction? Easier
said than done. What’s required is an all-encom- Modern ecosystems
passing transformation strategy that fully taps into Alongside modern technology, the modern chan-
the opportunities that digitalization has to offer. nel, and the modern customer, there is another
important strand in the maze: modern ecosystems.
Impact of innovations To best serve demanding customers via multiple
Artificial intelligence and the Internet of Things channels and with state-of-the-art technologies,
display major transformation potential. Physical prod- companies with diverse backgrounds are joining
ucts are turning digital. In today’s world, customers forces, moving away from outdated processes, and
can own their music and revolutionizing their busi-
films without ever holding ness models as they try to
a physical copy in their keep up with this rapid
hands. Other physical
Enhancing customer pace of digital change.
products are being digi- experience and value pricing
tally enhanced, such as Information becomes
smart appliances and
are top goals of many digital the product
wearables. From online transformation strategies. Modern technologies also
banking to app-placed enable more efficient and
orders in restaurants, even effective processes within
services are receiving a digital layer! the business itself, from recruitment and adminis-
tration to marketing and customer service. Most
New technologies, new needs transformation activities involve the innovative use
The modern customer has greater expectations of of data, such as analytics and machine learning.
products and services – simple, convenient, easy Plus, “reading” the data and drawing the right
to use, personalized. Everywhere and at the touch conclusions leads to new business assets: it’s
of a button. All of this radically changes how com- becoming increasingly possible to profit from the
panies deliver value to customers and requires a “intangible”.
customer-centric view like never before. That’s why
enhancing customer experience and value pricing
are top goals of many digital transformation strate- Author
gies.
Lisa Jaeger
New channels and revenue models Partner
Online agents and brokers are entering the scene, Frankfurt, Germany
and webstores that sell directly to the customer are
Email lisa.jaeger@
pushing out the middlemen. Producers of daily
simon-kucher.com
goods are starting to use Amazon to sell their
goods, many in subscription models. Also in the
6
Nina Scharwenka

Price Increase? No Problem. Preparation Beats

Price Pressure!
Price hikes. A delicate topic that companies prefer to avoid. You don’t get anything if you don’t
ask for it, and thanks to the healthy economy in recent years, nobody had to ask. However,
higher prices for raw materials, inflation, and new environmental regulations are reversing the
trend. Cost increases will make their way to customers’ wallets, one way or another. Increasing
prices for a product or service can be uncomfortable. But with the right preparation, it is
definitely possible!
A PRACTICAL GUIDE TO PRICING 15

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Unable to increase your prices? It is easy to blame price pressure. Take a closer look and you might find
you are standing in your own way. Don’t let poor preparation and compromises in negotiations derail your
efforts. Our checklist makes sure you are ready to implement a price increase:

Know your power Know your story

Have price increases been successfully executed Don’t leave success to chance. One of the biggest
in the past? What were the typical challenges and increase fails is that no specific reasons are given
what can you learn from them? Your current to the customer. That might fly with a 2% increase,
relationship with the customer will play a role in the but higher increases definitely need justification.
success of the planned price increase. Consider Understand your customer’s supply chain to
when your contract allows for a price increase and create a powerful story around price increases.
keep an eye on T&Cs! Your conditions system may Start with the main benefits you deliver and focus
need adjusting to prevent high discounts from can- on value, not cost. Refer to factors surrounding
celing out the effect of your price increases. Increas- the upcoming increases in all calls, letters, and
ing price could even open up an opportunity to customer visits. Be concise, customer-specific,
save on discounts. and consistent!

Know the impact Know your strategy

Conduct an impact analysis to understand where Sales should not be scared to lose customers or
customers accept increases, and where they are business through price increases. Communication
price-sensitive. Differentiating on a brand, category, from the top is essential to avoid conflict between
or product level can make increases appear more price and volume targets. Modify the compensation
acceptable. Prices for services and surcharges model to reward price increases, and hold reps
often fall below the radar and are typically accepted accountable for deviations. It’s about switching the
without discussion. mindset from volume to value.

