What were some concrete ways you tried to change the way Sartorius worked?

The first thing we needed was to move to dynamic pricing. In 2020 and 2021, it was impossible to maintain a fixed price for the entire year due to supply chain disruptions and fluctuating production costs. We needed to respond to market conditions because, for instance, we forecasted a 5% increase in production costs, but it turned out to be 12% higher for some products and 3% lower for others. Having the flexibility to make pricing changes was crucial. Secondly, we needed to stop pricing products that hadn't sold in a while and clear out old inventory. Some products were outdated, and only 1% of our customer base was using a bag that was three generations old. Upgrading customers to newer products not only increased the price and yield but also simplified our product offerings. This reduced confusion and questions about outdated products. The opportunity was twofold in terms of where we were in that pricing journey.