Compani is a B2B-focused event company that strongly believes corporate events don't have to be boring. They push events' creativity beyond the limits, ensuring their final product provides the best experience for participants. Their slogan is "Happy People. Happy Companies" - and whatever they do, there is a 100% push for quality. Imagine Disneyland for B2B events - they're your team.
Pricing update in this year’s edition of the event was the most impactful change we’ve made. Most importantly, of course, it allowed us to send more money to Everest Foundation’s pupils. But on top of that, the Valueships team gave us organizational confidence and analytical capabilities to make those big changes and contribute even more in years to come.
Once a year, Compani and Everest Foundation organize Bieg Firmowy (“Corporate Run”), one of the biggest charity running events in Poland. Organized in Wroclaw and Warsaw, the event raises funds for children with various chronic diseases. Since 2012, more than 2,200 corporations and SMBs and over 77,500 people have participated. Over the years, the event raised over 2.28 million PLN for 56 children in need.
But the upcoming edition was surrounded by uncertainty. Due to the covid aftermath, ongoing economic crisis, inflation, and the war in Ukraine, the organizer’s team was highly doubtful. They were unsure if companies would still be willing to contribute their tight budgets to charity in such an uncertain time.
The team had already discussed pricing updates internally, but there was too much hesitance to follow through with any changes. They were afraid that even the smallest price increase might turn away businesses, especially given the difficult economic climate. Many event organizers skip the pricing strategy step, hoping sales will work out on their own, but this approach can fall short of fundraising goals.
So Kamil reached out to us. The reasoning was simple - if you’re going to make pricing changes for an event that raises money for sick children, you’d better get it right. There’s no room for guesswork. Setting ticket prices without understanding total costs can lead to losing money or missing out on potential revenue.
The goal was straightforward - maximize the fundraising potential of the event and push overall revenue to the highest possible level.
However, the tricky part was that we weren't dealing with any product or service in the traditional sense. After all, it's a charity, so the willingness to pay factor isn't tied to any measurable metric or direct benefit for contributors. The decision to participate is driven by a mix of corporate social responsibility, team building, brand visibility, and genuine desire to help.
So we had to figure out how to optimize event pricing by determining what factors play the biggest role in the decision-making process - and use them to create new data-driven pricing and packaging.
Of course, the noble cause was the main driving force. But we knew there were other elements that may decide whether a company would or wouldn’t sign up for the run - promotional aspects, gift packs for runners, ecological credentials, and more. We wanted to list all those elements and understand their role and value for event participants.
We started with a workshop meeting, a detailed survey, and - most importantly - a conjoint analysis. This is the most advanced statistical method in pricing research methods, and we applied it to get the results right. Conjoint analysis pricing works by presenting respondents with different combinations of features and price points, forcing them to make trade-offs that reveal their true preferences. Conjoint analysis is especially effective for complex, feature-rich products or events where consumers cannot easily articulate their preferences. It’s far more reliable than simply asking “how much would you pay?” The insights gathered from conjoint analysis can also inform the selection of the most appropriate pricing model, such as tiered, fixed, or dynamic pricing, to maximize event success and revenue.
With the amount of data and feedback we gathered, we were fully confident to make some massive changes. Utility scores in conjoint analysis represent the numerical value showing the preference level for each attribute. Additionally, conjoint analysis provides data to calculate price elasticity, helping businesses identify optimal price points that maximize revenue.
Our research found two critical insights.
Price sensitivity and elasticity analyses provide brands with insights on how small changes in ticket prices impact demand.
First, the overall willingness to pay was substantially higher when companies didn’t manage to purchase during the regular window. In other words, latecomers were willing to pay more. This led us to introduce a strong time-based pricing structure: early bird, regular, and late access plans to maximize both penetration and revenue potential. Price sensitivity analysis helped inform the optimal ticket prices for each tier.
Second, some features were clearly more wanted than others. For example, everyone wanted to get a commemorative medal - it simply had to stay. By analyzing the different utilities for various product attributes through our price sensitivity analysis, we could see exactly which elements drove purchasing decisions and which ones were nice-to-haves. Attendees often evaluate a ticket's value based on what they think they're getting in return.
Based on the research, we made three major changes to the B2B event pricing structure. The event type played a key role in determining the best pricing strategy, as different event types influence participant expectations and perceived value.
Introduced the Green Run plan. One of the most significant findings was that the environmental aspect mattered enormously to participants. Ecology was already crucial for Compani as an organization, but it wasn’t a focal point of Bieg Firmowy’s communication. We changed that. The Compani team used its experience as zero-waste event organizers to create a Green Run plan focused on carbon neutrality - each participant would receive a t-shirt made from recycled materials, and one tree would be planted in their name. This wasn’t just packaging - it was value creation based on real data.
