Pricing is my passion.

What drives me

"Price is what you pay. Value is what you get." - Warren Buffet, 2008

In 2008, Warren Buffet used this quote not only to sum up the relationship between price and value , but also to create a picture of a market that manages to define the value of a good to the customer through the price. A company will only be able to operate successfully and sustainably by recognizing the intersection as well as the difference between the two concepts.

This sentence, this relationship between price and value sums up my passion for pricing. Recognizing, defining and correlating these factors in your company not only reflects my analytical skills as an economist, but is also part of my strength in communicating with you. I like to get to the heart of things in order to define a clear picture for you and go on this journey of successful and future-oriented pricing together with you. Because pricing is more than just a price, it is my passion getting to the heart of it.

What distinguishes me professionally

Pricing came into my life when I wrote my diploma thesis and has never left me since. For more than eight years I have been supporting small to medium-sized companies in operational and strategic price management as well as in the efficient control of pricing measures.

 No matter whether it is B2B, B2C or in the online/offline channel, I am invested in your project strategically and also operatively and always with a lot of passion.

A summary of my previous projects

  • Design of holistic pricing strategies
  • Support in the selection of pricing tool providers
  • Development of an international omnichannel pricing strategy
  • Development of pricing organizations
  • Development of a pricing reporting cockpit
  • Implementation of strategic and operative pricing controlling
  • Monitoring of price developments (internal/external)
  • Conducting pricing workshops at management conferences

What excites me about pricing

The Power of Pricing

THE POWER
OF PRICING

The price has the strongest effect on a company’s operating leverage. The fact that I can help my customers shape this leverage makes me proud and drives my ambition to get the best results for you from day one.

Pricing is a Journey

PRICING IS
A JOURNEY

No matter if it turns out to be a trip around the world or a short outing – for me, every pricing project always means the start of a unique journey as well as the beginning of a new era that pervades the people, the corporate culture and management.

Pricing connects people

PRICING CONNECTS
PEOPLE

The pricing manager is probably the most frequented “stakeholder hub” in any company. Working with people, connecting their different perspectives, is a wonderful task.

Pricing is more than a shelfprice

PRICING IS MORE
THAN A SHELFPRICE

For some, the right price is nothing but a label. For me, the right price is the result of a thorough understanding of customer needs, a well thought-out corporate strategy and a clear understanding of the market environment.

The Power of Pricing

In numerous projects over the course of my career, I have seen many examples of adequate and focused pricing. In terms of turnover, and even more so of profit, the right pricing can be a true game changer, as this has the most targeted and effective impact on a company’s growth and profitability.

The price and its leverage effect are not a mystery.
Time and again, the price has been confirmed to be the key cornerstone for success.

However, the button that powers the right price push is not a static one. Pricing means being dynamic in one’s activities, in one’s organisation and when interacting with customers on the market – simply because these external circumstances are also continuously changing. Pricing means growth across the board – as a company and as a person. In order to ensure this change, we often need to leave old paths and burn existing bridges. By understanding pricing correctly and recognising the breadth of its influence, we can understand the consequences this may have for the organisation and recognise its stimulus for our products, services, distribution and marketing.

Pricing is a Journey

Almost every pricing project sets the same objectives and presents an opportunity to shape the company in a more profitable manner, to generate higher turnover and sustainably expand the customer base.

Who wouldn't want a better future than just a perpetuated present?

However, internal impatience, overestimation of one’s abilities and exaggerated expectations are often companions on this journey. At the same time, we often encounter internal fears of failure and of the inevitable operative change looming on the horizon.

The change process in pricing and the associated pricing projects are not a sprint and can also not be compared to a quick change in lunch plans. Due to its scale, and the heterogeneous context into which prices are embedded, it takes a great deal of tact, preparation, communication and, above all, proper planning across the board.

Unplanned trips may be quite enticing – however, they can also result in dissatisfaction and losses. Over the course of our pricing journey, the required degree of digitisation, for example, may be one unforeseen criterion that could definitely turn into an obstacle. Not being able to meet all criteria from the get go is not an issue – failing to recognise and work on these criteria, on the other hand, would be.

