With 20 years of experience Contribution has delivered pricing projects in numerous industries. Please find a few selected logo examples below.

Medtech / Health

Ambu
3shape
3shape

Consumer

Louis Poulsen
Bo Concept
Norlys

Construction

Danfoss
Grundfos
Mascot

Software

Martin
EG
Foss

Various

Contour
Desmi
Scandlines

What customers are saying

Thank you for your help with the pricing analysis for our new dermatological laser. The Adaptive Choice-Based Conjoint analysis is an outstanding method, and we are very satisfied with the process, the collaboration, and the result. The pricing, as well as the sensitivity of different features, is also highly valuable to us—both commercially and in the prioritization of development activities.

CEO, MedTech
We have worked with Contribution for many years on pricing analyses related to new products and features, as well as optimization of existing ones. The collaboration has been structured and professional, with a strong understanding of our situation and needs—and the results have been outstanding. For one product, we conducted analyses before and during the development phase, and again ahead of launch. Both the product and its pricing were significantly optimized and today form the foundation of a product family generating over €400 million in global revenue.
Pricing director, Medtech

We have used Contributions’ analyses for several years to evaluate, prioritize, and price new product features, as well as to measure the price elasticity of our most important product. The conclusions are used both tactically and strategically to optimize pricing and product configuration for individual products as well as within the portfolio. Contribution delivers competently and efficiently, and we value the collaboration.

Sr. Vice President, MedTech

In connection with the launch of a new pendant in one of our most important product families, we conducted a price analysis with Contribution. The analysis reached the satisfactory conclusion that the pendant’s optimal price was 33% higher than expected. At the same time, it showed that there was a basis for raising prices across the rest of the family. We appreciated Contribution’s efficient delivery and valuable input.

Sr. Vice President, Durable goods

We recently approached Contribution for help in uncovering customer value and pricing for 20 different product attributes, each with several variants, all on the long list for a new product platform. Contribution introduced us to the Advanced Choice-Based Conjoint method and conducted an analysis that provided the answers we were looking for. We are impressed with both the method and the analytical collaboration, and will not hesitate to work with Contribution again.

Senior Director, Industrial manufacturer
We engaged Contribution to optimize pricing for one of our portfolio companies with €100+ million in revenue ahead of a planned sale. Contribution began with a pricing review to prioritize focus areas, then concentrated on the most impactful ones. The result was a significant €4 million improvement in the bottom line. Shortly thereafter, the company was sold at an EBIT multiple of 15, making the initiative worth a total of €60 million. Needless to say, we are very satisfied.
Partner, PE fund

Thank you for your help with the pricing analysis for our new dermatological laser. The Adaptive Choice-Based Conjoint analysis is an outstanding method, and we are very satisfied with the process, the collaboration, and the result. The pricing, as well as the sensitivity of different features, is also highly valuable to us—both commercially and in the prioritization of development activities.

CEO, MedTech
We have worked with Contribution for many years on pricing analyses related to new products and features, as well as optimization of existing ones. The collaboration has been structured and professional, with a strong understanding of our situation and needs—and the results have been outstanding. For one product, we conducted analyses before and during the development phase, and again ahead of launch. Both the product and its pricing were significantly optimized and today form the foundation of a product family generating over €400 million in global revenue.
Pricing director, Medtech

We have used Contributions’ analyses for several years to evaluate, prioritize, and price new product features, as well as to measure the price elasticity of our most important product. The conclusions are used both tactically and strategically to optimize pricing and product configuration for individual products as well as within the portfolio. Contribution delivers competently and efficiently, and we value the collaboration.

Sr. Vice President, MedTech

In connection with the launch of a new pendant in one of our most important product families, we conducted a price analysis with Contribution. The analysis reached the satisfactory conclusion that the pendant’s optimal price was 33% higher than expected. At the same time, it showed that there was a basis for raising prices across the rest of the family. We appreciated Contribution’s efficient delivery and valuable input.

Sr. Vice President, Durable goods

We recently approached Contribution for help in uncovering customer value and pricing for 20 different product attributes, each with several variants, all on the long list for a new product platform. Contribution introduced us to the Advanced Choice-Based Conjoint method and conducted an analysis that provided the answers we were looking for. We are impressed with both the method and the analytical collaboration, and will not hesitate to work with Contribution again.

