Context
Gullimex supplies measuring, monitoring and hygiene instruments to food producers, food service and medical and pharma customers in the Netherlands, Belgium and Germany, backed by calibration, service and consulting. Part of the Holland Capital portfolio.
Price was built the same way for every product: purchase price plus a uniform mark-up. Whether a product was a specialised solution that Gullimex configures, installs and maintains, or a standard catalogue item, the logic was identical. The value Gullimex adds through advice, configuration, calibration and training was invisible in the price. Discounts followed the negotiation rather than the customer: no link to the relationship a customer has with Gullimex or to the size of the deal. Service and consulting, where much of Gullimex’s differentiation sits, were sold alongside the hardware without a packaged offer or a price logic of their own. Proposals quoted products and prices, not outcomes.
Approach
Newalpha started with the transactions: 2025 invoice data across 75 hardware article groups, three industries and three countries, plus a profitability read and interviews across the commercial team. That produced a set of solution directions, prioritised with the steerco into one pricing strategy with five components.
Hardware pricing came first. Four Gullimex stakeholders scored every article group on six dimensions of pricing power: product value, Gullimex value-add, alternatives, price transparency, ease of switching and service intensity. A cluster analysis turned the scores into seven product segments, each with its own pricing logic. Discounting was rebuilt as a conditional system: a customer segment based on the relationship over three years and a deal segment based on order size together define the discount for every quote, consistent across the customer base. Reseller rebates moved from turnover-based to commitment-based.
Service and maintenance were packaged good-better-best: a free on-ramp and three paid tiers, from reliable coverage to maximum availability and full compliance documentation, priced in proportion to what a customer in each segment spends. Consulting was structured into modular packages (room mapping, training, implementation, qualification and documentation, retainers), priced per unit and differentiated by segment. Proposals were rebuilt around six value-selling building blocks, with an AI-assisted proposal builder in exploration.
Every element was backtested on the 2025 transactions before go-live, and the whole model was handed over in a working pricing cockpit: segments, mark-ups, discount rules and correction factors in one place, so Gullimex can tune it without rebuilding it.
Result
Gullimex now prices on the value it delivers rather than on cost. Each product has a segment, each segment a pricing logic, each deal a discount rule, and service and consulting have a price and a package of their own.
The hardware pricing model alone, backtested on 2025 transactions at unchanged volumes and with deliberately conservative discount assumptions, shows a mid-single-digit revenue uplift and a considerably larger profit uplift. That is one scenario and one of five components. Service packages, consulting and commitment-based rebates come on top. Taken together, the assessment points to a double-digit revenue opportunity.
The most tangible of these is the service packages. Customers who previously bought instruments and called when something broke can now choose the level of coverage their operation needs: defined response times, instrument history and calibration passports, dedicated parts stock, a full compliance dossier for audits. For Gullimex this is a concrete, recurring upsell on an installed base it already serves; for the customer it is predictability and compliance at a price that matches what they spend.
Rollout runs in waves: service packages and consulting first, then hardware pricing for new customers, then the full customer base, with the pricing cockpit and governance in Gullimex’s own hands.