Case 1: Malpractice Insurance - Improved Profits		Case 2: Energy Supplier - Increased Revenues
A medical malpractice insurance provider assumed price was the primary driver of customer decisions, based on observed price sensitivity among physicians. Sales strategy was built around price competitiveness accordingly.   A rigorous customer audit revealed that price, while a factor, was not the primary basis for the relationship's value. Other, previously unrecognized factors carried greater weight.   The organization shifted its commercial strategy to emphasize these factors, reducing reliance on price. This preserved margins without a loss in customer retention, improving profitability.		For over thirty years, a global coal producer marketed its product as a reliable #2 grade and priced it below the market leader, based on internal classification rather than customer input.   A rigorous, quantitative customer survey found that a subset of buyers viewed the coal as a #1-grade input for coking, due to specific physical properties the company had not factored into its positioning.   This gap between internal classification and customer-perceived value pointed to a long-standing pricing shortfall. Once corrected, pricing for the affected segment was adjusted to match customer-perceived value, increasing revenue from existing volume with no change to cost or output.