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Taylor Wells

Name: Taylor Wells
Address: Level 8, 65 York Street, Sydney, NSW, 2000, AU
Telephone: +61290001115

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Taylor Wells is a pricing and organisational advisory firm that solely focuses on supporting B2B and

Taylor Wells is a global pricing and organisational advisory firm. We work with our clients to internalise the pricing expertise they need to drive strategy transformation. The core of our business is building world class pricing teams using latest pricing strategy and organisational design. We determine the right structures, skillset and mindset needed to deliver your pricing strategy and help you put the right people, in the right roles, supported in the right way to allow them and you to succeed.

29/10/2026

Special K’s sticker price rose 18%. The real price rise was 26%.

The pack went from 535g to 500g. The price went from $7.65 to $9.00. Per 100g, that’s about $1.43 to $1.80.

Shrinking the pack lets a supplier protect margin without a price rise that jumps off the shelf. Torrens University research suggests shoppers react more to a changed price than a changed pack size. But a Finder survey of 1,010 Australians found 74% had noticed products shrinking.

The cover is thinning. The federal government is consulting on a notification system, more prominent unit pricing and fines for companies that don’t comply.

My view: you can shrink the pack to protect margin. You can’t shrink the cost of lost trust. If customers would accept an honest price rise, that’s the cheaper option.

29/10/2026

Every FMCG company has the same cost problem. Not every brand has the same right to fix it with price.

Crude linked derivatives, packaging, palm oil and sugar are pushing costs up. Grant Thornton Bharat’s Naveen Malpani says analysts expected operating margins at India’s major staples to compress by about 45 basis points, and up to 150 for some.

Tata Consumer has taken 8% to 10% in tea price rises over the past two quarters, in line with tea inflation. Management says its volumes held up far better than a category down about 6%.

Others have less room. Kotak Neo says urban demand is resilient, but inflation and an uneven monsoon are hitting rural demand, which limits how much cost can be passed on.

My view: matching your cost isn’t a pricing strategy. It only works if customers stay when the price moves.

29/10/2026

The shelf price is a promise. The FTC and 20 states say Dollar General’s register broke it for years.

They allege thousands of stores charged more at checkout than the shelf, tag or ad showed. The complaint cites 29,265 complaints marked “did not honor marked price” between January 2023 and March 2026, from every state Dollar General operates in. It says the company knew and didn’t fix it. The complaint also says households earning $35,000 or less generate about 60% of its revenue. Dollar General says it will defend the case vigorously.

This isn’t new. Since 2019 it has settled seven times with six states over inaccurate pricing, about $6 million in penalties, according to the complaint. My view: an error you keep settling is a system problem, not a mistake.

Regulators trace it to how prices get updated. Most changes are increases, so when staff don’t swap the label, the customer pays more than the shelf shows.

The B2B version is closer than it looks. Your price lives in one system, and your customer sees it somewhere else: the quote, the portal, the invoice. If they drift apart, the customer will often find the gap before you do.

If your price is the promise, your systems have to keep it.

27/10/2026

Australia’s second largest fresh produce supplier admits fixing vegetable prices. The conduct was 2019 to 2020. The proposed penalty arrives in 2026.

Perfection Fresh has admitted cartel conduct on 11 occasions, fixing the price of broccoli, cauliflower and iceberg lettuce sold to Aldi in NSW. It has agreed a $12 million penalty with the ACCC, subject to Federal Court approval, and will keep running a compliance program. The case against three other suppliers continues.

The ACCC says cartel conduct undermines competition and can raise prices for consumers. Perfection Fresh says it’s now working to rebuild trust with its stakeholders.

My view: a pricing decision doesn’t expire when the quarter ends. If your price depends on what a competitor agrees to do, you don’t have pricing power. You have a liability, and it can take six years to arrive.

27/10/2026

Lindt’s chairman says the company “misjudged how customers would respond to price increases”. The shares are down more than 25%.

Cocoa hit historic highs and Lindt passed the cost on. In Germany, some products became too expensive. Demand weakened, some prices have already been cut, and the CEO was ousted days earlier over performance concerns.