In other words: risk is a preventable factor in pricing. Companies do not necessarily need to take this risk – provided they understand pricing as a journey, planning an unambiguous route and communicating deviations from course clearly and openly.

Pricing connects people

In my early pricing days, I would never have imagined that I would meet so many people from such diverse backgrounds over the course of my pricing career. People from different departments, with different expertise and, to some extent, with very different approaches and experiences. My path has been lined with long and controversial discussions as well as with delight, approval and agreements between the stakeholders. Long meetings with lively conversations that ultimately focused on much more than just the price.

Always challenging – never deterring.

Pricing and change are not an issue or a challenge for a single department. If we believe that they are, we soon risk falling victim to internal battles. Within a company, changes in pricing are akin to open-heart surgery: the heart may be the organism’s central supplier, however, it cannot work without the brain or the liver. Therefore, every organ – every department – needs to be involved in order to achieve the objectives. And especially when it comes to new impetus, every element needs to be supplied with the necessary information. This is not a one-way street; it is a constant flow of communication, of processing, of weighing options and making decisions.

As Simon Sinek said "Together is better",
or also: "The losses caused by a single wrong pricing decision is often greater than the effort to have decided the price together. "
(Marzena Schämaschko-Meyer, 2021)

Pricing is more than a shelfprice

The concept is basically really simple.
Purchase price + target margin = selling price.

Isn’t it?

Simply put, the price is a statement on a product’s value; in even simpler terms, many people view the price as a series of numbers or as the amount by which the money in their bank accounts is reduced when they purchase the good.

But it is not really that simple at all. The price is a generalist – a true jack-of-all-trades. Our interest in the price declines and grows depending on personal and situational influencing factors and/or product specifications. The price helps us navigate the purchasing process, serving as an indicator of quality, for example. Sometimes, the price even makes us feel as if we’ve made a good deal, simply by changing the context. Hardly a day goes by when we don’t encounter a price – but there are many days on which we make a decision based specifically on the price: namely, to buy or not to buy.

From an entrepreneurial perspective, the price is a key success driver for turnover and profitability. However, merely viewing the price as the result of a good calculation does not do it justice, as the price is the link between our customers, our competitors and our own offer. Once we understand the complexity and diverse dimensioning of the price, we can sustainably expand its true potential and lead our company on a growth and success path in the long term.

The Power of Pricing

THE POWER
OF PRICING

The price has the strongest effect on a company’s operating leverage. The fact that I can help my customers shape this leverage makes me proud and drives my ambition to get the best results for you from day one.

The Power of Pricing

In numerous projects over the course of my career, I have seen many examples of adequate and focused pricing. In terms of turnover, and even more so of profit, the right pricing can be a true game changer, as this has the most targeted and effective impact on a company’s growth and profitability.

The price and its leverage effect are not a mystery.
Time and again, the price has been confirmed to be the key cornerstone for success.

However, the button that powers the right price push is not a static one. Pricing means being dynamic in one’s activities, in one’s organisation and when interacting with customers on the market – simply because these external circumstances are also continuously changing. Pricing means growth across the board – as a company and as a person. In order to ensure this change, we often need to leave old paths and burn existing bridges. By understanding pricing correctly and recognising the breadth of its influence, we can understand the consequences this may have for the organisation and recognise its stimulus for our products, services, distribution and marketing.

Pricing is a Journey

PRICING IS
A JOURNEY

No matter if it turns out to be a trip around the world or a short outing – for me, every pricing project always means the start of a unique journey as well as the beginning of a new era that pervades the people, the corporate culture and management.

Pricing is a Journey

Almost every pricing project sets the same objectives and presents an opportunity to shape the company in a more profitable manner, to generate higher turnover and sustainably expand the customer base.

Who wouldn't want a better future than just a perpetuated present?

However, internal impatience, overestimation of one’s abilities and exaggerated expectations are often companions on this journey. At the same time, we often encounter internal fears of failure and of the inevitable operative change looming on the horizon.

The change process in pricing and the associated pricing projects are not a sprint and can also not be compared to a quick change in lunch plans. Due to its scale, and the heterogeneous context into which prices are embedded, it takes a great deal of tact, preparation, communication and, above all, proper planning across the board.

