The Challenge In the past, it had proven extremely difficult to sustain pricing change because each of the company’s divisions had a significant amount of pricing independence, including having unique data structures and customer classes. Any pricing project therefore represented a significant undertaking. The firm’s pricing had also been based on cost-plus strategies. If the distributor were to successfully move to value-based pricing, the new pricing infrastructure would need to maintain some flexibility and customization between branches and banners. Finally, the client recognized the need for a dedicated pricing organization and well-defined pricing roles, but up until that point, hadn’t had the support it needed to create an effective division of pricing respons

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