I am fascinated by how organizations of all shapes, sizes, and vocations choose to capitalize on their efforts to stand out in the market and serve their customers. It is exactly at this moment that ineffective practices tend to creep in and value regrettably “leaks out” of each transaction and relationship – making both parties, and often society, worse off.

In my experience, many leaders in organizations apply the wrong logic when they think about prices and pricing. For one, they often fail to think strategically about the challenge. Rather, you witness collections of tactics held together by questionable assumptions and crude heuristics that, by shunning customers and obsessing over just about everything else, put financial and brand health in jeopardy.

“Digital technologies are transforming every business but the core principle of value creation endures: take care of the customer. But how? Bertini and Koenigsberg provide managers an insightful roadmap based on careful research and lively examples.”

Erik Brynjolfsson

Professor, Stanford University; co-author of The Second Machine Age: Work, Progress, and Prosperity in a Time of Brilliant Technologies

“The Ends Game elevates our current understanding of pricing to the next level. The book is simultaneously rigorous and practical, and belongs on any executive’s shelf.”

Hermann Simon

Founder and Honorary Chairman, Simon-Kucher & Partners


Competing on Customer Outcomes


Carbon Footprinting and Pricing Under Climate Concerns


When It’s Time to Expand Beyond the Base

Speech topics

My teaching builds on one critical premise: a business cannot improve its ability to earn revenue from customers unless its decisions are guided by customers—what they value, why they value it, when and how they value it, and so on. This logic is intuitive, yet seldom put into practice. In fact, most of the organizations I have had the pleasure to study or advise want to keep things safe and simple, but in so doing neglect that customers ultimately mark the commercial opportunity. A business that sets prices with a poor grasp of the opportunity it faces is bound to make suboptimal decisions.

Work with companies

I engage with practice in several ways. By far the most common formula is work tailored to the specific need of the business—a keynote speech at a conference or important gathering, a private workshop, or a consulting project where I act as an independent advisor. However, I also run open executive education programmes on behalf of academic institutions, including of course at Esade. Finally, I am constantly on the lookout for collaborations slanted toward research (whether this be a formal academic study or, say, a case study).


Pricing and Selling Value


Creating Real Value with Technology


The Ends Game