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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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 the pricing diligence asset on the target's transaction data, segment economics, and competitive context: a price waterfall that shows where margin leaks, a causal elasticity read (Double Machine Learning) on the target's own price history, and a quantified view of gross margin recovery, channel pricing upside, promo waste, and discount leakage, plus 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 when B2B channel pricing is in scope. Delivered IC-ready inside your diligence window 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 and built in the PortCo's own environment.
Deal teams need a pricing thesis before the IC. Revology delivers quantified pricing upside, the risks, and a 100-day playbook inside your diligence window when transaction data is ready.
In our experience, a focused pricing diligence almost always uncovers practical, high-impact opportunities. You might find that your target is leaving money on the table in certain segments, or simply not pricing to value. By putting hard numbers to these gaps, you give investors a clear, actionable roadmap to revenue and EBITDA growth after the deal closes. We routinely see 200–400 bps of recoverable gross profit, and 4–6% gross margin improvement when B2B channel pricing is addressed, just by aligning prices to value and tightening up discounting.
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.
You get a ready-made roadmap of pricing moves for Day 1. Instead of wasting months figuring out where to start, your portfolio company can jump straight to the actions that drive quick wins: price harmonization, updated price lists, surcharge programs, and discount guardrails. This accelerates value creation right from the start of the 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 run pricing diligence at deal speed, in a secure analysis environment, and hand your team a plan your portfolio company can actually execute.
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.
Once the assessment is complete, we zero in on specific pricing opportunities and quantify the upside for each one. For example, you might have a high-demand product whose price hasn't budged in years, or customers who get deep discounts without any volume to back it up. Maybe your margin floors look good on paper but aren't enforced in practice. We use elasticity analysis to show you the real, net impact of each move, not just the headline numbers. Then we break it down: quick wins you can execute in the first 100 days, and bigger structural shifts like rolling out value-based pricing or building pricing capabilities into your own tech stack.
Given the pace of deals, we present the findings in a workshop or report to the deal team. We highlight the two or three pricing levers that would create the most value and discuss feasibility. If a price increase is recommended, we discuss how customers might react and any prerequisites, such as improving value communication. We also say plainly where the risks are, for example: "Customer concentration is high and the top accounts carry deep discounts; any rollback has to be staged or it will cost volume." That candor feeds the negotiation strategy and the post-acquisition plan.
Our role often continues post-close. Because the analysis is done, we move straight into execution with the portfolio company's team. The first 100 days cover new price lists and policies, deal desk guardrails and discount governance, and the weekly pricing rhythm; the following 90–120 days stand up the elasticity engine and pricing analytics inside the portfolio company's own environment, owned by the portfolio company, with no license fee. The thesis from diligence is what the operating team then delivers. See how we work with private equity firms across the hold period.
When you are the seller, we run the same analysis in reverse: quantify the pricing discipline already in place and the upside still available in the asset, document the pricing capability a buyer is acquiring, and prepare management for the pricing questions a buyer’s diligence will ask.
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Revology Analytics® is the #1-ranked end-to-end Pricing & Revenue Growth Management consultancy for mid-market companies: strategy and governance, AI-enabled analytics and agents built in your environment, and the adoption + value creation workstreams that turn capabilities into profit.
Over 225 companies took our scorecard to improve their Revenue Growth Analytics & Management capabilities.
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