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Contents03CHAPTER 1: WHY YOU NEED A PRICING STRATEGYEvery SaaS company is different, but almost every single one makes a mistakethat puts the company in jeopardy. They don’t understand their pricing.17CHAPTER 2: WHY VALUE BASED PRICING IS THE BEST PRICING STRATEGYHow do you decide the price of your product?28CHAPTER 3: THE IMPORTANCE OF QUANTIFIED BUYER PERSONASMost companies are sure they know their customers. But the truth is that majorityof businesses have no idea who their customers really are. Even worse, they arenot putting real effort into finding out.52CHAPTER 4: USING QUANTIFIED BUYER PERSONAS AS PART OF YOURPRICING PROCESSIf you are already quantifying your buyer personas, or used the previous sectionas a jump-off point for learning more about your customers, then you are off to agreat start with your SaaS business.73CHAPTER 5: HOW TO FIND THE RIGHT VALUE METRIC FOR YOUR BUSINESSIn SaaS pricing, you’ve got to decide not only how much to charge, but whatyou’re charging for. This is your value metric.91CHAPTER 6: HOW YOUR COMPANY CAN BUILD A PRICING MACHINEEvery company already has access to a ton of data to build the best pricing fortheir company. However, implementing a great strategy is another challengealtogether.105CHAPTER 7: DESIGNING YOUR PRICING PAGEIn the first chapter of SaaS DNA, we looked at The Anatomy of a SaaS MarketingSite to help you build the most important page on your SaaS site: the pricing page.114CHAPTER 8: WHY YOU SHOULDN'T A/B TEST YOUR PRICESA/B testing your pricing page to figure out the optimum amount to charge foryour product sounds great in theory.122CHAPTER 9: WHY LOCALIZING YOUR PRICING INCREASES YOUR GROWTHChoosing the right price point is key to appealing to your target customers, butif you are just reaching out to your local audience you are missing out on one ofthe greatest parts of SaaS—the fact that it is global131CHAPTER 10: WHY YOU SHOULD BE SMART ABOUT DISCOUNTINGTo get people into their product, many SaaS companies turn to discounts to increaseacquisition. They think that they can raise prices later, once these customers see thevalue in the product. But by discounting, you have already hurt that value.2

1chapter oneWHY YOU NEED APRICING STRATEGYEvery SaaS company is different, but almost every single one makesa mistake that puts the company in jeopardy.They don’t understand their pricing.Companies pour blood, sweat, and tearswith higher but more accurate prices. You'reinto making a great product. They spendleaving huge revenues on the table, whichcountless hours and scarce resources tomakes you vulnerable to sudden disruptionsbring in new customers. Yet most SaaSthat can sink your business.companies don't know what they areworth to their customers or how to best tocommunicate this.In the The Anatomy of SaaS Pricing Strategy,we’ll walk you through creating a pricingstrategy for your business. If you haven’tIf your company doesn't have a pricingput thought into your pricing before, thisstrategy, you don’t understand who yourfirst chapter will show you why an effectivecustomers are. You have no idea whetherpricing process is one of the most efficientyou’re driving them away with poorly framedlevers of growth to maximize value frompricing and packaging system, or missing theeach customer.chance to exponentially grow your revenue3

Pricing is the Untapped Growth LeverWhen companies think growth, they think customer acquisition.Yet, pricing is the crucial part of your business, which has thehighest impact on growth.We studied 10,342 blog posts acrossTopics of Blog Posts About Growthhundreds of SaaS companies and found thatpricing is the most-often overlooked way todrive growth.Monetization10%»»20%Growth is more revenue, not more customers.How you monetize those customers is vital.Retention70%Yet, out of every 10 blog posts on growth, 7are focused on acquisition, 2 are centeredAcquisitionon retention, and only 1 is about pricing.4

