What we do

Pricing. Packaging.
Discount management.

We help B2B technology companies decide what to charge, how to package it, and how much room sales has to discount. We build the rules, approvals, and systems that carry those decisions into every deal.

Every engagement starts with your strategy, competitive position, customers, and the commercial evidence available. Senior partners do the work, from analysis through recommendation and, where included, implementation.

When companies call us

  1. 01

    A new product or business model.

    The company needs to decide how to package and price it.

  2. 02

    Pricing no longer fits the market.

    The metric, price structure, or package architecture has not kept pace with the product or the customer base.

  3. 03

    Discounting has become the pricing strategy.

    List prices exist, but realized prices are set deal by deal.

  4. 04

    The commercial model has become too complicated.

    Years of products, acquisitions, exceptions, and special terms have built up.

  5. 05

    The strategy is set, but the company struggles to apply it consistently.

    Pricing and packaging decisions break down in quoting, approvals, contracting, or sales execution.

Price setting

Pricing

What should you charge, and how should you charge for it?

We set the pricing metric, the pricing model, price levels, and volume schedules from the value customers receive. That includes shifts such as perpetual licenses to subscriptions, or seats to usage. The work draws on customer segmentation, transaction and price realization analysis, competitive evidence, customer research, and economic value analysis.

Typical deliverables

  • The pricing metric and pricing model
  • Price levels and volume schedules
  • Price books and price lists
  • Segment-specific pricing
  • A pricing tool your team uses on the next proposal, in your system or in one we provide

How price points are set

  1. 01

    Informed intuition

    Independent price estimates from your customer-facing team

  2. 02

    Competitive review

    Competitors' list prices from primary research

  3. 03

    Customer testing

    Conversations with won and lost customers about value and price

  4. 04

    Data testing

    New prices modeled against your transaction data

  5. 05

    Economic value to the customer

    Prices set from the value a customer receives against the alternatives

Packaging

What should the customer buy?

We decide which capabilities belong together, how offers differ by customer and use case, and how customers move between packages.

Typical deliverables

  • Editions and bundles
  • Add-ons
  • Upgrade and migration paths
  • Segment-specific offers
  • Names, descriptions, and sales language for each offer

How widely customers use it

  • Fillers

    Round out bundles

  • Leaders

    In every package

  • Killers

    Leave out or price separately

  • Differentiators

    Add-ons or premium tiers

Value customers perceive

Price getting

Discount management

How much room should sales have to discount?

We analyze realized discounts across deals, customers, and sales teams to see what customers pay and where it departs from the intended price. We provide rules for who can discount, by how much, under what conditions, and with whose approval.

Typical deliverables

  • Discount bands
  • Approval authority and exception rules
  • Deal-desk workflow
  • Term and concession guidance
  • Discount and price-realization reporting

↑ Flexible, sales-focused

  1. Developing

    High average discount, high variance.

    No discount reporting; sales often overrides policy; requests are rarely rejected.

  2. Effective

    Medium average, medium variance.

    Policies and processes in place; discount reporting by SKU; finance in the approval chain.

  3. Leading

    Low average, low variance.

    Finance owns reporting; executives review large discounts; sales treats low discounting as selling value.

↓ Strict, profit-focused

Pricing systems and sales enablement

We turn approved pricing, packaging, and discount decisions into the rules, tools, and responsibilities your teams use on the next deal. The engagement can include:

  • Pricing governance and decision rights
  • Quote-to-cash requirements
  • Price list and product catalog requirements
  • Sales compensation review
  • Sales guidance and enablement
  • Commercial policy and documentation

  1. Pricing

    • Product catalog
    • Price books
    • Discount decision rights
    • Contract term guidelines
  2. 01

    Proposal

    Solution and estimated prices

  3. 02

    Quote

    Configure, price, quote

    decision rights
  4. 03

    Contract

    Terms and decision rights

    decision rights
  5. 04

    Revenue

    Billing, payments, recognition

  6. After the sale

    • Delivery
    • Support
    • Renewals

Owners

  • Pricing committee
  • Revenue operations
  • Legal
  • Financial operations

Systems and AI implementation

Where implementation is part of the engagement, we design and build the system your teams use to apply approved commercial decisions. It draws on a knowledge base built from your product, customer, pricing, packaging, transaction, contract, and policy information.

The system supports pricing analysis, package comparison, discount evaluation, and access to approved commercial guidance. It can check a discount request against the approved rules and name the approver it needs. Decisions that require a person's judgment or approval stay with your team.

Your team operates the system after handoff. Blue Rocket does not run it as a managed service.

Strategy alone, or strategy through implementation

An engagement can address a specific pricing, packaging, or discounting problem, or a broader redesign of the commercial model. Some engagements end with the recommendations. Others continue through governance, the operating model, systems implementation, and handoff.

Where a client wants a partner working inside the team for a period, we also offer an embedded engagement. See Our approach

TurnaroundsAI in our consulting practice