Senior Director, Industrial manufacturer

We engaged Contribution to optimize pricing for one of our portfolio companies with €100+ million in revenue ahead of a planned sale. Contribution began with a pricing review to prioritize focus areas, then concentrated on the most impactful ones. The result was a significant €4 million improvement in the bottom line. Shortly thereafter, the company was sold at an EBIT multiple of 15, making the initiative worth a total of €60 million. Needless to say, we are very satisfied.

Partner, PE fund

Cases

  • Medtech

Background:

A leading global MedTech company had experienced significant growth over the years, offering a product portfolio designed to cater to both mid- and premium-segment target groups. They also had a lower-end product that saw comparatively fewer sales. However, a new competitor had entered the market and was gaining traction by targeting the low-end segment with a competitively priced product of acceptable quality. This shift indicated a potential market transition from early adopters to the early majority.

Challenge:

The company sought to revisit its understanding of the market’s willingness to pay and buying intent across its product range, from low to high end. The goal was to ensure continued growth and profitability in the face of changing market dynamics. Additionally, there was a need to comprehend how ongoing subscription services and fees influenced customer decisions and how best to address this aspect.

Solution:

A comprehensive market survey was designed, focusing on the company’s five largest markets. An adaptive choice-based conjoint methodology was employed. In this approach, respondents first identified their key decision criteria. Subsequent conjoint questions and choices were then tailored to each respondent’s specific criteria, ensuring a personalized survey experience optimized by algorithms.

Results:

The survey provided fresh insights into market dynamics and price sensitivities. With this renewed understanding, the company could fine-tune its portfolio pricing to sustain growth and profitability. A notable discovery was that instead of reducing prices, the market would place higher value on the introduction of certain support services. These services were cost-effective to deliver but had a significant impact on swaying customer preferences. The survey also shed light on the company’s brand value in different markets, revealing how their low-end product could be priced in comparison to the new competitor while maintaining a competitive edge.

Background:

A healthcare start-up had developed a new AI-based monitoring device for tracking post-operative indicators such as blood pressure and other vital metrics.

To support a potential US market entry, they needed to assess how attractive the concept would be and what buyers might be willing to pay. This would help define an effective go-to-market price.

Situation:

The product had already launched successfully in one European market. With strong evidence of its benefits and published research to support the claims, the client was now exploring opportunities in the US.

Key advantages included reduced need for manual observations, saving nurses valuable time. Equally important from the hospital’s perspective, early detection allowed for quicker interventions, leading to shorter patient stays.

Solution:

A choice-based survey was selected to simulate how the target group would respond to different combinations of features and benefits.

The concept was introduced to the respondents with a clear explanation of its value, supported by links to research studies. Participants first answered a concept interest question, and only those with a neutral or positive view continued to the pricing section. This helped avoid biased responses from uninterested participants.

A screening step ensured that only respondents involved in decisions about medical equipment were included.

Results:

The results clearly supported the initial assumptions about the value of the solution, including the estimated cost savings.

The concept test received the strongest positive feedback recorded in comparable projects.

Interestingly, the optimal price point turned out to be nearly 50 percent above expectations. While this was not anticipated, the explanation became clear. The initial pricing assumption had focused only on measurable economic benefits, but participants also recognized additional value. These included reduced mental load, less need for planning, and increased confidence in monitoring outcomes.

Background:

A global MedTech company had an idea for a single-use medical device aimed at the anesthesia community. Developing this type of product would require significant investment.

The concept was new to the market and would compete directly with well-established reusable alternatives. Due to uncertainty around how the market would respond, the company needed to validate both the product idea and its initial pricing assumptions before moving forward with development.

Challenge:

There was no prototype or finalized design. This made it difficult to carry out a conventional online concept and pricing test, which is typically the industry standard.

Solution:

Instead, the company chose to conduct in-person interviews with potential users in the US, which was expected to be the largest market for the device.

During these sessions, interviewers used a choice-based conjoint survey to explore different product configurations and price points. The face-to-face format made it possible to explain the concept in detail and respond to participants’ questions or concerns directly.

Results:

The response was highly encouraging. All but one participant from the target group indicated a definite or probable intention to purchase the device if offered at a reasonable price. Only one respondent remained undecided.

