DH.ADVISORYPRICING & COMMERCIAL STRATEGY

Client examples

Every question
has a business context.

Explore ten situations, the questions behind them and how a structured review could help.

Illustrative scenarios

Client A–J are placeholder labels, not real customer names. These scenarios explain possible approaches; they do not describe completed engagements, testimonials or verified business results.

Illustrative scenario

Client A

Retail & e-commerce

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A promotion that needs a closer look

An online retailer is considering a site-wide discount. Some products already carry delivery subsidies and higher return costs.

The question

Which products belong in the offer, and what extra sales would be needed to support it?

A possible approach

Compare realised prices, variable costs, returns and delivery by product group. Model selected offers and the additional volume each would require.

What the work could produce

A promotion comparison sheet with product exclusions, assumptions and review measures.

Illustrative scenario

Client B

Wholesale & distribution

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Different orders, different service costs

A wholesaler offers similar discounts to two customer groups. One places consolidated orders; the other requests frequent small deliveries.

The question

Do order value, rebates and delivery arrangements reflect the work required?

A possible approach

Review order frequency, freight, handling and realised prices by customer group. Compare minimum-order thresholds, delivery charges and volume tiers.

What the work could produce

A customer-terms review with options for order thresholds and clearly defined exceptions.

Illustrative scenario

Client C

Professional & business services

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When the project grows but the fee does not

A professional services business quotes a fixed project fee. Extra revisions and meetings regularly expand the delivery effort.

The question

What belongs in the original fee, and when should additional work be discussed?

A possible approach

Compare quoted scope with recorded time and revision patterns. Develop package boundaries, included review rounds and change-request options.

What the work could produce

A scope-and-fee matrix and a checklist for agreeing additional work before it starts.

Illustrative scenario

Client D

Hospitality & travel services

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Compare the value of each booking channel

An accommodation business receives bookings directly and through online platforms. Commission, packages and cancellation terms vary.

The question

How should channel costs and seasonal demand inform the next offer?

A possible approach

Separate room rates, commissions and variable service costs. Compare channel and package scenarios, with demand assumptions shown explicitly.

What the work could produce

A channel contribution view and a short list of offers suitable for a limited trial.

Illustrative scenario

Client E

Construction & engineering

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Make project changes visible in the quote

A building contractor prepares quotes from a standard template. Material changes, extra site visits and subcontracted work are recorded separately.

The question

Does the updated quote reflect the full scope and the latest cost assumptions?

A possible approach

Bring the quote, cost estimates and change requests into one comparison. Review labour, materials and subcontractor inputs for each option.

What the work could produce

A quote-review template and a change register linking extra scope to a pricing discussion.

Illustrative scenario

Client F

Manufacturing & processing

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Price the small batch as carefully as the large one

A manufacturer receives custom orders alongside standard production. Setup time and material wastage differ across batch sizes.

The question

When does a small order need a different price or minimum quantity?

A possible approach

Compare input materials, setup effort and variable production costs by batch size. Model minimum quantities and separately stated setup fees.

What the work could produce

A batch-pricing comparison with assumptions for standard and custom orders.

Illustrative scenario

Client G

Logistics & transport

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A delivery rate that reflects the route

A transport operator uses a simple rate card. Some routes involve more stops, waiting time or special handling than others.

The question

Which service differences need to be reflected in the commercial terms?

A possible approach

Review route distance, stop frequency, handling and recorded waiting time. Compare base rates with clearly specified additional-service charges.

What the work could produce

A route-cost comparison and options for a more transparent rate structure.

Illustrative scenario

Client H

Software & technology services

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Packages that fit how customers use the service

A software business offers one subscription price. Customers vary widely in usage, onboarding needs and support requests.

The question

Would different tiers make the offer clearer and better reflect delivery effort?

A possible approach

Group usage and support patterns, then compare feature bundles, usage allowances and onboarding options. Keep customer-response assumptions visible.

What the work could produce

A package comparison with inclusion rules and a plan for testing selected options.

Illustrative scenario

Client I

Education & training

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Compare a group course with a private session

A training provider is considering public classes and private business sessions. Preparation, venue and teaching time differ.

The question

How do group size and delivery format change the economics of each course?

A possible approach

Compare fees with preparation, teaching and venue costs across attendance scenarios. Distinguish repeatable content from custom development work.

What the work could produce

A course-format comparison with attendance assumptions and options for custom work.

Illustrative scenario

Client J

Property & facilities services

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Separate scheduled service from extra call-outs

A facilities service provider charges recurring fees. Additional visits, travel and materials are not always distinguished from scheduled work.

The question

What should the recurring agreement cover, and how should exceptions be priced?

A possible approach

Review visit frequency, materials and service records. Compare agreement inclusions, call-out charges and approval rules for extra work.

What the work could produce

A service-inclusions schedule and options for recurring and additional-work charges.

Does one of these situations sound familiar?

Start with the question you need to answer. The right scope and deliverables will depend on your business, the information available and what is agreed before work begins.

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A clearer next step

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