Partner & Associate Director
Amadeus Petzke is a cofounder and leader of Boston Consulting Group’s Pricing Enablement Center in Germany, and he is a core member of BCG’s Marketing, Sales & Pricing, Industrial Goods, and Consumer Goods practices.
Since joining BCG in 2003, Amadeus has worked across a range of industries in B2B, B2B2C, and B2C settings, including consumer goods, retail, travel and tourism, industrial goods, automotive, chemicals, and financial services. His project experience extends from pricing diagnostics to holistic strategy development and implementation of pricing solutions.
Much of Amadeus’s work has focused on client enablement and building pricing capabilities, and he has led a number of companies through major pricing-driven transformations. His engagements have included creating the pricing strategy for a global toy manufacturer and developing the strategic price and margin-improvement program for a global consumer products company. He has also worked on numerous pricing and revenue management transformation programs in travel, tourism, and railways.
Outside of BCG, Amadeus is a member of the Professional Pricing Society.
Yes, you need to figure out pricing during the global crisis, but this is also an opportunity to challenge your overall pricing and marketing strategies.
Companies typically have the technical capabilities required to develop valuable offerings. But many have not yet “cracked the code” when it comes to pricing and marketing.
Comparing prices and products is easier than ever. Management must optimize its price communication to reassure customers that they are receiving fair value.
European banks have struggled since the financial crisis to make the business pay. Better pricing could provide the revenue boost they need.
As traditional product manufacturers become providers of data-driven services, they must rethink the most basic questions about customers, value, and pricing.
Pricing—a critical marketing weapon—can’t be deployed effectively unless companies create a dedicated pricing organization that all functions regard as a partner.
Discounts can destroy value. But with the right value-based-discounting strategy, guidelines, and execution, companies can dramatically increase profits.
Some companies are able to speak the language of pricing like a native. They do it by carefully developing the right building blocks.
Prices do not recognize borders. Manufacturers that lack strategies for combating cross-border arbitrage by sophisticated buyers can find themselves undercut or leaving revenue on the table.