Case Study Summary
A global digital identity and fraud prevention company had built a leading position in identity verification, but rising competition and a growing product portfolio were exposing the limits of its commercial model. RML combined competitive mystery shopping, customer research, win-loss analysis and pricing science to redesign how the company packages its products, structures commitments and prices by region. The work identified $7M to $14M in modeled annualized new-logo revenue opportunity.
Challenge
One global pricing model had to serve two very different markets, and it wasn’t working for both. In EMEA, the company already had the lowest all-in identity verification (IDV) cost of the five providers quoted. In North America, it sat mid-pack, with two competitors quoting materially lower. The deal data showed the cost: since 2024, new-logo win rates were 17% in North America and 26% in EMEA, compared with roughly 77% on renewals, and in 2026 year to date North America had won no deal above $300K.
The core verification market was also getting tougher. New regional entrants were pushing price per scan down, and customers could split their volume across several vendors instead of committing to one. The company’s own model made it harder still, because each capability carried its own commitment, so customers couldn’t easily shift spend or add products without reopening the buying process. Leadership needed to protect an increasingly commoditized core while making it simpler to sell across the full portfolio, and the open question was whether North America’s results came down to price, packaging, commitment structure or some mix of the three.
Solution
RML ran a 10-week engagement in three connected steps. It began with mystery shopping across the major competitors in both markets, where final quotes came in as much as 54% below the initial ones, a sign that published pricing says little about the real market. Win-loss analysis and price-response curves built from more than 1,000 historical opportunities confirmed a regional split: above $300K, North America needed much sharper pricing, while EMEA could hold a stronger price position. RML then brought five evidence streams together into one view of price, including customer interviews and Van Westendorp research, and in North America three independent quantitative methods landed on the same range. The redesigned model replaced module-by-module buying with three use-case packages and one flexible balance across the portfolio. Customers could start with a lower commitment and earn better rates as usage grew, or commit upfront for stronger economics from day one, and regional rate cards reflected the different competitive picture in each market.
Result
RML applied the new regional rate cards and modeled win rates to the prior six months of lost new-logo opportunities. That analysis pointed to $5.0M to $10.0M in annualized opportunity in North America and $2.0M to $4.0M in EMEA, $7M to $14M in total. The low end of each range reflects a conservative case that cuts the modeled win rates in half. Beyond the revenue, the company now has a simpler way for customers to buy across the portfolio, rate cards built for each region and a renewal framework for its priority accounts. A four-wave roadmap running from Q4 2026 to Q3 2027 takes it from design through launch, validation and scale.
