The pricing team was small, which placed a limitation on their possibility to have necessary processes or workflows. They were using Excel, which is a generic and limited tool, which they found required time-consuming manual updating from multiple sources, which they felt was prone to error, meaning the team had very little time to work on anything else. Besides which, as the system had maxed out at its one-million-line limit, the team was forced to delete historical data in order to continue working in it. With data being in silos, simply collating it for actionable use took up to two days, and it took up to three days for new price lists to appear.
Much of the internal pricing expertise belonged to the key pricing specialist, who, due to the manual nature of the previous process, had no time for the deep analysis or chart creation he wanted to perform. This lack of time meant there was not enough capacity for exploration, discussion, strategizing or testing. Their desire to create pricing simulations was not possible as the situation meant pricing was reactive, which impacted on leveraging all pricing opportunities they wanted to.