I’ve learned that even the best product on paper can stumble if it’s not priced and positioned correctly. Not long ago, I partnered with a global industrial manufacturer preparing to launch a premium fuel system component designed to solve a long-standing industry problem: excessive downtime from routine maintenance cycles.

The innovation was undeniable; longer service intervals meant fewer disruptions and reduced maintenance costs. But one question loomed: Would customers pay a premium for fewer maintenance events?

Inside the company, the debate was fierce. Marketing believed the value was obvious. Product leaders were cautious. Finance worried about leaving margin on the table—or worse, mispricing and losing distributor confidence. That’s where I stepped in, determined to replace opinion with evidence.

Combining Voice of Customer with Market Reality

To answer the critical questions, I designed a two-phase research approach. First, I went directly to end users through Voice of Customer (VOC) interviews and conjoint analysis. I wanted to understand how they weighed features against price, how they viewed ROI, and whether the promise of fewer maintenance events truly justified a premium.

Second, I conducted an aftermarket pricing study across the U.S., Mexico, China, and Eastern Europe. I captured hundreds of data points on fuel pumps and related parts using secret shopping and local sourcing contacts. This gave me a street-level view of pricing dynamics, discounting practices, lead times, and buying behaviors.

What Customers Told Me

The feedback was illuminating. Customers independently affirmed the core value proposition: reduced downtime and lower lifecycle costs. However, they also introduced new value drivers, such as aligning with major overhaul timelines and faster maintenance execution.

The catch? While they loved the concept, most said they would only pay a premium if the price stayed within about 10% of comparable legacy systems. Conjoint analysis confirmed this—ROI mattered more than the sticker price, but only if the premium stayed reasonable.

Meanwhile, the pricing study revealed significant gaps in competitor transparency, especially in Eastern Europe and China, as well as the outsized role lead times played in purchasing decisions. This helped strengthen the product’s value story beyond just price.

Turning Insight into Impact

Armed with these insights, I highlighted that their new product was priced above what the market would bear. The client discussed and decided to lower the price by 10% to bring the product in line with customer expectations while still protecting profitability. Just as important, the data gave product managers the confidence to secure executive buy-in and move the launch forward.

Sales and marketing now had a validated ROI story, while finance leaders saw firsthand how this process de-risked the launch. In fact, the company has made VOC and pricing validation mandatory for all major product introductions going forward.

The Bigger Lesson

This project reinforced something I’ve long believed: pricing isn’t about guessing what the market will tolerate. It’s about listening to customers, validating assumptions, and combining qualitative and quantitative insight to build a launch strategy that’s both bold and safe.

When you price with precision, you protect your margins and earn the confidence to go to market, knowing you’re aligned with what customers value most.