Discounting is a symptom. The disease is legibility.
Most pricing problems get diagnosed as pricing problems — the number is too high, the competitor undercut us, the market is soft. That is almost never what is actually wrong.
The fix sits upstream: making it obvious to a buyer what they are getting, what it is worth to them, and why the cheaper option is not the same thing.
Four steps, and the order matters.
Segments
I separate the buyers who were never going to pay you properly from the ones who would have paid more. They are rarely who the firm thinks.
Evidence
We pull the real numbers first — every quote, every discount, every walk-away — before anyone offers an opinion about the market.
Architecture
We build tiers a buyer can tell apart in one sentence. If the difference takes a paragraph to explain, it is not a tier.
Handover
You get the structure written down, plus a session with whoever has to say the numbers out loud to a client.
I don’t sit in your negotiations.
I build the structure, train the people who have to defend it, and leave. If what you want is someone to run the deal desk, I will happily point you at two people who do that properly.
Let’s find out what your rate card is hiding.
One call is usually enough to tell you whether the problem is the structure, the sales conversation, or something further upstream.