Ironically, the frequency with which peopleIn our study of 512 SaaS companies, wewrite about each growth lever is inverselyfound out that monetization had the largestrelated to its effectiveness in driving growth.impact by far on your bottom line. This couldPeople write about acquisition, retention, andmean targeting better customer channels,monetization in that order, but monetizationor raising prices to better fit value.has the biggest impact on the bottom line,followed by retention and then acquisition.Impact of improving each growth lever% IMPACT ON THE BOTTOM LINE15%10%12.7%5%6.71%3.32%0%AcquisitionN Data from 512 companiesMonetizationRetentionIMPACT OF IMPROVING EACH LEVER BY 1%Data shows that pricing is:»» 2x as efficientas improving retention»» 4x as efficientin improving as acquisitionBy concentrating on pricing, and looking for all possible improvements,you have the chance to use this most effective lever to maximize your profits.5

Pricing's Impact on Efficiency»» When you don’t optimize your pricing, you’re throwing off the math,which powers the fundamental economics of your business. Onthe other hand, pricing is such a great growth opportunity becauseoptimizing pricing makes a company incredibly more efficient.In our survey of 96 SaaS companies withtwo numbers: lifetime value per customerannual recurring revenue (ARR) greater than(LTV) and customer acquisition costs (CAC). 5 million, the companies that adjust theirThe ratio between these two has to beprices continually exhibited extremely robustgreater than 1—otherwise, you’re losingunit on each and every new customer.In order to understand whether your unitCompanies that don’t think about their uniteconomics add up to a profitable businesseconomics tend to hover in the dangermodel, you need to look at the ratio betweenzone, just above break-even:Impact on efficiencyLTV/CAC VS. PRICING COMMITMENT15%10%11.095%3.230%1.68No Pricing FunctionYearly Pricing Review2015 survey of 96 SaaS companies with ARR greater than 5MContinualPrice Optimization6

Companies who at least had a yearly review hadA lower ratio means it takes longer to achievea solid foundation for growth. But companiesgrowth. As CAC spending is upfront whilethat made price optimization a continualLTV gets paid over time in SaaS, the weakerfocus realized far more lifetime value fromyour LTV/CAC ratio, the longer it takes fortheir customers than it cost to acquire them.each customer to pay back their costs.»» Looking at the payback period of each of these options, youcan easily see the difference a continually optimized pricingstrategy has on the growth of a company:Payback periods for different pricing commitmentsCONTINUOPTIM AL PRICEIZATIONREVENUE 7,500 5,000 2,500YEARLY PRICREVIE INGWNO PRICFUNC INGTION 0- 2,50024681012MONTHWith continual price optimization the LTV/CACratio skyrockets and CAC is paid back almost»» Rather than throwing money atimmediately. Profitability occurs in the secondcustomer acquisition, iterations tomonth, and the growth trajectory shoots uppricing can produce huge revenuefrom there. Almost immediately, a company ingains that means the differencethis scenario would be able to finance morebetween a failing company andgrowth (and more efficient growth).exponential growth.7

Pricing is at the Heart of YourEntire BusinessIt’s counterintuitive, but because pricing touches on everysingle part of your business, it’s often ignored. That’s becauseit’s at the intersection of marketing, sales, and product—sonobody in the organization owns it.The problem this creates is that all of yourlinked. If we look at an ideal pricing page,marketing, sales, and product have to besuch as Wistia’s, we can see how each ofdeveloped with the eventual positioning,these come together to demonstrate thepackaging, and pricing of your product incompany’s core value to each buyer persona.mind. These three aspects are inextricablyPackagingWISTIA'S PRICING PAGEPricingPositioning8

Here we can see all three aspectsYou can also see a logical transition for usersof a pricing strategy at work:from one plan to the next. Starting out on»» Positioningthe small plan and moving progressively upin scale. Changing one alters the others, andAligning your product to attract theyour pricing strategy is a delicate balance ofright customers. This is along theall three, one that it is imperative that youhorizontal axis. Wistia is positioningget right. Keeping the Premium plan open-itself to attract a wide range of possibleended leaves room for any customer too bigcustomers, from small one-personfor the standard pricing.shops all the way to big enterprises, andsegments them by buyer persona.Fundamentally, this is why your pricing pageis the most important page on your entiresite. Every other page on your site funnels»» PackagingHaving the right feature mix in your plans.Videos are the value metric for Wistiato this page, which ties it all together—positioning, packaging, and pricing—andsets the prospect up to buyand how it separates different packagingoptions. This allows companies to startsmall, but grow over time.»» Determining each of these andthe correct pricing strategy»» Pricingdoesn’t happen by accident. ToFinding the right price points thatdo it right, you need to get inputrepresent value and customers are willingfrom all members of your pay. The pricing on the page reflectsthe value metric (the number of videosincluded in the plan). Wistia offers a freetier to convert interested customers, butthen the pricing follows a logical patternof more videos more cost.9

