Discover how Revology Analytics propels mid-market businesses to sustainable, profitable growth by building advanced, in-house Revenue Growth Analytics & Management (RGM) capabilities—fast.
Our senior expert-led, hands-on approach ensures you own the tools, insights, strategy and processes needed to thrive long-term.
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Let’s chat!
Gain exclusive access to the latest insights from over 150 commercial leaders on the state of Revenue Growth Analytics in 2025, based on our expanded Revenue Growth Analytics Maturity Scorecard™.
Discover how Revology Analytics propels mid-market businesses to sustainable, profitable growth by building advanced, in-house Revenue Growth Analytics & Management (RGM) capabilities—fast.
Our senior expert-led, hands-on approach ensures you own the tools, insights, strategy and processes needed to thrive long-term.
We would love to hear from you.
Let’s chat!
Gain exclusive access to the latest insights from over 150 commercial leaders on the state of Revenue Growth Analytics in 2025, based on our expanded Revenue Growth Analytics Maturity Scorecard™.
PE deal teams need a pricing thesis with a number on it before the investment committee, not after the close. Revology builds an AI-powered pricing diligence asset on the target's transaction data, segment economics, and competitive context: quantified gross margin recovery, channel pricing upside, promo waste, and a 100-day post-close playbook. For mid-market assets ($100M–$2B), typical findings include 200–400 bps of recoverable gross profit and 4–6% gross margin recovery on B2B channel pricing. Delivered IC-ready in 2–3 weeks when the data room contains transaction-level pricing history. Post-close, the diligence converts into a 90–120 day capability build co-designed with the PortCo team.
Deal teams need a pricing thesis before the IC. Revology delivers AI-powered pricing diligence, quantified upside, and a 100-day playbook in 2–3 weeks when transaction data is ready.
This diligence frequently reveals untapped pricing opportunities – for instance, the target might be underpriced in certain segments or not leveraging value-based pricing. By quantifying these, investors see a clear path to revenue and EBITDA uplift post-acquisition. It’s not uncommon to identify a few percentage points of margin expansion potential simply by bringing the target’s pricing in line with market value or tightening discount policies.
If a company has significant pricing upside, an investor can factor that into their valuation model (either justifying a higher purchase price or seeing how they will hit return targets). Conversely, if the target’s current profits rely on unsustainably high prices or heavy discounting to drive volume, due diligence flags this risk, preventing over-valuation. In short, pricing due diligence provides a more accurate picture of the target’s true earning power.
Investors gain a ready-made roadmap of pricing initiatives to implement on Day 1. Rather than waiting months to discover where to improve, they can hit the ground running with pricing improvements (price harmonization, updated price lists, new surcharge programs, etc.) that drive early wins in the investment period. This accelerates value creation within the typical private equity hold period.
The analysis can also highlight red flags – for example, if an unusually large portion of revenue comes from a few customers who enjoy heavy discounts or if there’s impending price pressure due to new competitors or regulation. Knowing these risks upfront means the investor can devise mitigation strategies or even reconsider the deal if the risk is too high. Essentially, it prevents unpleasant surprises by making pricing transparency part of the deal diligence.
We build elasticity models in a collaborative and transparent manner so that your organization truly owns the insights:
We request and parse critical pricing-related data from the target (often under NDA via the data room). This typically includes SKU-level sales data (prices, volumes), customer-level sales and margins, current price lists or policies, and any deal desk/discount approval records. We also gather market data available – industry pricing benchmarks, competitive price points – to understand the external context. Our team quickly cleans and analyzes this data to identify patterns (for example, how much pricing variance exists for the same product, or trend of price realization over the past years).
We evaluate the target’s pricing effectiveness and discipline. This means calculating metrics like average discount by customer segment, pocket margin by product (after all discounts/rebates), and identifying any margin leakage points. We often visualize the price waterfall from list price to net price to see where value is leaking (e.g., overly generous rebates, unmanaged freight charges, etc.). In parallel, we compare the target’s pricing structure to industry norms: Are they pricing in line with value? Are they using modern techniques like dynamic pricing or segmentation, or are they simplistic (one-size-fits-all pricing)? We also look at organizational aspects if info permits – e.g., does the company even have a pricing function or is it all sales-driven, which can indicate the level of sophistication.
Based on the assessment, we pinpoint concrete pricing opportunities. For example, we might find the target has not raised prices on a high-demand product in three years – a clear opportunity for an increase. Or perhaps certain customers consistently get an extra 5% discount with no volume justification – an opportunity to tighten policies. We quantify these where possible: “By reducing discount variance and bringing all customers to at least 15% gross margin, the company could gain $X million in profit.”. We consider quick wins (things that can be done in 3–6 months) versus longer-term strategic changes (like implementing a new pricing software or value-based pricing program).
Given the fast pace of deals, we typically present our findings in a workshop or report to the investor’s deal team. We highlight the top 2–3 pricing levers that would create the most value and discuss feasibility. For instance, if a price increase is recommended, we discuss how customers might react and any prerequisites (like improving value communication). We also frankly point out any concerns – e.g., “Customer concentration is high and these top customers have been given 30% discounts; any attempt to roll that back should be done carefully or could risk volume.” This candid insight helps the investor craft their negotiation strategy and post-acquisition plans.
While technically outside due diligence, our role often continues post-close, where we assist the portfolio company (now under the investor’s ownership) in executing the identified pricing improvements. Because we’ve already done the analysis, we can quickly move into implementation mode, developing the new price lists, policies, and tools needed. This ensures the thesis outlined in diligence is actually realized in practice, delivering the promised EBITDA improvements.
How data brokers and identity graphs quietly set personalized prices: what the evidence proves, what it doesn’t, and how pricing leaders should govern the risk.
A Pricing & RGM Analytics Navigator Your Team Owns — Six Modules, One GL-Reconciled Foundation, and the Agent Layer That Follows Most CPG Pricing and
A pharma pricing analytics engine is a governed decision-support system that integrates transaction, contract, channel, market, macroeconomic, regulatory, and competitive data to improve price setting,
This manual is designed for CEOs, CFOs, CCOs, Pricing and RGM leaders, and commercial analytics teams at mid-market CPG manufacturers. It outlines six decision modules,
Build best-in-class pricing analytics & optimization capabilities for your brands.
A practitioner’s field guide to the questions about pricing that actually move margin: what to ask, how to answer them with data, and how to
Centered on proven best practices, Revology Analytics® provides Revenue Growth Analytics advisory services and thought leadership, driving profitable revenue growth for middle-market companies.
Over 225 companies took our scorecard to improve their Revenue Growth Analytics & Management capabilities.
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