SaaS Pricing

“You have the individual plan, and you have your financial planner plan, and you have your call us plan, because you should always have that, because you never want to have someone come who should be paying you 35,000 dollars, and they sign up for your financia…”

“If you need to do a demo, like at least one call to close, probably need to charge about 300 dollars a month for it to make it worth, worth it. But if it's no demo, you can charge less than that. 50 or a hundred dollars if people, you know, even the B to B sid…”

“The reason that people come to us is because we're unlimited all that stuff. And that's why that's why I have customers. So I can't stop doing that. And I'm like, you are building a terrible business. You are not increasing, you know, they're getting more valu…”

“Am I getting 10 to 20% that are complaining about my price? Good. Then I'm probably priced accurately. If no one's complaining about my price, I'm probably underpriced. And if people are saying, oh, you're so cheap, or I'm way less than competitors, I'm probab…”

“As your product evolves and as you're bringing more value, your price should increase. And this is a rule that you should have. And I think like our growth has been has been driven also by price increase at some point. And it's quite helpful. So don't hide beh…”

“Enterprise would pay a higher price per user, not a lower price. And that's because they need things like custom terms of service. They need to be able to redline everything. They need to be able to have invoices and POs, which are probably already doing at 75…”

“I'll speculate here for fun, but we really have no idea. I mean, I could imagine a world where you can say like, I want one GPU or 10 GPUs or a hundred GPUs to just be like churning on my problems all the time. And it's not like, you're not like paying per sea…”

“I think we're going to see hybrid pricing models. Where you're going to layer on to seats the type of work that you're doing for the end user, and you're going to monetize that separately, and that will allow these companies to continue growing inside accounts…”

“Like, you can't make money on a product doing cold outreach at 29.”

“Everybody's doing kind of something that looks like SAS pricing, and it's kind of done very crudely, and we are certainly no exception to that. But I don't know if this is right in the long term, and it strikes me as probably just a vestige of, it is the same …”

“It's not about dropping your price. In fact, you should probably raise yours, but that's a story for another time.”

“Trying to find a parameter which is going to be mutual to your product and your clients, or clients use of your product. Once you do that, you will see that and they will feel that it's going to be mutually beneficial and it should be visible to all parties at…”

“You always need good, better, best. You need three, ah, tiers. You can have four. Don't have more than that. It's human psychology. Some people will always choose the cheapest. Some people will always choose the most expensive. Most people will choose the one …”

“If you have got your pricing wrong or right, because the right price doesn't only mean that you charge more. It opens up totally new ways to acquire customers. If you have much higher customer lifetime values”

“What we changed was that pricing is now increasing based on the number of contacts you have, but only five dollars at a time. So the big difference is now not that you are going to hit a wall and suddenly be paying twice as much. You're going, it's like boilin…”

“I think if I had to choose between the two, purely usage-based because it kind of leans into expansion revenue a bit more nicely. You're always going to have an upper bound if you do that conventional sort of like three-column SaaS pricing grid of 29 a month, …”

“It is to find out what your ROI is in terms of either time saved or money saved, something like that, and keep it around 10 X. It doesn't need to be much more than that. If it, if it's way more than that, maybe you're actually leaving money on the table.”

“Give existing customers a significant discount. So there's still customers on the other side. I wouldn't volunteer it. I would probably Yeah, I would be like, you know, if people start canceling, I'd reach out and say, hey, what's going on?”

“Value does not automatically translate to perceived value. What do I mean by that? Just because you have this long checklist of features does not mean you get credit for it. You can create paralysis for your customer. They're overwhelmed by the payment decisio…”

“There's a lot of functionality that only enterprises use. And so, you know, it kind of doesn't make sense to bundle that in for smaller organizations. And indeed, if you were trying to do that and price for it, you'd be outcompeted by That low end.”

“I think that you need to be charging based on where the value is ascribed in your product. So per seat, per contacts, per amount of data enriched, per et cetera, because it bakes in expansion revenue into your actual business model. So that even if you're not …”

“It's a function, the complexity, you can get more complex the deeper your sales process is, less complex, you know, the more touchless your sales process is.”

“Typically where a long tail exists, then there's an opportunity to actually add the premium price to those into those features because they have very specific utility to a small number of customers.”

“The flip side of it though, is the more complicated you make it, the harder you make it to sell. And so we, you know, like any SaaS company, we try and walk that line, which is how do we leave ourselves enough variability that we can get the right amount of mo…”

“They tend to have two axes on their pricing levers. They've got like a feature tier. So this is like, you know, small, medium, large sort of thing, right? It's like, here's a small bucket of features, a medium bucket of features and a large bucket of features.…”