SaaS pricing

“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.…”

“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…”

“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.”

“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.”

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