Importantly, the perceived fair price was found to be twice as high as the company’s initial estimate. Based on this outcome, the business case was approved, and development moved ahead.

As the product concept matured, two large scale follow-up quantitative online studies were conducted to reassess the market. These confirmed the strong pricing potential.

In the end, the product launched at a price 3.8 times higher than originally projected. It has since achieved widespread market success, with portfolio revenues exceeding €400 million.

Background:

A healthcare startup had developed a novel AI-based software designed to reduce both false positives and false negatives in a critical area of cancer diagnostics.

While the technology showed strong internal promise, the team was uncertain how the target audience would perceive its value. They also lacked clarity on the best way to price and package the product. These insights were not only essential for setting pricing strategy but also for demonstrating market potential to Series A investors.

Challenge:

The startup needed to solve two main questions. First, what value potential users saw in the product. Second, which combination of price and product features would be most attractive in the market.

Solution:

To begin, the team defined a set of value hypotheses based on the software’s main features. These were informed by internal assessments and supported by findings from relevant healthcare studies.

An external market survey was then conducted, using advanced research techniques to explore buyer preferences. The survey tested a range of product packages and price points, tailored to the needs of the primary market segment.

Results:

The results were highly encouraging. The software generated one of the highest levels of interest the consulting team had seen in similar concept tests, placing it among the top five overall.

Pricing analysis also delivered strong support for a go-to-market price nearly twice as high as the original expectation. In addition, the findings revealed room for a lower-tier offering, opening the door to a broader segment of the market.

Background:

A MedTech company had developed a new yellow solid-state laser for dermatological treatments. Ahead of the product launch, the company needed to finalize its pricing strategy, assess market interest, and define the most attractive product configuration.

A central goal was to understand how dermatologists would respond to the laser concept and identify which features and pricing levels would drive adoption.

Challenge:

The company faced several key strategic questions. These included how to price the laser to balance revenue with market share, which features were considered essential versus optional, and how to position the product against existing alternatives such as dye lasers.

They also needed to determine which value drivers most influenced purchasing decisions and what acquisition and service models would best match market expectations.

Solution:

To address these questions, the team conducted a quantitative market study using Adaptive Choice-Based Conjoint (ACBC) analysis. This approach was well suited to evaluating products with multiple interdependent attributes, allowing simulation of real-world trade-offs.

The study focused on how dermatologists prioritized factors such as clinical performance, usability, service options, and price. Scenario testing was included to measure willingness to pay, sensitivity to feature changes, competitive pricing thresholds, and preferences around service models.

Results:

The findings were clear and actionable. Thirty-one percent of respondents showed immediate interest in the laser, while another 65 percent were open to adoption depending on clinical outcomes and cost.

Price was the most influential factor in decision-making, followed by expected clinical effectiveness and the risk of collateral damage. Key strengths of the product—such as cost efficiency compared to dye lasers, reliable performance, and optimal wavelength—were well received. In contrast, aspects like start-up time and spot size played a lesser role in purchasing decisions.

The optimal price to maximize revenue across the market was identified at $69,000. However, in comparisons specifically against dye lasers, the ideal price point was approximately 20 percent higher, assuming clinical expectations were met.

The study also highlighted a service-related issue: 40 percent of respondents had experienced equipment downtime of up to two weeks due to consumable shortages, resulting in rescheduled patients and lost income. This insight would inform the development of more robust service agreements.

  • Durable consumer goods

Background:

A well-established manufacturer of iconic indoor design products, backed by a private equity firm, set out to improve its pricing and overall profitability. With an upcoming exit on the horizon, the initiative was seen as particularly important. The focus was placed on the company’s five largest markets.

Challenge:

The company served four distinct target groups: consumers, retailers, B2B resellers, and architects. While architects did not make purchases directly, their influence in office design and redesign projects made them a critical stakeholder.

Each segment operated under its own price list, but alignment was lacking. Market positioning varied across countries, and there was internal doubt about how accurately customer willingness to pay was understood. Inconsistent discounting practices further suggested a lack of pricing discipline.

