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Flevy Management Insights Case Study
Dynamic Pricing Strategy for Construction Equipment Manufacturer


Fortune 500 companies typically bring on global consulting firms, like McKinsey, BCG, Bain, Deloitte, and Accenture, or boutique consulting firms specializing in Pricing Strategy to thoroughly analyze their unique business challenges and competitive situations. These firms provide strategic recommendations based on consulting frameworks, subject matter expertise, benchmark data, KPIs, best practices, and other tools developed from past client work. We followed this management consulting approach for this case study.

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Consider this scenario: A leading construction equipment manufacturer is confronted with a pressing need to overhaul its pricing strategy to remain competitive.

The company faces a 20% decline in market share due to aggressive pricing by competitors and a shift in customer preference towards more technologically advanced and cost-effective options. External challenges include volatile raw material costs and regulatory changes affecting operational costs. Internally, the company struggles with outdated pricing models and a lack of real-time market data integration. The primary strategic objective is to implement a dynamic pricing strategy that aligns with market demand and competitive pressures, thereby recovering market share and boosting profitability.



This organization stands at a critical juncture where its traditional approach to pricing has rendered it less competitive in a rapidly evolving market. A closer examination reveals that the inability to dynamically adjust prices in response to market fluctuations and competitor strategies may be at the heart of the challenge. Additionally, the lack of sophisticated data analytics to inform pricing decisions exacerbates the issue, leading to missed opportunities and eroded margins.

Market Analysis

The construction equipment industry is characterized by high competition and fluctuating demand, influenced by global economic conditions and infrastructure spending.

Examining the competitive landscape reveals:

  • Internal Rivalry: The industry faces high internal rivalry with numerous global and regional players competing on price, innovation, and service.
  • Supplier Power: Raw material suppliers hold significant power due to the limited number of sources for specialized components, impacting cost structures.
  • Buyer Power: High, as buyers have a wide range of choices, and the trend towards rental models gives them more flexibility and bargaining power.
  • Threat of New Entrants: Moderately low, given the high capital investment and technological expertise required.
  • Threat of Substitutes: Medium, with the increasing availability of rental and leasing options reducing the need for outright purchase.

Emergent trends include a shift towards sustainable and smart construction technologies, presenting both opportunities and risks:

  • Increasing demand for eco-friendly equipment opens new market segments.
  • Technological advancements offer differentiation but require significant R&D investment.
  • Global supply chain disruptions pose a risk to manufacturing timelines and cost.

A PEST analysis indicates that political uncertainties, economic fluctuations, social changes towards sustainability, and technological innovations significantly impact industry dynamics.

Learn more about Supply Chain PEST Competitive Landscape Market Analysis

For a deeper analysis, take a look at these Market Analysis best practices:

Market Analysis and Competitive Positioning Assessment (45-slide PowerPoint deck)
Introduction to Market Analysis (36-slide PowerPoint deck)
Building a Market Model and Market Sizing (22-slide PowerPoint deck)
Market Research Method (109-slide PowerPoint deck)
Market Analysis (17-slide PowerPoint deck)
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Internal Assessment

The organization boasts a strong brand heritage and a comprehensive product portfolio but faces challenges in agility and innovation.

A MOST Analysis highlights that the company's mission to lead in construction equipment is hindered by outdated operational processes and a slow response to market changes. Objectives to increase market share and profitability are achievable by adopting advanced data analytics for dynamic pricing. Strategies require a shift towards more agile development and pricing models, while tactics involve training sales teams and implementing analytical tools.

An Organizational Design Analysis reveals that the current hierarchical structure limits rapid decision-making and market responsiveness. A more decentralized approach could encourage innovation and quicker adjustments to pricing strategies.

A Value Chain Analysis shows that procurement and manufacturing are efficient, but marketing and sales channels lack the integration needed to leverage dynamic pricing effectively.

Learn more about Organizational Design Agile Value Chain Analysis

Strategic Initiatives

  • Implement a Dynamic Pricing Model: Develop and deploy an advanced pricing strategy powered by real-time market and cost data. This initiative aims to enhance competitiveness and increase margins through more responsive pricing mechanisms. Value creation will stem from improved market alignment and customer satisfaction. Resources required include investments in data analytics tools and training for the sales and marketing teams.
  • Enhance Data Analytics Capabilities: Invest in cutting-edge data analytics for predictive modeling and pricing optimization. This will enable the company to anticipate market trends and adjust prices proactively, creating value through increased sales volumes and customer loyalty. Significant investment in technology infrastructure and analytical talent is necessary.
  • Streamline Organizational Structure: Restructure the organization to improve agility and market responsiveness. This involves flattening the hierarchy to empower decision-makers at the operational level, fostering a culture of innovation and rapid strategy implementation. Resources include change management consultants and internal training programs.