Unplanned trips may be quite enticing – however, they can also result in dissatisfaction and losses. Over the course of our pricing journey, the required degree of digitisation, for example, may be one unforeseen criterion that could definitely turn into an obstacle. Not being able to meet all criteria from the get go is not an issue – failing to recognise and work on these criteria, on the other hand, would be.

In other words: risk is a preventable factor in pricing. Companies do not necessarily need to take this risk – provided they understand pricing as a journey, planning an unambiguous route and communicating deviations from course clearly and openly.

Pricing connects people

PRICING CONNECTS
PEOPLE

The pricing manager is probably the most frequented “stakeholder hub” in any company. Working with people, connecting their different perspectives, is a wonderful task.

Pricing connects people

In my early pricing days, I would never have imagined that I would meet so many people from such diverse backgrounds over the course of my pricing career. People from different departments, with different expertise and, to some extent, with very different approaches and experiences. My path has been lined with long and controversial discussions as well as with delight, approval and agreements between the stakeholders. Long meetings with lively conversations that ultimately focused on much more than just the price.

Always challenging – never deterring.

Pricing and change are not an issue or a challenge for a single department. If we believe that they are, we soon risk falling victim to internal battles. Within a company, changes in pricing are akin to open-heart surgery: the heart may be the organism’s central supplier, however, it cannot work without the brain or the liver. Therefore, every organ – every department – needs to be involved in order to achieve the objectives. And especially when it comes to new impetus, every element needs to be supplied with the necessary information. This is not a one-way street; it is a constant flow of communication, of processing, of weighing options and making decisions.

As Simon Sinek said "Together is better",
or also: "The losses caused by a single wrong pricing decision is often greater than the effort to have decided the price together. "
(Marzena Schämaschko-Meyer, 2021)

Pricing is more than a shelfprice

PRICING IS MORE
THAN A SHELFPRICE

For some, the right price is nothing but a label. For me, the right price is the result of a thorough understanding of customer needs, a well thought-out corporate strategy and a clear understanding of the market environment.

Pricing is more than a shelfprice

The concept is basically really simple.
Purchase price + target margin = selling price.

Isn’t it?

Simply put, the price is a statement on a product’s value; in even simpler terms, many people view the price as a series of numbers or as the amount by which the money in their bank accounts is reduced when they purchase the good.

But it is not really that simple at all. The price is a generalist – a true jack-of-all-trades. Our interest in the price declines and grows depending on personal and situational influencing factors and/or product specifications. The price helps us navigate the purchasing process, serving as an indicator of quality, for example. Sometimes, the price even makes us feel as if we’ve made a good deal, simply by changing the context. Hardly a day goes by when we don’t encounter a price – but there are many days on which we make a decision based specifically on the price: namely, to buy or not to buy.

From an entrepreneurial perspective, the price is a key success driver for turnover and profitability. However, merely viewing the price as the result of a good calculation does not do it justice, as the price is the link between our customers, our competitors and our own offer. Once we understand the complexity and diverse dimensioning of the price, we can sustainably expand its true potential and lead our company on a growth and success path in the long term.

"If you truly want to improve your pricing today, stop giving other people calculators."

Marzena Schämaschko-Meyer

From experience to market.

Benefit from my pricing journey

Diploma in Economics
Main Focus:
Sales | Market Strategies | Consumption

Trainee Price Management

Inhouse Consultant
Pricing & Controlling

Price Manager

Team leader
Price management

Division Manager
Price Management

self-employed pricing consultant

Price Point Signet

From trainee to executive - from theory to practice.

Price has been my constant companion, at every step of my career. Ever since I started, this topic has filled me with joy and has set my course. Numerous projects, reorganisations and discussions have lined my path and allowed me, and the companies I worked for, to grow. As both an expert and an executive, I understand that the transfer of know-how and information on all levels and in every direction within the organisation is a must. In my work, monitoring and understanding KPIs and entrepreneurial contexts is a key tool.

My consistency and determination as well as my inexhaustible commitment to getting the best results out of every pricing strategy have driven me to share this with others and to accompany you on your journey, providing individual support that is tailored to your needs and business requirements.