Too often, companies fall into one of two traps:

• Underquoting to win the deal, only to discover margins eroded once production begins.
• Overquoting to reduce risk, losing business to competitors who appear “leaner.”

Both outcomes undermine growth and profitability.

Why Traditional Approaches Fall Short

Standard costing and broad assumptions can’t capture the realities of modern manufacturing. New products often introduce unique variables like complex processing, packaging and logistics requirements, technological changes or capacity and scheduling constraints. Such adjustments can make or break margin performance not only of the new products but also of the existing products.

And here’s the hidden complexity many leaders overlook: every new product changes the cost structure of your existing products. Because indirect costs, labor pools, and operations are shared across the business, introducing a new product reshapes how those resources are used. Failing to understand the impact of the new cost distribution can lead to serious consequences. A quote that looks attractive in isolation may end up eroding the profitability of your core portfolio.

Without true cost visibility, leadership is essentially greenlighting quotes on partial information.

A Smarter Way to Quote

Vayoom changes the game for quoting teams by providing:

• Accurate cost modeling across material, labor, and processes for new products.
• Visibility into hidden drivers like processing complexities, constraints, or packaging and logistics requirements.
• Scenario planning to evaluate profitability under different volumes, processes, or customer demands.
• Cross-product cost impact analysis to ensure new quotes don’t unintentionally drag down margins on existing lines.
• Alignment between sales and operations, ensuring quotes are both competitive and deliverable.

The result? Quotes that strengthen your competitive edge while protecting overall margin. Sales can pursue opportunities with confidence, and operations can deliver without costly surprises.

The C-Suite Advantage

For executives, quoting isn’t just about pricing—it’s about profitable growth discipline. With Vayoom, you gain:

• Control over margin pressure.
• Improved quote accuracy and win rates.
• Reduced inefficiencies across delivery.
• Clear visibility into how new business reshapes your total cost structure.
• Confidence that every deal contributes to sustainable EBITDA performance.

Moving from Insight to Impact

At Vayoom, we deliver clarity, speed, and actionability so your team can move quickly from quote to profitable execution. For the C-Suite, this means you can trust that every deal supports not just revenue growth, but healthy margins across your entire product portfolio.

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From Margin Erosion to Margin Expansion: Strategic Pricing for Non-Profitable Products

In today’s manufacturing, margin compression isn’t just a market reality—it’s a structural issue. For many manufacturers, the root cause lies within the product portfolio itself. Hidden among your SKUs are products that not only underperform—they actively drain margin and working capital.

These losses are often buried in averages. At Vayoom, we help manufacturers surface and address them through product stratification—a capability that doesn’t just flag unprofitable products but gives you the visibility and intelligence to price strategically and profit intentionally.

For CFOs and CEOs, this is more than operational hygiene. It’s an opportunity to recover 2–6% in margin without adding headcount, capacity, or new infrastructure.

Product Stratification: The Foundation for Greater Profits

Unlike broad segmentation models, product stratification reveals the true financial behavior of each product by incorporating cost-to-serve, volume variability, customer mix, and margin contribution. It’s the foundation that enables operating strategies to be both targeted and defensible—so you’re not guessing which products deserve a pricing reset, or operation improvement where it won’t move the needle.

Once stratification has identified which SKUs are underperforming, strategic pricing becomes your first, most immediate lever.

Strategic Pricing Approaches for Non-Performing Products

1. Customer-Specific Bundling: Delivering Value, Capturing Margin

Bundling works—but not in a one-size-fits-all approach. Through the lens of the Customer Profit Center, Vayoom enables bundling strategies tailored to the specific value a product provides to a given customer.

By pairing low-margin SKUs with high-margin items that matter to that customer—whether it’s due to logistics savings, technical integration, or procurement simplification—you elevate perceived value and recover greater margins. These bundles are priced with both product cost and customer value in mind, allowing for customized quoting that drives profitable growth.

2. Tiered Pricing: A Targeted, Cost-Aware Option

While tiered pricing can help reach broader market segments, it’s not always cost-effective to implement. The added complexity—in operations, forecasting, and support—must be justified by the upside.

When used, it should be driven by product stratification insights and applied methodically. For example, consider tiering where volume or lifecycle position justifies differentiation, not just where competitive pressure suggests it. It is also customer dependent.

3. Quoting with Cost and Delivery Intelligence

In complex B2B environments, rigid pricing fails. But it’s not just about offering discounts—it’s about quoting with options.
Vayoom helps manufacturers introduce quoting frameworks that allow sales to present cost-informed alternatives:

• Different production sites with varying lead times
• Sourcing options with price and reliability trade-offs
• Logistics configurations that affect margin and delivery
• Technology platforms or service tiers that influence lifetime value

This approach empowers both sales teams and customers with flexibility—while maintaining margin discipline.