Know your negotiation range Author

Where do you have room to maneuver? When Nina Scharwenka

should you stop or escalate? Clearly define your en- Partner
try and walk-away price points. Prepare a set of bar- Munich, Germany
gaining chips, including non-price concessions Email nina.scharwenka@
prioritized by value. Who is involved in the negotia- simon-kucher.com
tion? Map out a decision tree that quickly identifies
techniques for different seniority levels and roles.
7
Kajetan Zwirglmaier

Stay Strong – How to Fight a Price War

More than half of all companies worldwide believe they’re involved in a price war. What do they
have in common? Most think it’s not their fault and blame their competitors. This can’t be true for
everyone. Let’s look at why price wars flare up so quickly and what companies can do to escape
them.
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Price wars sound dangerous, and they are – for Okay, so you’ve gotten yourself in trouble and are
everyone involved. So why do companies find stuck in a price war. What now? These steps will
themselves participating in price wars time and enable you to make it out of the danger zone in one
time again? “It’s always the other companies that piece:
initiate the combative behavior. They are price
aggressive. We are just reacting rationally to their 1 Change your mindset
competitors’ actions”. The problem? Your competi-
tors have the exact same mindset. Always be on the lookout for competitors trying to
halt the price war and respond accordingly. The
A price war is particularly likely to occur when con- most beneficial outcome for everyone is to end the
sumers’ price awareness is high and switching price war.
costs are low, or when product differentiation is
minimal causing consumers to consider price a key 2 Develop a backup plan
decision criterion.
Determine what your fair share is and decide which
Companies vulnerable to price wars: concessions on market share you’re willing to
ƒƒ Offer commodity products make. Then prepare a detailed roadmap for com-
ƒƒ Experience excess capacity munication and product launches.
ƒƒ Face new market entrants following penetration
pricing strategies 3 End price aggression
ƒƒ Need to keep sales volumes high to reduce
average fixed costs per unit You have to stop retaliating and start communicat-
ing a clear and consistent value story to the market.
Companies that believe the following common myths Focus on value, not price when launching new
about price wars can end up in a disastrous situation: products.

“A price war can be won”: Price wars are highly Following these guidelines will lead you back to
effective profit killers, where nobody ever truly wins. healthy market development and competition. A
All they do is destroy huge amounts of profits in the much better and easier option is, of course, to never
process. get into a price war in the first place. Just don’t do it.

“Significant market shares can be won”: If all

market players are trying to steal customers by con- Author
stantly undercutting each other, there will be no
significant shift of market share. The battle for Dr. Kajetan Zwirglmaier
customers simply continues. Partner
Munich, Germany
“Market price level will recover”: Recovery only
Email kajetan.zwirglmaier@
happens in rare cases and involves significant
simon-kucher.com
effort. In reality, prices hardly ever return to their
pre-war levels.
8
Jan Haemer

Skimming or Penetration Pricing?

All new hit innovations need a winning price. But having never priced the product before, how
do companies know what to put on the price tag? Many companies fall into the trap of leaving
the price decision to last minute, with almost no time for analysis or research. Defining the
pricing strategy essentially determines the economics of the product’s entire lifecycle. It boils
down to a choice between two strategies: skimming or penetration pricing.
A PRACTICAL GUIDE TO PRICING 19

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sense if demand shows low price elasticity. Prepare

for low volume and ensure profits through a high
price until your product secures a market position.

4. Customer segments: Just one or many?

Some customers do not want to wait for a new
product to become mainstream. They want to show
off their newest tech gadgets to their peers. Like-
wise, B2B companies want to use state-of-the-art
technology to gain a competitive advantage. In both
cases, early adopters might be willing to pay more
Many companies fail with a penetration pricing than late followers. The more the willingness to pay
strategy. It is risky from a profit standpoint. You differs between segments, the more appropriate a
need to be able to follow through on future price skimming strategy becomes.
increases. Often, too little attention is paid to mid-
term monetization routes, or how companies will 5. Product portfolio: Isolated or dependent?
ultimately make money. Sometimes products cannot be launched in isolation
from the rest of your portfolio. Consider portfolio
Here are five points for an informed decision: and cannibalization effects. The order in which you
launch products also plays an important role. For
1. Type of innovation: Breakthrough or example, with Porsche’s Panamera, the high-end
just me-too? eight-cylinder model first skimmed the market, then
With a unique, proprietary solution there is neither the six-cylinder model was released a year later at a
a reference price nor direct competition. Your goal lower price.
is to create a market and penetrate it. Whereas
undifferentiated “me-too” products face many com- Whether you choose a penetration or skimming
petitors. Only if your offering delivers superior value pricing strategy determines the economics of your
do you have the foundation for a skimming strategy. product’s entire lifecycle. It is a decision that decides
the success or failure of a new product. You have
2. Goals: Margin or share? one shot. Make sure you get it right.
Trade-offs have to be made. You can’t pursue all
goals at once. Some companies have production
capacity constraints during the launch phase. Others
with high CAPEX requirements need to meet cash Author
flow targets, follow a penetration strategy as a “safe
bet” and forego skimming options. Jan Haemer
Partner
3. Price sensitivity: High or low? Frankfurt, Germany
If a low price translates into significantly higher
Email jan.haemer@
volume or more customers, penetration pricing can
simon-kucher.com
work. The market must be sensitive enough to
compensate for the lower margin. Skimming makes
Why Is Pricing Important?
Price can be the biggest profit lever, but also the most dangerous profit destroyer.

