Pricing is at the center of any business. It influences product features, marketing, sales, finance, most KPIs…

But, often there is no clear strategy!

Shortly after I first started working as CFO for a tech startup, I was asked to help determine the pricing plan for our SaaS products. It became very complex very fast and no one had a clear vision. I was overwhelmed. The easy solution seemed to be a classic 3-tier pricing plan with a 29€ /39€ / 59€ subscription price structure that actually ended up making no sense at all. I realized that no one had actually every thought about customers willingness to pay, feature bundling or segmentation before spending quite a large amount of money on product development. It was also unclear what kind of value was generated for our customers.

Working as independent consultant with other companies, I learned that we were not alone. Most companies start thinking about pricing only once they have developed their products and need to put a price tag on to start selling. While I believe that pricing should be part of the overall product strategy of a firm, often no one seems to fully own pricing. This is natural, as it relates to marketing, sales, finance, product or maybe even legal, and it is not clear who should own the overall strategy.

I have developed my strategic pricing framework to guide management teams in creating and testing their pricing plans and I am now working on putting everything together into a book. In particular, I want to focus on the unique problems that arise from innovative business models and when pricing digital B2B products. My approach is compatible with the lean concept and relies on iterative development and testing of ideas. In practice, businesses are run based on KPIs like Customer Acquisition Cost, Lifetime Value or Churn and try to maximize LTV/CAC ratios. Pricing strategy heavily influences these indicators and my goal is to help managers understand it in this context.

In order to bring all of these ideas together, I will be presenting abstracts of the different elements on this site in my blog as I develop them further and I would love to hear your feedback. If you would like to keep up to date and read my posts, you can sign up to my newsletter on the bottom of my landing page.

Now, to kick off my writing process I need your help. I would like to ask you to take a short survey to tell me where you have struggled with pricing issues and what you would most love to see covered in the book.

 

Value creation and unit economics.

Figure out how your product creates value. Is it tangible or intangible? Does it improve unit economics of your client or reduce fixed costs? Whats the unit most closely related to value?

Build your segmentation strategy.

Does value creation differ between customers? How could you group them together into meaningful segments? Who gets the most value from what and what is their willingness to pay?

Don’t be too product centric too early.

Think about value and segmentation before you think about product features. Don’t overload your product with features but create a clear value proposition for each segment.

 

Competition.

How does your competition score in your primary value drivers? How do they price and why? Are you creating unique value or are you offering an undifferentiated product?

Outcome based pricing.

The holy grail of value-based pricing, outcome-based pricing best aligns value creation and revenue. When can you implement such a strategy? Can you measure value creation? What alternatives are there to implement value based pricing?

Business models.

How does your business model and revenue model interact? Can you innovate around your model? When do you want to use a Freemium model?

 

Growth Strategy.

How do you want to grow? Do you want to maximize profits early on? Do you create value from networks?

KPIs.

What does a higher price do to your CAC? Does your LTV go up due to a higher price, or down due to the resulting higher churn? Price elasticity of demand 2.0.

Psychology.

While it less important for B2B products, there are some aspects that need to be taken into account, such as framing.