Pricing Structure Consultation · Four weeks · ¥37,000
Pricing that reflects what your work actually costs — and what customers say it is worth
When prices have grown by habit rather than by decision, the relationship between cost, market position, and customer value tends to drift. This engagement examines where that drift has taken you, and what a more deliberate structure would look like.
Back to homeWhat this engagement delivers
A documented pricing model you can apply and explain
At the end of four weeks, you will have a documented pricing model — one built from the actual costs of your work, what customers describe as the value they receive, and where your prices sit relative to others offering similar things.
You will also have sensitivity figures showing the effect of adjustments at different volumes, and material prepared for communicating a change to existing customers — because a pricing change without a clear explanation tends to create more friction than the change itself.
Specific outcomes
- A documented pricing model grounded in actual cost and observed customer value
- Sensitivity figures showing the revenue effect of price adjustments across different volumes
- An honest account of where current discounting patterns are eroding margin without a corresponding benefit
- Prepared material for communicating a pricing change to existing customers
- A clearer understanding of how your market position relates to what you charge
The situation many firms find themselves in
Prices that were set once and have moved with the path of least resistance since.
Prices that drifted
Many companies price their work the way they always have — with adjustments made reactively, in response to customer pushback or competitive pressure, rather than from a deliberate review of what the work costs and what customers are actually prepared to pay.
Discounting as habit
Discounting often begins as a tool for closing specific deals and becomes a pattern that customers expect. Once that expectation is established, it is difficult to walk back without a clear rationale. The cost of the pattern accumulates quietly in the margin figures.
The gap between value and price
What customers say they value is not always what they are being charged for. Closing that gap — in either direction — requires knowing where it is and how it came to be there. That is not always visible from inside the pricing conversation.
Our approach
A review built from cost, market, and what customers actually say
The Pricing Structure Consultation includes customer conversations conducted by the adviser — not surveys, but direct conversations aimed at understanding how customers describe the value they receive and what they are sensitive to in pricing terms. That layer of information tends to be the most useful and the hardest to gather internally.
What makes this different
Pricing reviews conducted internally tend to start and end with cost. This engagement adds two layers that internal reviews find difficult: what the market shows about position, and what customers describe as value when they are talking to someone outside the company.
The result is a pricing model that can be explained — to the management team, and to customers — because it is grounded in something other than convention.
How the work proceeds
- 01 Cost structure reviewed in detail — what it actually costs to deliver each part of your work at current volume
- 02 Existing discounting patterns examined for where they are serving a purpose and where they have become automatic
- 03 Customer conversations conducted by the adviser to understand perceived value and price sensitivity directly
- 04 Findings assembled into a documented pricing model with sensitivity figures and customer communication material
Working together
What the four weeks look like from your side
Week 1
Cost and pricing review
We review cost structures, current pricing schedules, and the history of any discounting patterns. Your finance team provides the records; we work through them.
Week 2
Market position
We examine where your current pricing sits relative to others in your market — not to argue for matching them, but to understand what the position implies about how customers read your offering.
Week 3
Customer conversations
Direct conversations with a selection of your customers, conducted by the adviser. These focus on what customers describe as the value they receive and what they are attentive to when pricing is discussed.
Week 4
Model and delivery
The documented pricing model is assembled, sensitivity figures are prepared, and the customer communication material is drafted. Delivery and walkthrough with your team.
The investment
¥37,000
Fixed fee · Four weeks · Japan
The fee covers the full four-week engagement: cost and pricing review, market position analysis, customer conversations conducted by the adviser, and all written outputs.
There are no additional charges for the customer conversations, for the walkthrough session on delivery, or for follow-up questions in the two weeks after the model is delivered.
What is included
- Full review of cost structure and its relationship to current pricing schedules
- Analysis of existing discounting patterns and their effect on margin
- Market position review — where your pricing sits and what that position signals
- Customer conversations conducted by the adviser, included in the engagement fee
- Documented pricing model grounded in cost, market position, and customer-described value
- Sensitivity figures showing the revenue and margin effect of price adjustments at different volumes
- Prepared material for communicating a pricing change to existing customers
- Walkthrough session and two weeks of follow-up access after delivery
How we know it works
Pricing decisions made with actual information rather than instinct
What we measure
The engagement measures cost against price at current volume, the margin effect of existing discounting, and the gap between what customers say they value and what is currently reflected in pricing. Each finding is specific — not general observations about market conditions.
Realistic expectations
The pricing model we produce is a starting point, not a formula. Prices involve relationships, history, and competitive dynamics that change. What the model gives you is a defensible basis for the prices you set — something you can return to and adjust from as circumstances shift.
Four weeks is the right duration
A pricing review that does not include customer conversations tends to miss the most important variable. Including them in four weeks is achievable without the engagement becoming an extended project. The output is practical and usable on delivery.
Our commitment
A conversation before anything is agreed
Before the engagement begins, we speak directly about your situation — your current pricing, how it has developed, and what you are hoping to understand or change. That conversation helps both parties decide whether this engagement is the right shape for the question you are actually trying to answer.
If the scope as described does not fit your situation, we will say so before anything is agreed. There is no obligation attached to the initial conversation.
If the engagement starts and the customer conversations surface something that changes the direction of the work, we discuss that with you before adjusting — not after.
How to proceed
Getting started does not require a decision today
01 — Send a message
Use the contact form on the home page or write to info@domain.com. A brief description of your current pricing situation and what is prompting the review is enough to start the conversation.
02 — Speak with us
We respond within two working days. The call is a direct conversation about your situation — not a presentation. We discuss whether this engagement suits what you are facing before any agreement is made.
03 — Agree scope and begin
If the engagement is the right fit, we document the scope, confirm which customers will be included in the conversations, set the timeline, and start. The four weeks run from the first document review.
Pricing Structure Consultation
If your prices have settled into a pattern rather than a structure, this is worth examining
A pricing conversation tends to become easier when there is a documented basis behind the numbers. If that basis is missing or out of date, getting in touch is a reasonable place to start.
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