It’s tempting to compete on price when increasing transparency is making the market more
attractive for aggressive sellers. But remember: every market has a top end and a bottom end,
and there will always be someone who does it cheaper. How low are you willing to go?

Real pricing pioneers are true to their topline. They avoid price wars and one-size-fits-all
pricing. Instead, they pick a winning strategy from the beginning, focus on tapping into the
new opportunities brought about by digitalization, and use psychological aspects of pricing
to design a well differentiated offering.

Gaining an in-depth understanding of the importance of pricing is what makes you best
equipped to guide your sales teams toward healthy price levels, prepare thoroughly for price
increases, and ultimately lead your company to higher revenues and profits. It’s about building
a consistent storyline around price, the value you deliver, and the premium you deserve for
your products and services. Think of an investment in pricing as an investment in the future.
SIMON-KUCHER & PARTNERS AT A GLANCE 21

Simon-Kucher & Partners, Strategy & Marketing Consultants

Simon-Kucher & Partners is a global consulting firm with around 1,300 professionals in 38 offices world-
wide focusing on TopLine Power®. Founded in 1985, the company has 35 years of experience providing
strategy, marketing, and sales consulting and is regarded as the world’s leading pricing advisor.

Global locations Average annual growth rate since 1990

38 offices in 25 countries +18%

Revenue in 2018 Clients’ average increased return on sales

€309m/$360m
thanks to our projects

+2 to 4% points ROS

Americas Europe Africa

Brazil, São Paulo Austria, Vienna Luxembourg, Luxembourg Egypt, Cairo
Canada, Toronto Belgium, Brussels Netherlands, Amsterdam
Chile, Santiago de Chile Denmark, Copenhagen Poland, Warsaw Asia/South Pacific/
Mexico, Mexico City France, Paris Spain, Barcelona Middle East
USA, Atlanta Germany, Bonn Spain, Madrid
Sweden, Stockholm Australia, Sydney
USA, Boston Germany, Cologne
Switzerland, Geneva China, Beijing
USA, Chicago Germany, Frankfurt
Switzerland, Zurich China, Hong Kong
USA, Mountain View Germany, Hamburg
Turkey, Istanbul China, Shanghai
USA, New York Germany, Munich
United Kingdom, London Japan, Tokyo
USA, San Francisco Italy, Milan
Singapore, Singapore
UAE, Dubai
SIMON-KUCHER & PARTNERS AT A GLANCE 22

Globally renowned consultancy for topline improvement

Financial Times brand eins/Statista

#1 Marketing, Brand, Pricing #1 Marketing, Sales, Pricing

on par with two other consultancies brand eins Thema special edition: Consulting – industry report from
Financial Times, list of the UK’s Leading Management Consultants, 2018 brand eins Wissen and Statista, online survey, six years in a row: 2014 - 2019

Capital Forbes

#1 Marketing, Sales, Pricing Marketing, Brand, Pricing, Sales

on par with two other consultancies Forbes, survey of the best management consulting firms in the US,
Capital, survey of the best consultancies in France, 2016, 2018 October 2016, 2018
(conducted every two years) (conducted every two years)

MT Magazine/Erasmus University Bilanz

#1 Strategy Consulting #1 Marketing, Sales

MT Magazine/Erasmus University: MT1000 2018, survey of the best Bilanz Magazine ranking, survey of the best consulting firms
strategy consultancies in the Netherlands, 2018 in Switzerland, 2019

What others say about us

Simon-Kucher & Partners was a great partner Simon-Kucher & Partners did some excellent
during our research phase. We appreciated work to help us to break one of the great myths
their support, expertise, and partnership in our organisation. They radically changed how
throughout the process of developing Uber we understood our core audience.
Rewards. Chris Stibbs, CEO, The Economist Group
Barney Harford, COO, Uber

World leader in giving advice to companies Pricing strategy specialists.

on how to price their products. The Wall Street Journal
BusinessWeek

In pricing you offer something No one knows more about pricing

nobody else does. than Simon-Kucher.
Professor Peter Drucker, Management Thinker Philip Kotler, Marketing guru
 www.simon-kucher.com

Imprint

Publisher Simon-Kucher & Partners Strategy & Marketing Consultants GmbH, Bonn
Creation Annette Ehrhardt (responsible), Joanne Fitzgerald, Birte Jung, Katrin Pfaff
Authors Dr. Rainer Meckes, Dr. Andrea Maessen, Dr. Christoph Bauer, Franck Brault, Lisa Jaeger,
Nina Scharwenka, Dr. Kajetan Zwirglmaier, Jan Haemer
Photos istock, colourbox

May 2019