Recent work · Life Sciences · Delivery devices
A business unit was about to price a new drug-delivery device at cost plus, with no view of its value to the value chain. The opportunity was significant.
The challenge
Since an experienced pricing leader had left, nobody was doing value pricing for new launches. The stage-gate process had no view of competition, value chain, value proposition or pricing, and there were only a handful of target customers.
Our approach
A month-long project with the launch team, kicked off during the business unit's leadership meeting.
Outcome so far
The client said the framework would help not only with this launch but with other new products coming through the pipeline.
What’s next: Discussing the same approach for other new product development projects and divisions.
Draft from Market Edge records. Client approval required before publishing; add quantified results where the client agrees.
Why it matters now
A new product worth tens of millions is about to be priced without a view of its value to customers.
Agriculture · Europe
[Result]
Two years after launch, a technically excellent cereal seed treatment was missing its targets. Quantifying its value to growers reset the offer and the price.
Read the case →Medical Devices
[Result]
A medical device leader targeted a complex disease area with only one effective treatment, and needed to know where innovation would matter most.
Read the case →Medical Devices · 10-year plan
[Result]
A category-leading device company wanted significant growth in current and new markets over a 10-year horizon.
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