The same brand is still on track for 6% to 8% growth in the Americas and Far East. Same brand. Same cocoa market. Different customer. My view: pricing power belongs to the market, not the brand.

Premium doesn’t mean unlimited pricing power. Before you pass on a cost, test which customers will still say yes.

27/10/2026

Home Depot’s new shelf labels can change a price in seconds. Its CIO is promising customers they won’t.

Home Depot is studying a wider rollout of electronic shelf labels. CIO Angie Brown says the aim is accuracy and faster order picking, not changing prices more often. Customers buying the same product on the same day should see the same price.

The caution is earned. New Jersey has put a one year moratorium on new electronic shelf labels while it studies them. Walmart’s CEO has also written that the technology won’t be used to adjust prices.

Here’s the point for any business with a faster pricing tool. The speed is the easy part. The public rule that limits it is the asset. My view: Home Depot is stating that rule before the rollout, not after the backlash.

Pricing flexibility is an operational advantage. Customer confidence in the price is what makes it commercially valuable.

23/10/2026

Nestlé's sales are growing. But price increases are contributing less, just as costs threaten margins.

Sales grew 4%, but pricing contributed only 1.1%, down from 1.9% in Q2.

The good news? Real internal growth accelerated to 2.8%.

Food & Snacks grew 5% despite a negative pricing contribution of 0.4%. Milo returned to double-digit growth after Nestlé refreshed its positioning and protected key price points.

Here's the FMCG pricing dilemma: raise prices to recover costs and risk losing volume. Hold prices and risk losing margin.

Nestlé's results suggest another route: strengthen perceived value and stimulate demand rather than relying on repeated price increases.

But volume growth alone isn't enough if higher input costs erode profitability.

The real test isn't whether customers buy more. It's whether stronger demand translates into profitable growth.

23/10/2026

Fuel sales barely moved. Profits surged. So how much of the increase was really about costs?

Ampol's net profit jumped 376%. Viva Energy's operating profit rose 154%.

Ampol's third-quarter refining margin more than doubled to US$23.92 per barrel.

Across the petroleum sector, output prices rose 62% annually, while input costs increased 36%.

The uncomfortable pricing question: when costs rise, how much of the price increase is recovery, and how much is additional margin?

Market shocks can create opportunities to expand margins, not simply protect them.

But there's a commercial risk. Customers may accept price increases driven by higher costs. They may react very differently when profits surge while their own costs remain elevated.

23/10/2026

Your AI agents could be resolving more customer problems while making your business less profitable.

That's the AI pricing paradox.

Charge per resolution and you risk penalising agents that correctly escalate complex cases. Charge per conversation and customers may pay even when their problems remain unresolved.

Charge per seat and AI efficiency could reduce your revenue. Charge based on LLM consumption and customers may struggle to see the value.

Meanwhile, AI processing costs keep accumulating.

One vendor reportedly saved around $800,000 annually simply by moving a loss-making feature to a smaller AI model.

The danger is choosing a pricing metric that looks commercially attractive but fails to reflect customer value or the true cost of delivery.

22/10/2026

SaaS companies risk losing customers by changing how they charge, not just how much.

Features move into premium tiers. AI becomes a paid add-on. Usage fees increasingly replace or supplement subscriptions.

The attraction? More revenue from customers who consume more.

The risk? Unpredictable bills, pricing complexity and customers questioning whether they're getting value.

The pricing mistake is assuming that charging for usage automatically means charging for value.

A customer may use less software because AI makes them more efficient. Or consume more without receiving better outcomes.

The winners won't be those who find more ways to charge. They'll be those whose prices reflect the value customers actually receive.

Address

Level 8, 65 York Street
Sydney, NSW
2000

Opening Hours

Monday	9am - 5pm
Tuesday	9am - 5pm
Wednesday	9am - 5pm
Thursday	9am - 5pm
Friday	9am - 5pm

Telephone

+61290001115

Website

https://taylorwells.com.au/

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