Answer

Management’s view on value-based pricing and cross-sell (BNY Q2 2026 earnings transcript)

Value-based pricing: clients pay for differentiation, not “commodity price”

Management framed pricing as historically under pressure, but said the current competitive reality is more favorable because clients see differentiated service and measurable added value rather than merely “lowest price.”

Management said price is always important and BNY must be competitive on price, but clients increasingly come because BNY can add real value through bringing “different things together across the firm” and delivering unique solutions rather than selling standalone, commodity products. ¹
They contrasted a “widget manufacturer” scenario—where competition is mostly on price—with their multi-platform solution approach that changes the client conversation and supports growth. ¹
On pricing pressure, management stated that pricing pressure “is going to exist all the time” because BNY’s businesses are in competitive markets and have big competitors, but they also said they do not see the same pricing pressure as 2–3 years ago. ²
They attributed the improved pricing pressure environment in part to reduced cost to serve, allowing BNY to be more competitive in its pricing model, and tied this to the broader strategy discussed by management. ²
They further linked “when there is pricing pressure” to observable performance in organic fee growth (described as reflecting new business minus lost or re-priced business plus flows). ²

Bottom line on value-based pricing: Management’s message is that BNY is trying to compete by value/differentiation (breadth, innovation, integrated solutions) while still staying competitive on price; and that the firm has recently experienced less visible pricing pressure than earlier periods, in part due to cost improvements. ¹²

Cross-sell: measurable “multi-line” adoption is rising

Management presented cross-sell as a core driver of client engagement and growth—i.e., clients increasingly buy from multiple BNY lines of business—and supported it with a specific metric.

Management said clients are now buying more products across the firm, and that this contributes to growth because clients value BNY’s ability to deliver integrated solutions. ¹
They gave a concrete cross-sell metric: “Clients buying from 3 or more lines of business over the last 3 years is up greater than 60%.” ¹
They also stated that this “same fact is true” for other multi-product thresholds, specifically indicating increases for clients buying 2+, 3+, 4+, and 5+ things versus the past. ¹
In the organic growth discussion, management’s “white space” framework included:
- New clients (10% of clients generating sales are new), and
- Deepening relationships with existing clients, which they described as rising because clients are finding more products/services from BNY than they traditionally consumed—explicitly aligning with cross-sell opportunity. ³

Bottom line on cross-sell: Management is treating cross-sell as a measurable trend (not just a goal), with multi-line client adoption rising (3+ lines up >60% over three years) and positioned as part of the firm’s “white space” strategy via deeper penetration of existing relationships. ¹³

How pricing and cross-sell connect in management’s narrative

Management’s explanation implicitly ties the two together:

They argued the reason clients “start to come” is not just price, but that they see BNY’s ability to combine multiple platforms into solutions that are “different and unique,” which supports growth and changes the client conversation. ¹
They stated that improved cost-to-serve enables more competitiveness in pricing, while simultaneously emphasizing that reduced pricing pressure shows up when organic fee growth reflects fewer lost/repriced situations—consistent with clients valuing differentiation rather than purely shopping price. ²

Direct answer (what management said)

Value-based pricing: Management said BNY must remain competitive on price, but clients are increasingly willing to pay because BNY provides differentiated service and integrated, unique solutions; they reported less pricing pressure than 2–3 years ago, aided by reduced cost to serve. ¹²
Cross-sell: Management said clients are buying across more lines of business, citing that clients buying 3+ lines of business increased by more than 60% over the last 3 years, and that similar positive trends exist for 2+, 4+, and 5+ purchase thresholds; they also framed deeper existing-client relationships as part of their “white space” growth opportunity. ¹³

References

Bank of New York Mellon Corp (BNY) earnings transcript 2026 - Q2

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BNY Q2 2026 Earnings Transcript Highlights on Value-Based Pricing and Cross-Sell

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Research question

Answer

Management’s view on value-based pricing and cross-sell (BNY Q2 2026 earnings transcript)

Value-based pricing: clients pay for differentiation, not “commodity price”

Cross-sell: measurable “multi-line” adoption is rising

How pricing and cross-sell connect in management’s narrative

Direct answer (what management said)

References

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