Bringing the Different Teams in your Company TogetherBecause pricing touches on all parts of your»» In our survey of over 270 SaaSbusiness, all parts of your business havebusinesses, we found that onlyto touch on pricing. To get pricing right,you need input from every group in yourcompany.17% defined their pricing strategyas a team, with input from fourkey departments.Building a pricing committee from these core departmentshelps make sure that people are always working on pricing.»» Marketing»» SalesThe marketing department understandsYour pricing needs to convertthe buyer personas you are targeting,customers and close sales. The salesso they should be particularly involvedteam can help you walk throughwith positioning. In turn, this helpscommon questions and objections.them identify the messaging thatBeing familiar with your pricing helpsresonates with the target market, andthem develop better pitches and morecommunicate any pricing changes.accurate sales forecasts, which deeplyimpact your revenue and final profits.»» ManagementIt should be the job of the executives at»» Productthe company, from the CEO down, toYour product developers are the peoplecoordinate the pricing strategy, bringingthat build the features based on theirin knowledge and information fromdeep knowledge of what users need.each of these departments to arrive at aThis contributes to the packaging ofpricing decision.your product.10

»» Here, each of the departments can ownone of the three aspects of pricing. Asyou grow and take on Finance and Opsroles within your company, these alsoneed to be included to make sure that thepricing strategy is optimized for profit andYour PricingCommitteegrowth.One of these departmental leaders shouldProductCorporate Dev/act as coordinator. In particular, marketing isLeadershipFinanceof product, sales, and marketing to attract justSalesMarketingthe right customers, so they are going to beLeadershipLeadershipconstantly aware of the coordinated effortsthe most absorbed in this process.Finally, the main decision maker should bethe CEO. She should be working in tandemwith the coordinator to continually optimizeMain CoordinatorTypically in Product or Marketingpricing, as is needed for exceptional growth.You need all of these people involved becauseyour company exists solely to make money.It is fundamental that everyone understandsthis and is interested in getting the most valueto the customer, but also the most valueto the company. Pricing is vital to the unitMain Decision Makereconomics that underpin a company andCould be a member of thesupport its growth.committee, as wellAnd because of the way pricing feeds back intoand invigorates every department, you’ll buildand sell better, and that’s a huge competitiveadvantage.11

Pricing is the Foundation ofYour Unit EconomicsPricing optimizes for growth and is so intrinsic toyour business because of its ability to drasticallyimprove the foundational numbers of yourbusiness: your unit economics.Increasing your customer lifetime value (LTV)Successful Modeland decreasing your customer acquisitioncosts (CAC) are fundamental to achievinghigh growth as a business, and the ratioof these, LTV/CAC, is the math your entirebusiness is based upon.»» CAC is the cost of your sales andmarketing efforts to acquire a EVALUE)12

»» Your CAC is the sum of yourmarketing and sales spending acrossEquation forCustomer Acquisition Cost (CAC)all channels divided by the numberof new customers acquired.CAC TOTAL COSTOF SALES & MARKETING# OF CUSTOMERSACQUIREDYou can see how CAC is affected by anefficient pricing strategy. An optimized pricingis already done. Without this pricing strategystrategy leads to an optimized funnel. If youit’s more expensive to acquire customers asposition, package and price effectively, then ayou will be attracting the wrong prospectssignificant part of your sales and marketing jobthat don’t fit with your value.»» LTV is how much you will earnfrom each customer over the timethey spend with your product.Equation for Lifetime Value (LTV)LTV ARPUCHURN RATEAt a basic level, that means dividing yourcomes through upselling and cross-sellingmonthly average revenue per user (ARPU)customers as they scale up with your valueby the rate of customer churn for that samemetric. Reducing churn comes from givingtime. Dividing your ARPU by the rate of churncustomers true value, which they will get ifgives you their lifetime value.the positioning is precise. Achieving an LTV/With good pricing you can both raiseARPU and reduce churn. Raising ARPUCAC ratio of 1 is good, but not enough. Youneed a substantially higher LTV than CAC,because otherwise you’re not going to grow.Based on the experiences of successfulwith effective pricing, you can reduce(and unsuccessful) SaaS companies, youyour CAC through better positioning andneed an LTV/CAC ratio of at least 3:1 to runpackaging targeting ideal customers, anda successful business. But with continualincrease LTV through higher prices andpricing optimization, you can push thatbetter retention. This leads to increasedratio to 11:1 and beyond. This is becausegrowth and increased revenues.13