Profitability Requires Visibility

Most manufacturers don’t need to overhaul their pricing philosophy—they just need the clarity to know where to act.

At Vayoom, we provide that clarity. With purpose-built product stratification tools and actionable pricing strategies, we help manufacturers move decisively turning dormant SKUs and margin-negative products into engines of profitability.

Are underperforming products draining your margins? Let’s change that.

In today’s competitive manufacturing landscape, simply meeting delivery deadlines and maintaining quality is not enough. To stay ahead, manufacturers need a clear, data-driven understanding of the true costs behind every product and customer relationship. Without this insight, critical business decisions risk being guided by unsupported assumptions—compromising profitability and long-term success.

Unlock Deeper Insights with AI-Driven True Product Cost™

AI-powered True Product Cost™ goes beyond conventional cost analysis to deliver a holistic view of what it truly takes to produce and deliver each product at a given time. True Product Cost™ yields Product Stratification, where manufacturers segment their portfolios based on financial performance and customer impact. This enables smarter, more strategic decisions across pricing, process improvements, product rationalization, and more.

By revealing the true cost-to-serve at the product, product family, and customer levels, this approach empowers teams to make decisions that increase margins, streamline operations, and support sustainable growth.

Why True Product Costs Matter

Whether scaling operations, revitalizing underperforming business units, or navigating economic uncertainty, one constant remains: success depends on financial clarity. Unfortunately, many manufacturers still rely on outdated costing models, static averages, or broad operational metrics. This can leave even experienced leaders in the dark about which products or customers are truly driving profitability—and which are quietly eroding it.

And costs don’t stand still. Material prices fluctuate, labor markets shift, and customer demands evolve. Without a dynamic understanding of your cost structure, early warning signs of margin compression can be easy to miss.

Embracing true product cost insights enables you to:

• Reprice or retire unprofitable product lines
• Quote new products with greater accuracy and confidence
• Target and act on operational improvement opportunities
• Optimize supply chains and logistics based on cost-to-serve
• Rationalize product portfolios strategically, not reactively

In future posts, we’ll dive deeper into specific use cases—including high-impact examples of repricing, quoting, and performance optimization—to show how True Product Cost™ is reshaping decision-making across the manufacturing sector.

Could True Product Cost™ Be Your Competitive Edge?

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How Indirect Costs are Evolving in Manufacturing

The manufacturing industry is experiencing a subtle yet significant transformation—one that extends beyond the production line and into the back office. While direct costs are gradually declining, indirect costs are on the rise, driven by evolving technologies, shifting global conditions, and emerging operational models. Traditionally viewed as stable and predictable, these indirect expenses are now subject to rapid change. For manufacturers aiming to remain competitive in this dynamic landscape, understanding and adapting to these shifts is not just beneficial—it is imperative.

Manufacturers not only have to track these evolving costs but also understand their true impact on profitability. Overhead is no longer just a fixed percent. Here’s how indirect costs are changing—and how intelligent cost analysis gives you the edge.

1. Technology Is Rewriting the Indirect Cost Landscape

Manufacturers are embracing digital transformations with automation, factory monitoring systems, data analytics, AI, and enterprise software at a rapid pace. While these technologies streamline operations, they also change overhead categories and introduce new ones.

Traditional costs like supervisory labor are declining, but technology-driven expenses are rising. From automation management, predictive maintenance to technology platforms, these costs are no longer optional—they’re now integral to modern manufacturing.

2. Indirect Labor Costs Are Shrinking and Shifting

Automation has reduced the need for indirect labor roles such as supervisors and quality assurance staff. Many of these roles are being retrained or replaced by tech-centric positions focused on system oversight, data interpretation and operations and logistics control.

This transition means traditional costing systems, which rely heavily on labor or machine-based allocations, no longer reflect actual resource consumption—making accurate cost attribution more difficult.

3. Utilities, Facilities and Logistics: An Escalating Burden

In many regions, utility and facility costs are surging due to inflation and rising energy prices. Global supply chains are becoming more volatile. Whether it’s electricity for robotics, water for cooling systems, increased maintenance or logistics costs, these are becoming a larger piece of the pie.

Energy efficiency investments and supplier management can help, but without precise insight into how these costs are distributed across your product lines, optimization remains out of reach.

4. Fixed Costs Are Turning Variable—and Less Predictable

Creative financing options such as leasebacks and operational shifts like cloud computing, outsourced services, and pay-as-you-go models are transforming traditionally fixed costs into variable expenses. While this provides flexibility, it also introduces instability into cost structures.

Manufacturers need agile cost analysis tools that can keep up with this dynamic environment and help distribute these variable costs accurately to products.

5. Lean Manufacturing Demands Leaner Overhead

Lean and continuous improvement practices eliminate unnecessary waste—including overhead. This means there’s increased pressure to analyze, justify, and often reduce every element of indirect cost. Where to improve operations and reduce costs remain elusive.

