For mid-market retail companies
Grow EBIT with professional pricing
Most mid-market companies optimize costs. The best optimize prices. Pricing is the largest untapped profit lever – and the fastest path to higher margins without increasing volume.
Trusted by leading companies
Your reality
Does this sound familiar?
Mid-market companies face enormous pressure. Cost reductions are exhausted, yet the strongest profit lever often remains unused: your prices.
01
Prices emerge from daily operations – not from a system
Purchasing, category management, sales, or controlling set prices to the best of their knowledge. However, the quality of decisions depends heavily on individual people.
02
High effort – little time for systematic price review
Prices are set with significant manual effort. Nevertheless, there is no time to regularly review even core products. In the peripheral assortment, prices often remain unchanged for long periods.
03
Purchasing is exhausted – the sales price remains the biggest lever
04
Simple rules control complex assortments
05
Prices react too slowly to the market
06
Unclear impact of pricing decisions
Which prices actually increase margin and which cost revenue often remains opaque.
The result: Pricing remains operational – even though it is one of the biggest strategic profit levers in the company.
The cost of the status quo
What does your current pricing cost you – every day?
Every day without professional pricing is a day when margin potential remains untapped.
01
Margin erosion on autopilot
02
Operational effort instead of strategic control
03
Pricing is not an organizational competency
Pricing decisions depend on the experience of individual people. A systematic capability of the company is missing – and with it scalability and security.
04
The market moves faster than your prices
05
Competitors are one step ahead
06
Price reactions that are too slow cost results
When prices cannot be adjusted flexibly, excess inventory, clearance sales, or unnecessary discounts arise – with direct impact on revenue and margin.
The result: Pricing is managed operationally – instead of being used as a strategic lever for margin, growth, and competitiveness.
8-11%
EBIT impact
50+
Minimum ROI
Minimum value from completed projects—measurable, documented, reproducible.
Your perspective
What drives you personally?
Depending on your role, different priorities are in focus.
Where do you recognize yourself?
Executive Management
What typically concerns you
"Our profit is too low, declining, or falling behind the competition. We need to better control our sales prices – but where exactly is the lever?"
- You want to ensure that your company does not forfeit margin potential.
- You want to professionalize pricing as a strategic core competency of your company to increase competitiveness.
- You seek clarity about where the biggest profit levers lie – and which initiatives deliver the highest return.
Finance Management / CFO
What typically concerns you
"Profitability in our company is too inconsistent: across assortments, regions, channels. Our sales prices are set too simply and with too little differentiation."
- You seek realistic levers for a quick "profit boost" – without major IT investments.
- You want to sustainably increase EBIT and stabilize the new profitability level.
- You want to establish pricing systematically, instead of relying on experience and intuition.
Sales / Purchasing / Pricing Management
What typically concerns you
"I am not achieving my margin targets – despite optimal purchase prices. We need to better control our offers and sales prices."
- You seek concrete initiatives to achieve your revenue and margin targets.
- You want to reduce manual effort and relieve your teams.
- You want to strategically control prices, offers, and channels toward profit contribution.
Why companies entrust their pricing to Dr. Markus Husemann-Kopetzky
15+ years of experience in one of the most important profit levers of successful companies: price
FEATURED IN
Experience
What industry experts and decision-makers say who have implemented it.
Over 50 successfully delivered projects—from mid-sized companies to corporations.
Rainer Will
Managing Director, Austrian Retail Association
Regina Großmann
Pricing Manager, XXXL digital (XXXLutz Group)
Martina Novotny
Chief Digital Officer,
ANWR Group
Dr. Markus Husemann-Kopetzky is one of the leading pricing experts for retail, wholesale, and e-commerce.
Ulrich Spaan
Senior Vice President, EHI Retail Institute
Rachele Williams
Domain Lead: Assortment, Pricing, and Promotions at VistaPrint
Thomas Neubauer
VP Marketing EMEA & APAC, Bosch Power Tools
Your target state
Imagine pricing were your strongest competitive advantage
Imagine pricing were your strongest competitive advantage
01
Clarity about potential
02
Short-term profit improvement
03
Sustainable competitive advantage
04
Less effort, better control
05
Professional price management
06
Measurable results
The PMI 360° Pricing Assessment
Within two to three weeks, you’ll know where your biggest pricing potential lies — and which 5 actions deliver the highest ROI.
01
Objective analysis of your current pricing
We review your pricing logic, processes, and calculation models – and identify systematic weaknesses.
02
Benchmark from over 50 projects
Comparison of your pricing with best practices from retail and e-commerce.
03
Top 5 optimization potential
04
Roadmap for the next 90 days
05
Personal execution
Ready for clarity about your pricing potential?
In a non-binding initial consultation, we will jointly determine whether and how the PMI 360° Pricing Assessment delivers the greatest value for your company.