pricing

“If you didn't put pricing as part of your product market fit validation, you're often hearing what you want to hear. It is truly about understanding whether, you know, customers are willing to pay for your innovation and willingness to pay is a proxy for do pe…”

“When your product development work is never done, neither is your pricing, and you need to combat that along the way.”

“I think a lot of people, for example, think pricing is a trapdoor decision, but actually like it's really easy to grandfather your existing users into some existing pricing model and change pricing for future users.”

“Most companies don't change their actual number that they're charging once, but every three years.”

“You should be increasing your overall price once per year. If you're building, if you're not building and your support sucks and your NPS is low, then, you know, don't worry about it. But if your NPS is over 20, which is not a very high NPS, you should raise y…”

“Your pricing need to be relatively simple. If your pricing is super complicated, they need to, whenever they, for example, they try the product and they love it, they have a sales checkout flow, but in order to decide how much they need to pay, they need to se…”

“Pricing is, like, deceptively difficult. We had a principle around, like, aligning price to value. You know, people should pay based on the amount of value they get in the product. Easy to say and incredibly hard to do. Value is subjective.”

“Your price should be predicated on your sales cycle, right? Like if you can get a deal done in 90 days for a hundred K, do that all the time. Right. If it takes nine months to get a deal done, you've got, you probably should be charging two 5300.”

“Try to hold out on talking about pricing until post demo, because you might, they might assume, oh, this is three times what I'm spending and not know why it's three times.”