%% DATAVIEW_PUBLISHER: start
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```
%%
%% | Metadata Field | Value |
| -------------- | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | |
| -------------- | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | --- |
| tags | [#user-research](app://obsidian.md/index.html#user-research) [#prototyping](app://obsidian.md/index.html#prototyping) [#product-design](app://obsidian.md/index.html#product-design) [#product-strategy](app://obsidian.md/index.html#product-strategy) | |
| post status | [#article](app://obsidian.md/index.html#article) | |
| last modified | 2025-02-04 | %%
%% DATAVIEW_PUBLISHER: end %%
![[ppl-0_0-cover.png | Price Presentation Levers — cover image]]
>[!summary|no-t] Summary
>>[!summary|problem txt-ss] Problem
>>The business lacked a systematic understanding of how competitors presented price and value across the customer journey. Without a clear view of the competitive landscape or a shared language to discuss strategy, we were unable to identify opportunities to improve our own approach.
>
>>[!summary|role txt-ss ] My Role
>>As **Lead UX Researcher**, I designed and led this strategic initiative. I directed a junior PM in the gathering of competitive data, from which I identified the core patterns that evolved into the "Price Presentation Levers" framework. I independently conducted the analysis, designed the follow-up survey, and delivered the final recommendations.
>
>>[!summary|outcome txt-ss ] Outcome
>>Created the **Price Presentation Levers (PPLs) framework**, a taxonomy that became a shared language for Product and Marketing. The mixed-methods analysis revealed that our pricing strategy was "flat" compared to competitors, uncovering critical strategic gaps and providing a clear roadmap for site-wide testing.
# the premise
We knew our approach to presenting price was falling behind, but we lacked a structured way to understand _how_ and _why_. Competitors seemed to be using a variety of psychological and marketing tactics to shape customer perception, while our own approach was overly reliant on simple bulk-price messaging. To address this, I initiated and led a competitive analysis to deconstruct the price presentation strategies of key players in our industry.
# uncover
>[!column|flex 2 no-t]
>>[!logs-point|no-i ttl-c txt-c ttl-b txt-s] 6
>>competitors analyzed
>
>>[!logs-point|no-i ttl-c txt-c ttl-b txt-s] 24
>>Price Presentation Levers developed
>
>>[!logs-point|no-i ttl-c txt-c ttl-b txt-s] 100
>>people surveyed
>
>>[!logs-point|no-i ttl-c txt-c ttl-b txt-s] 7
>>journey stages audited
The initial research questions were simple: How is price and value presented across competitor sites, and why do they choose to present it in different ways at different stages of the customer journey?
I began with a deep heuristic analysis, directing a junior PM to capture hundreds of screenshots of the user journey across our main competitors. I then mapped these flows in a virtual whiteboard space to systematically deconstruct the patterns and tactics at each stage.
| ppl-1_1 | |
|:------------------------- |:--------------------------------------------------------------------------------------------------:|
| ![[ppl-1_1-vp_board.png]] | **figure ppl.1:** zoomed-out view of the heuristic analysis and journey mapping for one competitor |
# converge
The key insight from the audit was the development of the **Price Presentation Levers (PPLs) Framework**. This taxonomy organized the dozens of tactics I observed into five distinct categories, providing a new language to analyze and discuss pricing strategy: Value Framing, Price Display, Bundling Variables, Purchase Motivators, and Cost Justification.
| ppl-2_1 | |
|:------------------------ |:----------------------------------------------------------------------------------------------------:|
| ![[ppl-2_1-heatmap.png]] | **figure ppl.2:** Price Presentation Levers (PPLs) framework developed to categorize pricing tactics |
This framework shifted our perspective from a simple feature comparison to a strategic analysis of which "levers" our competitors were pulling, and when.
# generate
Using the PPL framework, I created a color-coded heatmap that immediately highlighted a stark contrast between our approach and the market leaders. A "Tale of Two PDPs" became a powerful storytelling tool in my readout. Our product detail page used only **4** distinct levers; in contrast, VistaPrint's equivalent page used **19**.
To validate these findings and understand _how customers perceive these different approaches_, I designed and fielded a quantitative JTBD survey. Using screenshots from competitor sites as stimuli, the survey asked participants to rate the usefulness of each price presentation and state what actions they would take as a result.
The survey data was clear: our information-poor PDP was a major point of friction. It received the lowest usefulness scores, with one participant asking, "I can't see the prices. Did I miss something?"
| ppl-3_1 | |
|:------------------------------- |:--------------------------------------------------------:|
| ![[ppl-3_1-pdp_usefulness.png]] | **figure ppl.3:** usefulness ratings for competitor PDPs |
Crucially, this low usefulness translated directly into indecision and abandonment. When shown our PDP, respondents were tied for first in their likelihood to "Proceed Down Funnel," but were also ranked first in their likelihood to "Explore & Learn More," "Comparison Shop," and "Abandon Site." This suggested a critical mental model mismatch: our lack of clear pricing information was not encouraging confident purchasing, but rather confusion and further searching.
| ppl-3_2 | |
|:---------------------------- |:------------------------------------------------------------:|
| ![[ppl-3_2-pdp_actions.png]] | **figure ppl.4:** "Actions Enabled" by each competitor's PDP |
# reflect
## Strategic Impact
- **Establishing a shared language:** The PPL framework created a common vocabulary for Product and Marketing, enabling cross-functional alignment on a complex strategic problem.
- **Validating strategy with user data:** By linking the competitive analysis to customer needs via the survey, I built a stronger, evidence-based case for change that resonated with stakeholders.
- **Driving clarity through visualization:** The heatmap and "Actions Enabled" chart made the strategic gap undeniable, creating an easily understood narrative for senior leadership.
## business outcome
- The PPL framework was adopted by both Product and Marketing teams as a tool for strategic planning and competitive monitoring.
- The research directly led to the prioritization of a new product initiative focused on unlocking rapid, iterative A/B testing of PPLs across the site.
- The findings provided a strategic foundation for moving beyond simple price changes to more sophisticated experiments with value perception.
![[contact#^83635d]]