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“Optimizing your pricing is not something you do every day—so you want the investment to be worth it. Partnering with Willingness to Pay helped us completely transform our pricing approach and unlock higher ACV in just six months.”

Andrew Zhyvolovych, CEO of Precoro‍

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1. 100% increase in ACV in six months
2. 37.5% increase in ARR
3. 200% increase in Precoro’s onboarding fee

About

Precoro is a leading procurement centralization platform that streamlines and automates purchasing processes. Their comprehensive solution for managing the entire procurement process—from intake management to purchasing and analytics—is trusted by 1000+ companies worldwide. Learn how Precoro created a revenue-generating pricing strategy that serves all customer segments with Willingness to Pay.

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Situation: Growth ambitions to capture bigger deals clashed with Precoro’s small customer revenue base

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“Our customers range from SMBs to enterprises from all across the globe. We wanted to reposition our product with fair pricing that matches the value we deliver. Ulrik and his pricing methodology were ideal for this goal.”

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Precoro had been doing very well, doubling the team and getting some key partnerships with big boys like Staples, Grainger, and Home Depot. But Andrew Zhyvolovych, the CEO, knew they could reel in even bigger fish if they got the pricing just right, aligning it with what customers actually expected.
However, he quickly discovered that achieving this goal would take more than finding an optimal price. Precoro charged per user, and Andrew realized that hiking up those fees could scare away the smaller clients. He needed to keep everyone happy—existing customers, no matter their size or market, and new ones, by helping them understand the value they were getting from Precoro.

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Andrew had plenty of data to work with, but designing and structuring those pricing models? That called for an expert team. He needed advisors to steer the initiative and design a tailored pricing strategy for Precoro's different customer segments. That’s where the WTP team came in.
In this case, a colleague had pointed Andrew to our book, “The Pricing Roadmap”. Andrew read it and saw that our customer-centric pricing methodology was just what Precoro needed.

What we did: One-size doesn’t fit all—shift to customer-focused tiers to expand value capture

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“Willingness to Pay completely overhauled our pricing approach. Our new pricing framework simultaneously allows us to drive higher deal value while pricing fairly. It makes it attractive for customers of all sizes to work with us.”

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First off, it's all about the customer. Our team dug into Precoro's data to figure out exactly how different customers—big, small, and everything in between—were getting value from Precoro, from the core platform offerings to additional support. It wasn't just about the features but about understanding what made customers tick.

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Then, we didn't just tweak the price; we ripped out the old structure and replaced it with a three-tiered, value-based pricing framework. In addition, we encouraged Precoro to start charging for “white glove” support and setup: those professional services that they were “leaking” during the initial customer engagement—said more bluntly, “just giving away for free”. A classic (but simple) move to monetise what's already there.

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Here's the kicker: Willingness to Pay didn't just hand down the new pricing from some ivory tower. Our team worked hands-on with Precoro's decision-makers, including their Chief of Sales, the Chief of Customer Success, and the whole crew. We met regularly to refine every detail, ensuring the pricing structure accurately reflected how Precoro operates. That’s because pricing goes beyond filling in a spreadsheet—it’s ultimately a design exercise.

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Because Willingness to Pay took a measured approach, we didn’t just flip a switch and hope for the best. We rolled out the new model gradually—starting with low-risk, legacy customers and moving on to larger, more complex accounts across various sizes and regions. This incremental strategy allowed us to smoothly convert each customer segment, managing and minimizing risk at every step.

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Now, with Precoro’s packaging and pricing clearly highlighting the value they deliver, customers are more willing to invest in premium options that offer more comprehensive features. As a result, they can improve both average contract value (ACV) and annual recurring revenue (ARR).

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Even better, Precoro can now pursue enterprise-scale clients without losing smaller customers along the way. Each segment gets a thoughtfully tailored mix of pricing and features that align with their needs and budget. The “money” in this case was in the price structure, not the price point. This value unlock was further strengthened by our team reconditioning Precoro to focus on pricing their customers, not their products.

Outcome: 100% increase in ACV

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“Willingness to Pay is more than a pricing consultant. They’re strategic partners who are extremely responsive and support us with anything—from adjusting our fees to renegotiating legacy customers to our new pricing structure.”

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Through the partnership with our team, Precoro transformed their pricing structure into a revenue-generating asset that captures optimal value across their diverse customer base.

A shortlist of the results that Precoro’s price remodelling achieved in just six months includes: