pricing

“Imagine, you know, you're able to kind of increase your pricing by, say, one percent, 10%. That's a one percent or 10% increase of your company value in a SaaS business. We're looking at pure Margin here.”

“Every 12 to 18 months, step back and say, we've built this new value. We've created all this value for our customers. Are we being compensated appropriately for that value?”

“And then, by the way, if customers complain about price, that doesn't mean the price is too high. It is too high when they abandon you. If they complain and they don't abandon you, in a weird way, they're confirming that your pricing is pretty good.”

“Pricing is a huge leverage. Lots of SaaS companies don't charge enough, so increasing pricing or experimenting with pricing is generally always a very good idea”

“We increased our pricing like multiple times in the early days pretty dramatically. And we, and when we did it, we actually removed it from our website as well.”

“Nine times out of 10 innovation, innovating on pricing is a terrible idea because it confuses your market.”

“First off, I want to try and make you reset your mind about what pricing is. I call it, it's another product feature. And just like other product features, it changes what your customer's behavior is. And so you should think about it the same way and use it in…”

“Pricing is one of these things. Once you have it out there in the market, it's really hard to roll it back in, right? It's like a one way door, right? Once it's out there, tough to reel it in.”

“In the early days, just get close to customers. It almost doesn't matter whether you get, you don't need to optimize pricing. Kill basic, keep it, do a little A-B testing if you can, but it don't matter. Just close them, right?”