Diana Coelho
Co-Chair of EPP
Editorial Insights
Pricing has no shortage of tools.
What’s harder to find is consistent usage of pricing tools that impacts decisions and results. This contrast sits underneath this entire edition of EPP Pulse. The articles come from different angles (technology, consumer insight, competition, careers), but they all circle back to the same issue: how Pricing and RGM actually work in practice, not just on paper.
With this EPP Pulse issue, and as I proudly take on the role of Co-Chair at EPP, we start something new, an Editorial. In every edition, this will be a short note from me to the community: not to summarize the articles, but to step back and reflect on what they tell us all together. This edition shows a profession that is growing up.
Several authors describe why manual pricing and fragmented processes are no longer enough. Automation, analytics, and AI are becoming necessary simply to keep up with complexity. But just as clearly, they show why many initiatives stall: tools are introduced before processes, roles, and ways of working are properly thought through. When that happens, very little actually changes.
There is also a strong thread around control. Competitive pressure is real, but reacting and cutting prices because others do, quickly damages value. Whether through consumer willingness to pay, clearer competitive logic, or better decision support, the message is consistent: pricing works best when it is deliberate and proactive, not reflexive.
What I appreciate most is how the technical and the human sides come together in this issue. One article focuses on mindset and adoption. Another looks at careers and influence, and why pricing professionals so often remain “the numbers person”. Read together, they make a simple point: better systems only work when people are willing, and able, to use them to shape decisions.
Taken as a whole, this issue describes a shift:
- from doing pricing work to building pricing processes that scale,
- from buying tools to changing behaviors,
- from reacting to prices to defending value,
- and from technical expertise to real leadership.
These are exactly the kind of discussions EPP exists to support. I hope this edition helps you question a few habits, sharpen a few choices, and apply something concrete to your own context next Monday morning. And I hope this editorial becomes a small pause in your reading – a moment to connect the dots before diving into the articles themselves.
Enjoy the reading!
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Actionable Insights
Prateek Trivedi | Region Head, UK & EMEA |Asper
Vibhor Mishra | RGM BU Head |Asper
When organizations invest in building advanced data and analytics capabilities — whether it’s revenue growth management, pricing optimization, or advanced forecasting — the conversation often gravitates towards selecting tools and training users.
Mindset is not a soft lever or a support stream — it’s the belief system, behavioral posture, and human design lens that unlocks impact, drives adoption and nurtures sustenance.
This article argues that the difference between capability efforts that stall and those that scale lies in whether organizations treat mindset as the foundation, not the afterthought. By exploring how organizations must shift from linear implementation to impact-driven thinking, from analytics creation to insight consumption, and from siloed tooling to integrated operating rhythms, we redefine what real adoption takes — and why it always starts in the mind – especially in disciplines like Revenue Growth Management (RGM), where adoption gaps are common.
In RGM, this shows up in whether advanced pricing or promo models actually land in JBP, whether account teams use outputs with confidence in retailer negotiations, and whether leadership tracks impact on NSV and margin. This should not be limited to only dashboard tracking activity.
Felix Hoffmann | Co-founder and CEO | 7Learnings
Retail pricing has become so complex that manual methods and rigid rule-based systems can no longer manage effectively. With thousands of SKUs, multiple sales channels, and fast-changing market dynamics, even the best pricing teams face limits that result in slow reactions, inconsistent decisions, and lost profitability. This article argues that the solution lies in decision automation powered by artificial intelligence. Predictive pricing solutions transform millions of data points into proactive, outcome-driven actions that align with strategic business goals such as profit growth, revenue maximization, or inventory efficiency.
A case study with fashion brand Tom Tailor illustrates how AI-driven pricing automation can boost revenue (+6.7%), improve sell-through, and reduce manual workload. Far from eliminating human control, decision automation empowers teams by combining transparency, override options, and goal-setting capabilities. Retailers that embrace pricing AI shift from static, rule-based processes to dynamic, scalable, and strategic levers of growth, which is particularly important when facing fast-moving competitors like Temu and Shein.
Rahul Ubgade | VP, Consumer, Retail & Logistics (CRL) | Infosys
Alkistis Papantoniou | Associate Manager RGM & Supply Chain | Infosys
Akshita Ahuja | Senior Consultant Consumer Goods & Retail | Infosys
Introducing a pricing tool is often a catalyst for broader pricing transformation, but many initiatives fail by treating tool selection as a purely technical exercise. Successful organizations embed tool decisions within a clear pricing ambition, governance model, and target operating model from the outset. This article outlines how to approach pricing tool selection and rollout as an integral part of an E2E pricing transformation, ensuring the tool enables better decisions, consistent execution, and sustainable adoption. When aligned with strategy, processes, and people, pricing tools become a powerful accelerator of value realization rather than a standalone IT solution.
Dr. Marcus Demmelmair | Managing Director | Accenture
Sriram Sundar | Principal Director | Accenture
Ineke Wessendorf | Principal Director | Accenture
Introducing a pricing tool is often a catalyst for broader pricing transformation, but many initiatives fail by treating tool selection as a purely technical exercise. Successful organizations embed tool decisions within a clear pricing ambition, governance model, and target operating model from the outset. This article outlines how to approach pricing tool selection and rollout as an integral part of an E2E pricing transformation, ensuring the tool enables better decisions, consistent execution, and sustainable adoption. When aligned with strategy, processes, and people, pricing tools become a powerful accelerator of value realization rather than a standalone IT solution.
Dr. Fabian Uhrich | Chief Product Officer | Quicklizard
In highly competitive markets, price wars can erode margins, damage brand equity, and slow innovation.
This article introduces a four-move framework, rooted in game theory and market-backed insights, to help pricing leaders outsmart, rather than undercut, the competition.
Drawing from real-world results, including Sephora UK's 25% profit growth through competitive sensitivity, we explore how to identify relevant competitors, focus where it matters, anticipate market scenarios, and detect vicious pricing cycles before they start. This playbook equips executives with actionable tools, strategic perspectives, and the confidence to win in the pricing arena without sacrificing long-term value.
Claire Wang | Strategy Consultant | Structured Influence
Many pricing professionals feel stuck. Despite years of experience and technical mastery, they’re not getting the recognition, influence, or career growth they expected. They work harder, take on more projects, even upskill on AI or analytics — yet progress stalls.
The problem isn’t competence. It’s perception. Too often, brilliant pricing experts are still seen as “the numbers person” rather than a trusted leader. And upgrading communication skills alone isn’t the full answer.
So what is? This article explores the overlooked shift that turns expertise into influence — and why it might be the key to your next career breakthrough.
The 8th Edition of EPP Pulse (2026) brings together the latest insights, trends, and practical perspectives shaping the Pricing and Revenue Growth Management (RGM) landscape. Designed to empower our community with actionable knowledge, this edition offers a curated collection of expert contributions, real-world experiences, and thought-provoking content. In a fast-evolving business environment, EPP Pulse continues to serve as a platform for connection, learning, and shared expertise—helping professionals stay informed while also providing opportunities to contribute and shape the conversation.