Learn more about Change Management Pricing Strategy Customer Loyalty

Pricing Strategy Implementation KPIs

KPIS are crucial throughout the implementation process. They provide quantifiable checkpoints to validate the alignment of operational activities with our strategic goals, ensuring that execution is not just activity-driven, but results-oriented. Further, these KPIs act as early indicators of progress or deviation, enabling agile decision-making and course correction if needed.


You can't control what you can't measure.
     – Tom DeMarco

  • Market Share Growth: Measures the effectiveness of the dynamic pricing strategy in reclaiming and expanding market share.
  • Profit Margin Improvement: Tracks the impact of dynamic pricing and operational efficiencies on overall profitability.
  • Customer Satisfaction Index: Assesses customer response to pricing flexibility and product innovation.

These KPIs will provide insights into the strategic plan's effectiveness in enhancing competitiveness, market position, and financial performance, enabling timely adjustments to strategies and tactics.

For more KPIs, take a look at the Flevy KPI Library, one of the most comprehensive databases of KPIs available. Having a centralized library of KPIs saves you significant time and effort in researching and developing metrics, allowing you to focus more on analysis, implementation of strategies, and other more value-added activities.

Learn more about Flevy KPI Library KPI Management Performance Management Balanced Scorecard

Stakeholder Management

Successful implementation of strategic initiatives relies on the engagement and support of key stakeholders, including the sales team, technology partners, and leadership.

  • Sales Team: Frontline in implementing the dynamic pricing strategy, providing feedback from the market.
  • Technology Partners: Essential for the development and maintenance of data analytics and pricing tools.
  • Leadership: Provides strategic direction and resources for implementing the plan.
  • Customers: Their feedback is critical in refining pricing strategies and product offerings.
  • Suppliers: Partners in cost management and innovation, impacting product pricing and availability.
Stakeholder GroupsRACI
Sales Team
Technology Partners
Leadership
Customers
Suppliers

We've only identified the primary stakeholder groups above. There are also participants and groups involved for various activities in each of the strategic initiatives.

Learn more about Stakeholder Management Change Management Focus Interviewing Workshops Supplier Management

Pricing Strategy Best Practices

To improve the effectiveness of implementation, we can leverage best practice documents in Pricing Strategy. These resources below were developed by management consulting firms and Pricing Strategy subject matter experts.

Pricing Strategy Deliverables

These are a selection of deliverables across all the strategic initiatives.

  • Dynamic Pricing Model Framework (PPT)
  • Advanced Data Analytics Implementation Plan (PPT)
  • Organizational Restructuring Roadmap (PPT)
  • Market Share and Financial Performance Report (Excel)
  • Customer Feedback and Satisfaction Analysis Template (Excel)

Explore more Pricing Strategy deliverables

Implement a Dynamic Pricing Model

The implementation team utilized the Kraljic Portfolio Purchasing Model alongside the Price Elasticity of Demand framework to guide the development and deployment of the dynamic pricing model. The Kraljic Model was instrumental in categorizing procurement items based on their impact on financial performance and supply risk, thereby optimizing the cost base for dynamic pricing. It proved useful because it allowed the organization to strategically assess its procurement strategy, which is a critical component in cost management for dynamic pricing. The Price Elasticity of Demand framework was then applied to understand how changes in price might affect demand for the company's products, an essential consideration in dynamic pricing.

Following the insights gained from these frameworks, the team took several steps:

  • Classified procurement items using the Kraljic Model to identify critical components and leverage items, then negotiated better terms or sourced alternative suppliers to reduce costs and risks.
  • Conducted market research to determine the price elasticity of different product segments, identifying which products could withstand higher price variability without negatively impacting demand.
  • Integrated these insights into the pricing algorithm, setting rules for price adjustments based on real-time market data and internal cost fluctuations.

The results of implementing these frameworks were significant. The organization was able to reduce procurement costs by 15%, which directly improved the flexibility and responsiveness of the dynamic pricing model. Furthermore, by understanding and applying the Price Elasticity of Demand, the company optimized its prices in a way that maximized revenue without deterring customers, leading to a 5% increase in market share within the first year of implementation.

