Six situations we see again and again.
Most pricing work starts with one of these. If one of them sounds familiar, the 30-minute call is a good place to begin.
“We think we can charge more for our product.”
But how much, for whom, and without losing customers?
What we usually find
Price levels set years ago, heavy discounting, and a product that now does far more than the price reflects.
“Our packaging no longer fits.”
Tiers don't reflect what customers value, and upsell paths are unclear.
What we usually find
Tiers built around features instead of segments, the best customers sitting on the lowest tier, and no natural next step up.
“We're adding AI. How do we charge for it?”
Included, add-on, usage or credits, and how it fits the core model.
What we usually find
AI given away in every tier, costs that rise with usage, and no fence between the customers who use it heavily and those who don't.
“Our pricing creates friction in sales.”
Discounts, exceptions and complexity slow deals down.
What we usually find
Exceptions that became the rule, discounts without clear limits, and quotes that take days to build.
“We're considering usage-based pricing.”
We want pricing that scales with value but need a starting point.
What we usually find
Metrics that buyers can't predict, revenue that becomes volatile, and a hybrid model that often fits better than pure usage.
“We have a new model. Now what about our customers?”
Moving the existing base without churn or a revolt in sales.
What we usually find
Most revenue still on legacy plans, a sales team worried about churn, and no plan for who moves when.
Let's talk about your pricing.
30 minutes with an outside view on your packaging, metrics and AI pricing. Nothing to prepare.