Use price research to frame questions, not promise a price.
An anonymized Van Westendorp example showing how to structure pricing questions. Source inconsistencies mean that no sample sizes or monetary thresholds are reproduced.
Research partnership
ETK is NOMAS’s research partner. Brand Compass™, Distances Matrix™ and Triple-Helix™ are ETK methodologies, attributed to ETK—not presented as inventions of NOMAS.
What price feels too low, acceptable or too high for the offer?
Van Westendorp’s Price Sensitivity Meter organizes four respondent judgments to describe an acceptable price range and intersections that may inform a decision. The study example is synthetic; this page publishes no numeric thresholds.
Too cheap
At what price would quality seem questionable?
Bargain / great value
At what price would the offer feel like unusually good value?
Expensive but acceptable
At what point would it feel expensive, yet remain under consideration?
Too expensive
At what point would the price make consideration unlikely?
- 01Collect four price judgments
- 02Inspect response curves and intersections
- 03Compare hypotheses by relevant segment
- 04Validate against cost, demand and feasibility
| Step | Purpose |
|---|---|
| Four thresholds | Too cheap, bargain/great value, expensive but acceptable, too expensive. |
| Curve reading | Compare where cumulative price perceptions cross; do not replace intersections with a single unsupported number. |
| Decision check | Test proposed price architecture against costs, offers and segment evidence before commitment. |
Source / figure note: Predrag, industrial pricing report, “Van Westendorp Price Sensitivity Meter” and “Research Methodology”; section described as an illustrative sample report. No source sample size or monetary figure is reproduced.
Segment the decision need; compare operational requirements
The report sketches a premium / non-premium comparison but contains incompatible sample counts. We therefore explain the segmentation logic without publishing those counts or numeric comparisons.
What supports a differentiated offer?
Use stated requirements and tested willingness-to-pay questions to build a segment hypothesis. Validate it against business economics and recruitable decision-makers; no segment size is claimed here.
Which requirements are baseline?
Separate compliance, safety and utility needs that enable operation from features that might genuinely differentiate. Re-test with a reconciled sample before comparing segment scores.
| Feature family | Decision question |
|---|---|
| Workspace and office provision | Operational fit; test specification requirements. |
| Gas room and technical infrastructure | Assess process-specific infrastructure needs. |
| Mezzanine and space configuration | Explore layout flexibility and usable area. |
| Location and logistics | Examine access, distribution and movement needs. |
| Compliance and safety | Separate baseline requirements from differentiators. |
| Utilities and specialized rooms | Test whether infrastructure features support the intended operations. |
Source / figure note: Predrag industrial pricing HTML report, “Feature Importance” and feature comparison section. The source provides numeric segment ratings tied to inconsistent denominators; this page omits scores and ordering rather than imply comparability.
A framework for choices—not a published recommendation
- 01Set a defensible floor from costs and operational requirements.
- 02Use “too cheap” responses to investigate quality concerns rather than assume a bargain is attractive.
- 03Compare acceptable ranges across decision-relevant groups only when their samples and denominators are reconciled.
- 04Test feature packages separately from base price: location, layout, utilities, compliance and safety.
- 05Translate evidence into a price-and-concession scenario for leadership review; do not treat stated intent as signed demand.
Source / figure note: Predrag industrial pricing HTML report, methodology, segment comparison and strategic recommendations. No quoted price, segment percentage, survey total or actual customer decision is asserted.
Start with the question your evidence needs to answer.
These examples are not client outcomes. A real engagement begins with your context, scope and evidence needs.