Removed the cheapest plan. The decision to contribute was primarily driven by factors other than price. We estimated that even without the cheapest option, the number of companies signing up should remain at a similar level. The new pricing tiers were structured to highlight the full price of participation, making it clear what the standard cost was and how each tier related to it. This was a bold move for a charity event, but the data backed it up.
Time-based pricing tiers. Early bird, regular, and late access pricing maximized revenue from companies that sign up at different stages, capturing more value from those who decide later (and are willing to pay more for it). The late-access tier allowed organizers to increase prices for latecomers, optimizing profit margins as demand increased. However, we were careful with the timing of price changes, since changing prices too late in the campaign can confuse attendees and hurt sales.
Together with Compani, we used the conjoint analysis results to create a forecast. Despite a very small sample, it allowed us to understand general preferences and create a budget - a necessary thing when you're building an event for over 11,000 people. We combined it with data from previous years to create a potential business impact recommendation.
This step gave the Compani team the organizational confidence to proceed with changes that felt risky from the outside but were fully supported by data from the inside.
The number of participants went from 11,490 to 11,520.
That’s not much, is it? Well, that’s exactly the point. The number of participants barely changed - but the income from Corporate Run grew by an impressive 56.3%.
Same audience. Dramatically more funds for children in need. That’s what data-driven pricing does.
With these new analytical capabilities, Compani can now test and refine pricing strategies for the next event by leveraging A/B testing and audience feedback, ensuring continuous optimization of revenue and attendance.
This case is special to us for obvious reasons. It’s not every day that pricing consulting directly translates into helping sick children. But it also proves something important about value-based pricing strategy: the methodology works regardless of context. Whether you’re pricing a SaaS subscription, a marketplace listing, or a charity run, the principles are the same - understand what drives the decision, measure willingness to pay, and design pricing that captures value without pushing people away.
The Compani team went from being afraid of any price changes to setting a fundraising record. That’s the power of replacing gut feeling with pricing research methods.
A successful event pricing strategy starts with a deep understanding of your audience. Before setting prices, event organizers need to gather and analyze data on attendee demographics, preferences, and purchasing behaviors. This insight is essential for identifying potential buyers and designing a pricing structure that appeals to different audience segments.
By segmenting your audience, you can introduce tiered pricing that caters to a range of needs and budgets. For example, offering VIP tickets at a higher price point with exclusive benefits can attract those willing to pay extra for premium options, while early bird discounts and group discounts incentivize early commitment and boost early revenue. This approach not only maximizes revenue but also ensures your event remains accessible to a broader audience.
Understanding perceived value is at the heart of value-based pricing. Through surveys, focus groups, and feedback from previous events, organizers can pinpoint what attendees value most—be it networking opportunities, exclusive access, or unique experiences. If your audience perceives the event as a rare chance to connect with industry leaders, a higher price may be justified. Conversely, if the event is seen as a casual gathering, lower prices might be more effective in driving attendance.
Market trends and competitor pricing are also critical when developing an effective event pricing strategy. Researching direct competitors and analyzing their pricing models helps ensure your event is competitively positioned. At the same time, factors like production costs, break-even point, and expected attendance must be considered to set prices that support a profitable event. Leveraging real-time analytics allows event organizers to monitor ticket sales and adjust pricing decisions dynamically—whether that means increasing prices as the event date approaches or offering discounted rates to boost last-minute sales.
Ultimately, the best pricing strategy finds the sweet spot between affordability and revenue generation. By providing clear value differentiation—such as reserved seating, exclusive benefits, or premium experiences—attendees perceive more value and are often willing to pay extra. Flexible pricing models, including multiple pricing tiers and dynamic price changes, help maximize revenue while maintaining accessibility.
For event organizers, the key is to use data-driven insights to set prices that reflect both the unique value of the event and the expectations of your audience. By prioritizing value, flexibility, and real-time responsiveness, you can create a pricing structure that drives attendance, maximizes revenue, and ensures your event’s long-term success.
significantly bigger contribution to the cause (56.3%)
a record-breaking 540 423.87 PLN raised for charity
new capabilities in analysis and data-based decision-making
Expert in B2B pricing, monetization and value-based selling strategies. Over the past year, he has completed over 40 consulting projects in Europe. Prior to founding Valueships, he worked at McKinsey & Company, mainly in the TelCo, software, and banking industries. He completed his doctorate in pricing in SaaS start-ups at the University of Economics in Wrocław, where he also lectures.
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Expert in B2B pricing, monetization and value-based selling strategies. Over the past year, he has completed over 40 consulting projects in Europe. Prior to founding Valueships, he worked at McKinsey & Company, mainly in the TelCo, software, and banking industries. He completed his doctorate in pricing in SaaS start-ups at the University of Economics in Wrocław, where he also lectures.