Learn more about Procurement Strategy Market Research Cost Management

Enhance Data Analytics Capabilities

For this strategic initiative, the team embraced the Resource-Based View (RBV) and the Data-Driven Decision-Making (3DM) framework. RBV helped the organization understand and leverage its internal resources and capabilities as a source of competitive advantage, particularly in the context of building a robust data analytics function. It emphasized the strategic importance of proprietary data and analytics capabilities in achieving market differentiation. The 3DM framework was then used to embed data-driven insights into every level of decision-making, ensuring that pricing and operational strategies were always informed by the latest market and performance data.

The team implemented these frameworks as follows:

  • Assessed the company's existing data assets and analytics capabilities using the RBV framework, identifying key areas for investment and development.
  • Developed a comprehensive training program for staff to foster a data-driven culture, emphasizing the importance of data in strategic decision-making.
  • Deployed advanced analytics tools and platforms, integrating them with existing systems to ensure seamless data flow and accessibility for decision-makers.

The application of RBV and 3DM frameworks enabled the organization to significantly enhance its data analytics capabilities. This led to a 20% improvement in pricing accuracy and a 10% increase in operational efficiency, as decisions were made more swiftly and were better aligned with market dynamics.

Learn more about Competitive Advantage Data Analytics

Streamline Organizational Structure

In addressing the strategic initiative to streamline the organizational structure, the team applied the McKinsey 7S Framework and the Theory of Constraints (TOC). The 7S Framework was particularly useful in ensuring that all aspects of the organization (strategy, structure, systems, shared values, skills, style, and staff) were aligned and mutually reinforcing, facilitating a more agile and responsive organizational design. TOC was employed to identify and address the most significant bottlenecks that hindered rapid decision-making and market responsiveness.

The team undertook the following actions:

  • Conducted a comprehensive assessment of the current organizational structure using the 7S Framework, identifying misalignments and areas for improvement.
  • Applied TOC to pinpoint critical bottlenecks in the decision-making process, focusing on streamlining these areas to enhance agility.
  • Reorganized the company structure to be more flat and decentralized, empowering lower-level managers and teams with more decision-making authority.

The successful application of the McKinsey 7S Framework and the Theory of Constraints resulted in a more streamlined and efficient organizational structure. Decision-making processes were accelerated by 30%, and the company saw a marked increase in its ability to respond to market changes and opportunities, driving a 10% growth in customer satisfaction and a 7% increase in profitability due to enhanced operational efficiencies.

Learn more about Customer Satisfaction Organizational Structure Theory of Constraints

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Key Findings and Results

Here is a summary of the key results of this case study:

  • Reduced procurement costs by 15% through strategic application of the Kraljic Model, optimizing the cost base for dynamic pricing.
  • Increased market share by 5% within the first year of implementing the dynamic pricing model, leveraging price elasticity insights.
  • Enhanced pricing accuracy by 20% and operational efficiency by 10% by upgrading data analytics capabilities.
  • Accelerated decision-making processes by 30%, leading to a 10% growth in customer satisfaction and a 7% increase in profitability, by streamlining the organizational structure.

The initiative to overhaul the pricing strategy and enhance operational efficiencies has yielded significant results, demonstrating the effectiveness of the strategic frameworks employed. The 15% reduction in procurement costs and the 5% increase in market share are particularly noteworthy, as they directly address the company's primary objectives of remaining competitive and recovering market share. The improvements in pricing accuracy and operational efficiency underscore the value of investing in data analytics capabilities. However, while the initiative has been largely successful, the results also highlight areas for further improvement. The increase in market share, though positive, suggests that there may still be untapped potential in optimizing pricing strategies to capture more of the market. Additionally, the success in streamlining the organizational structure and enhancing decision-making processes points to the importance of continuous assessment and refinement of internal processes to maintain agility and responsiveness to market changes.

Given the results and insights gained from the implementation, the recommended next steps include a deeper analysis of customer segments and price sensitivity to uncover further opportunities for market share expansion. Additionally, ongoing investment in technology and training should be prioritized to sustain and enhance data analytics capabilities, ensuring that the company remains at the forefront of market trends and customer preferences. Finally, a periodic review of the organizational structure and processes is advised to ensure that the company continues to operate with the agility and efficiency necessary to respond to future market challenges and opportunities.

Source: Dynamic Pricing Strategy for Construction Equipment Manufacturer, Flevy Management Insights, 2024

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