Department
Value-based pricing, discount engineering, subscription tier design, dynamic-pricing fairness, and the empirical methods that separate price experimentation from guesswork.
6 essays
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The thesis
Pricing decisions move more enterprise value per hour of executive attention than any other lever in a commercial company.
Pricing decisions move more enterprise value per hour of executive attention than any other lever in a commercial company. The literature has known this since at least McKinsey's 1992 1 percent margin paper.
What has changed in the past decade is the operating discipline available: ML-driven dynamic pricing, willingness-to-pay measurement via conjoint and price-sensitivity meters, A/B-test infrastructure that lets pricing changes ship in days rather than quarters. This series covers the methods, the failure modes, and the under-discussed fairness and legal dimensions that often determine whether a pricing change makes it past launch.
Essays in this department
Dynamic pricing systems can drift into discrimination without anyone in the team intending it. The audit method is borrowed from credit modeling, adapted for pricing CI/CD, and made boring enough to run every release.
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Murat OvaPrice A/B tests are not, by themselves, illegal. Most of the legal risk lies in how the cohorts are formed, what data is used, and what the team can show a regulator a year later. This is the framework that survives the question.
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Murat OvaLocal-currency presentation moves willingness to pay by 5 to 15% in tested field experiments. The math behind PPP adjustment, the operational complexity, and where the easy framing breaks down for B2B and tax.
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Murat OvaMost teams talk about value-based pricing without operationalizing it. The conjoint and Van Westendorp workflow, the stated-versus-revealed gap, and the cases where it breaks down in practice.
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Murat OvaEach tier is a contract about value, price, and friction. Bad ladders produce churn at the bottom, friction at the top, and trapped value in the middle. The right design takes more rigor than the three-tier default.
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Murat OvaDiscounts can acquire incremental customers or destroy lifetime value, and the difference between the two outcomes is more about who the discount reaches than how deep it goes. A framework for telling them apart.
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Murat Ova