Solution:

A structured, two-phase approach was applied. The first phase involved internal and external interviews, along with a detailed analysis of existing discount structures and pricing policies. This revealed clear opportunities to optimize list prices, reduce unnecessary discounts, and improve internal guidelines.

Building on these insights, a willingness-to-pay survey was carried out for a core product line that was preparing for a new launch. The reliability of this data led to an expanded rollout. Similar surveys were completed for both B2B and B2C segments, covering around 80 percent of the total product portfolio.

Results:

The pricing adjustments led to a 7 percent increase in revenue from changes to list prices and discounting practices. This translated to a gain of €4 million, with a strong positive effect on both revenue and profit margins.

Customer acceptance was high, and implementation progressed with minimal pushback. A few months later, the company was successfully sold. The private equity owner was able to realize a double-digit multiple on the additional profits generated by the pricing improvements.

Background:

A well-known global manufacturer and retailer of indoor interior products had recently completed several turnaround initiatives that improved both sales and profitability. Looking for further growth opportunities, the company decided to revisit its pricing strategy.

The focus was on sofas, the most important product group in the portfolio and the main driver of both revenue and profit. The goal was to better understand actual customer price sensitivity and willingness to pay.

Challenge:

The company sought clarity on two main questions:

  1. What share of potential customers was being lost because current prices were either outside their budget or perceived as poor value—even if technically affordable?
  2. Among those already purchasing, how many would be willing to pay more, and by how much?

Answering these would help determine whether pricing should be adjusted upward or downward to optimize performance.

Solution:

An advanced adaptive choice-based conjoint study was designed to simulate real-world decision-making. Respondents were first screened to include only those who had bought a sofa within the past six months or planned to do so in the coming six months. This ensured the feedback was relevant and based on recent or upcoming purchase behavior.

Participants began by selecting the type of sofa they were interested in, followed by their preferred upholstery options. Adapted from these selections, respondents were then shown a series of product and pricing combinations, including both the client’s and competing brands. Across several rounds, they were asked to choose their preferred options. This helped reveal which features, designs, and prices truly influenced their decisions.

Results:

The analysis focused on the two sofa types with the highest customer interest. For both, the findings showed a clear willingness among buyers to pay more.

The price elasticity data indicated that increasing prices—rather than lowering them—would improve both revenue and profit. A gradual price increase of approximately 10 percent was recommended as a starting point, to be carefully monitored over time given ongoing market dynamics.

There was little evidence that lowering prices would attract new customers. The gap between the client’s products and low-cost alternatives, such as Ikea, remained too wide. Moreover, the research confirmed that the client’s customer base was not part of the budget segment. When customers found a design they liked, that became the key driver of purchase decisions, with price playing a secondary role—within reasonable limits.

  • Construction

Background:

A leading supplier serving craftsmen through distributors had experienced a sustained period of revenue growth. Despite this, profit margins remained narrow. Over time, customers had come to expect negotiations and discounts as standard.

The company began to question whether its pricing strategy truly reflected the value it provided and whether changes could be made without risking customer relationships.

Hypotheses:

Together with the consulting team, three working hypotheses were developed:

  1. The company’s strong brand position and the tendency for competitors to follow pricing moves suggested that list prices might be raised.
  2. Discounting practices and complimentary services could potentially be reduced or better targeted.
  3. Certain flagship products should be kept price-competitive, but pricing flexibility could be applied across the broader portfolio.

Solution:

A customer survey was conducted across key markets to assess perceptions of brand strength, value, and buying criteria.

In parallel, an activity-based costing analysis was carried out across all relevant dimensions—markets, product categories, segments, and customer types. This provided a clear picture of actual profitability and cost drivers, including the financial impact of services and discounts.

Results:

The costing analysis challenged internal assumptions. While the contribution margin was believed to be 46 percent, the true figure was just 31 percent. This finding led to a significant reset in discounting practices.

Additionally, the data showed that nearly one-third of customers contributed little to overall revenue and were operating at a loss. These accounts either required growth in business volume or careful phase-out planning.

Insights from the brand and value analysis confirmed that list prices could be raised by 5 percent above the standard market index. Several discounts and complimentary services were also identified for removal.

Together, these pricing adjustments led to a 35 percent increase in profit, achieved without eroding customer trust or market position.

  • Software

Background:

A UK-based company specialized in Software & Data as a Service, collecting data from financial institutions and reselling the analyzed data to advisors, brokers, and similar entities.

After a phase of aggressive pricing to capture market share, the company aimed to refine its pricing strategy to better reflect the value provided, while still fostering significant growth.

Challenge:

The company primarily employed a cost+ pricing approach for its data service, using a flat rate pricing model.

The refinement of data, despite its importance, had limited value-add pricing. Although the company boasted a compelling value proposition verbally, it lacked internal value calculations to back it up. This led to extensive negotiations with clients.

The pricing model did not adequately account for the substantial value the service provided. Additionally, it was suspected that customer usage patterns varied considerably.

Solution:

Internal workshops were initiated to achieve a unified understanding of the value offered by key features and to establish value hypotheses. This was followed by an analysis of customer usage patterns.

A significant number of qualitative interviews were then conducted to validate cost-saving and revenue hypotheses.

Based on these insights, the company overhauled its packaging and pricing model through a combination of desk work and collaborative workshops.

Results:

The revamped strategy introduced two pricing metrics: the number of companies from which customers desired market data and the extent of data usage.

This led to the creation of a three-tier packaging and pricing model, catering to different use and price segmentations. Customers with usage patterns exceeding the premium tier were given the option to purchase additional bundles.

This comprehensive approach resulted in more than a twofold increase in the average Annual Contract Value (ACV).

Background:

A company specializing in software services for the district heating sector had launched it service three years prior. This product had brought about significant benefits for its users, with early customers achieving very early return on investments. Recognizing the value they provided, the SaaS company aimed to better align their prices with the value delivered.

Challenge:

The company believed there was room to increase their prices but grappled with the extent of the hike: 10%, 20%, or ..?

Given sparse competition, their goal was to set the highest feasible price, ensuring they met volume targets while maximizing profits. This would enable them to bootstrap new initiatives without external financing.

Additionally, they were open to exploring alternative pricing models and emphasized the importance of price differentiation.

Solution:

The project began by conducting internal interviews to establish economic value hypotheses. These hypotheses took into account value drivers, barriers, and other factors influencing perceived value beyond just economic considerations.

Following this, 20 qualitative interviews were conducted among existing and potential customers. This exercise aimed to test the value hypotheses and understand the minimum ROI expectations of their clientele.

Results:

The research revealed that most customers would accept an ROI period four times longer than what was currently being achieved, effectively allowing for a price increase of up to 400%.

Based on these findings, the company decided to raise prices for new customers while implementing a more gradual increase for existing ones.

Alternative pricing models were deemed ineffective in capturing more value. However, a significant opportunity was identified in modifying the software service for a specific segment that used different combustion methods than the majority.

  • Various

Background:

In response to new international legislation introducing stricter limits on vessel emission gas levels, several vendors had already brought measurement solutions to market.

Our client, a well-known global brand, was preparing to launch an advanced system of its own. As part of the go-to-market strategy, the company wanted to determine an appropriate price point and understand how the system would be perceived relative to existing solutions.

Challenge:

The new system offered several advantages compared to current market options. However, it also had a notable limitation—it was unable to measure CO₂ emissions, which could affect adoption.

The target market was highly specialized, consisting of marine engine manufacturers and fleet owners. This group was both small and difficult to reach through conventional research methods. The company needed to develop a clear pricing strategy that accounted for the system’s benefits as well as its potential drawbacks.

Solution:

Standard research panels were not suitable for this niche audience, and the client had limited existing contacts in the space. The team therefore began with structured desk research to identify qualified respondents, followed by direct outreach through calls and invitations to participate in the study.

The research itself took the form of a feature preference and decision criteria survey. A choice-based conjoint methodology was applied, allowing respondents to assess various product profiles—including different feature sets and price points—under realistic conditions.

Results:

The study provided valuable insights. The optimal price point was found to be 50 percent above the client’s lowest internal projection, and 20 percent higher than their most optimistic estimate.

The missing CO₂ measurement capability was confirmed as a major factor limiting preference for the system. However, analysis showed that if this feature were added, preference at the optimal price could increase by as much as 41 percent.

These findings helped the client refine its pricing strategy and also informed development priorities, with additional efforts allocated to addressing the product’s key limitation.