Many organizations assume growth comes from bidding more often. More opportunities. More proposals. More shots on goal. In reality, disciplined growth comes from competing where value is clear, measurable, and economically meaningful. A maintenance services provider offers a useful example. The company sold preventive and corrective maintenance contracts across multiple industries. Its capabilities were strong: predictive diagnostics, certified technicians, rapid response, an

In industrial services, time and materials is the default pricing model. And in many cases, it's the right approach. When scope is uncertain, asset condition is unclear, and surprises are likely once work begins, time and materials protects the provider. If a turnaround uncovers unexpected corrosion or a maintenance job runs longer because of access constraints, the contractor is compensated for the additional effort. In volatile environments, time and materials is a risk man

Many companies think they have a pricing problem when they really have a value proposition problem. What shows up as “we’re too expensive” or “we’re underpriced” is often a sign customers don’t clearly see, believe, or experience the value behind the price. This article explores how value and price interact, where value propositions break down, and how to diagnose and fix the real issue before rewriting your price list. Price complaints usually signal a value problem When lea