Many price lists are built inside-out, based on features, costs, or benchmarks. As a result, prices reflect what is sold, not why customers buy. New price lists are also often evaluated on new customer potential, while the biggest impact and risk sit with existing customers. If value or pricing drivers are unclear, downsell, discount pressure, or churn follow.
At the same time, companies struggle to define pricing drivers that truly reflect customer value and scale with usage. Without a clear Customer Value Proposition, monetization becomes random and pricing power erodes.
Understand how we supported a company to get a customer-preferences aligned packaging and pricing live to be sold within just 3 months.
Learn how to uncover customer preferences, translate them into packaging and pricing options, validate with customers, and implement changes with tools, governance and training — so new pricing goes live and improves margins sustainably.
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