Standard costing methods can’t provide the level of detail needed to make informed decisions in this environment. Manufacturers need a more intelligent approach.

Why Standard Costing Isn’t Enough Anymore

As production complexity increases—think multiple product lines, demand-driven production with varying batch sizes, and diverse processes and technologies—the old one-size-fits-all costing approach falls short. Standard methods obscure the true cost of manufacturing individual products, leading to blind spots in profitability analysis.

True Product Cost™: Precision Costing for Modern Manufacturers

Vayoom’s True Product Cost™ transforms the way manufacturers view operations and costs. Rather than broadly allocating overhead, True Product Cost™ distributes costs based on product and/or process attributes, providing precise, actionable insights into each product’s true profitability.

With True Product Cost™, you can:

• Understand exactly where you’re making—or losing—money
• Allocate indirect costs with unmatched accuracy
• Identify where to streamline, cut, or reinvest strategically
• Make smarter pricing, product mix, and operational decisions

The Bottom Line

Rising nature of indirect costs are no longer background noise—they’re a defining factor in manufacturing success. As the industry evolves, your costing strategy must evolve with it. True Product Cost™ empowers you to move beyond outdated methods and take control of your cost visibility—product by product, process by process.

Understanding what drives product costs is essential for manufacturing companies aiming to improve profitability and make informed operational decisions. Two critical factors—product profitability segmentation and the limitations of standard costing practices—play a central role in shaping effective cost management strategies.

Segmenting Product Profitability

In manufacturing, product-level profitability directly influences overall business success. Research shows that approximately 40% of products are unprofitable, while 20–30% generate all reported earnings, often compensating for the underperforming products. The remainder are only marginally profitable. Despite this imbalance, many manufacturers lack visibility into which products belong to each profitability segment.

To enhance financial performance, it is critical to obtain precise and reliable cost data for each product. It is necessary to assess whether products perceived as unprofitable are genuinely so—and if they are, to determine the extent of the issue and appropriate corrective actions. Flawed product segmentation can lead to investments in the wrong products, undermining both profitability initiatives and revenue growth strategies.

Rising Cost Pressures and the Pitfalls of Standard Costing

Most manufacturers rely on standard or normal costing to estimate the cost of production and distribution. This model breaks costs into three categories:

• Direct materials
• Direct labor
• Factory overhead

Factory overhead is typically allocated based on machine hours, labor hours, or similar direct cost metrics. This approach can work when:

• Product volumes and batch sizes are consistent
• Technologies and labor requirements do not vary significantly
• Overhead remains relatively small compared to direct costs

However, evolving technologies and increased automation have significantly increased overhead costs. At the same time, product portfolios have become more diverse, with varying batch sizes, volumes, and production complexities. As a result, standard costing methods do not reveal the true cost of individual products.

While standard costing and variance analysis may suffice for accounting and financial reporting, they fall short in supporting strategic and operational decisions.

The Case for True Cost Understanding

To make informed decisions, businesses must adopt a costing methodology grounded in actual operational requirements. This includes:

• Analyzing the unique costs of producing each product within a given fiscal unit such as batch sizes and technologies can impact all products that share resources
• Recognizing that the same product may incur different costs at different locations—even with identical technologies—due to portfolio composition and operational context

Operational restructuring should never be undertaken without a comprehensive understanding of the specific production requirements of each product within the larger context reflected in its cost calculation. Failing to do so results in strategic missteps and excessive risk.

Conclusion

Manufacturers seeking sustainable profitability must go beyond traditional costing models and gain a deeper understanding of product-level costs. By segmenting product profitability accurately and adopting Vayoom’s cost analysis approach, organizations can make smarter investments, optimize operations, and drive long-term value.

If you ask someone from the American Midwest how they feel in 80°F weather, they’ll likely say it’s too hot. But ask someone from the tropics, and they’ll tell you it feels just right. The same temperature, yet completely different reactions—why does this happen?

Now, think about a thermostat. It regulates temperature based on data, adjusting heating or cooling to reach a set number. But the real goal isn’t just achieving a specific temperature—it’s creating a comfortable environment for people. The problem? People don’t adjust the temperature based on numbers alone; they do it based on how they feel. So why do we often rely on data without considering its real-world impact?

Let’s break it down. If the objective is simply to control temperature, then using a thermostat works perfectly. But if the goal is comfort, using temperature as a stand-in for how people actually feel falls short. Temperature is just a secondary metric—it points in the right direction but doesn’t directly measure comfort. The data model behind this decision-making lacks the full picture.

While this may seem like a minor example, it highlights a bigger issue. When decisions are based on secondary data that doesn’t directly affect the system’s true purpose, the results are unreliable. Effective decision-making requires more than just data—it requires the right data.