CASE STUDYHere is how StatusPage, the service status communicationplatform, optimized pricing and improved their unit economicsand growth altogether.They initially had just two plans,When they optimized their prices to reflectbut as they got to know theirthe true value they provided to customerscustomers better, they realized thattheir pricing strategy was was a fundamental step in increasingARPU and reducing churn. That’s how theyincreased their LTV by a whopping 2.4x.Their second iteration of pricing lookeddrastically different. Gone was the freeplan, as it was evident that the majority ofcustomers were willing to pay, and theywent from two plans to four, allowing forsignificant differentiation in packaging fordifferent buyer's new pricing page14

CASE STUDYPositioningINITIALOPTIMIZEDThey had only positioned for two customerOne group was willing to pay more than 0 buttypes. Startups/individuals with zero cash,less than 50/month for a few extra features,and startups who could afford 600 per year.and a second group that was willing to pay farmore than 50/month for added functionality.PackagingINITIALOPTIMIZEDWith only two tiers, either customer got onlyThere was room for a finer gradation ofa bare bones service, or they got, both along their value metric(subscribers) and added functionality.PricingINITIALOPTIMIZEDIn their own admission, free and 50/monthCustomers were actually willing to pay more“sounded like a good place to start.”for the core product and extras.»» They have gone on to optimize prices further, increasing ARPU and multiplying their LTV/CAC ratio as the foundation for massive growth. Over two years, they went from nothingto just short of 2.5 million in ARR.15

The average SaaS company spends 6 hours overtheir whole lifecycle on pricing.Less than one work day goes into thinking aboutwhether or not they’re actually valuing your productas much as their customers are. That puts theaverage company in a position where even as theygrow, they’re doing so on unsteady foundations.The best companies, however, are the ones that are makingthose improvements to their pricing strategy that optimalfor growth. They are monetizing their product efficiently,constantly iterating on their positioning, packaging, andpricing, and optimizing for the underlying unit economics. Byconstantly optimizing and aligning your pricing with what yourcustomers want, you can hit those high LTV/CAC ratios whileoffering those customers the best possible value you can give.In the rest of this guide, we are going to take you in-depth intohow you can monetize your SaaS effectively, build a concretepricing strategy, and offer more value to better customers. Allthis will lead to exactly the type of gains here, with great uniteconomics leading to huge growth gains.16

2chapter twoWHY VALUE BASEDPRICING IS THE BESTPRICING STRATEGYHow do you decide the price of your product?Some will say you should go with your gut. Others say that you should gowith your gut, then double it. Either way, it seems most pricing advice outthere is gastrointestinal-based rather than brain-based.This gets to the heart of the problem withIn this chapter we detail the three commonSaaS pricing. Not enough thought goes intostrategies businesses use to define theirit. Pricing is a process, with the ultimate goalpricing process—cost-plus, competitor-of defining a strategy that will maximize yourbased, and value-based—the advantagesrevenue. Picking numbers out of the air — orand dangers of each, and show why value-out of your gut — doesn’t count as a processbased pricing is what every SaaS businessor a strategy.should be using.In The Anatomy of SaaS Pricing Strategy, weare looking at exactly the decisions you needto take to arrive at the right pricing strategyfor your SaaS business.17

Cost-Plus Pricingčč A pricing method in which the selling price is set by evaluating allvariable costs a company incurs and adding a markup percentage toestablish the price.- Price Intelligently DictionaryCost-plus is what peopleautomatically think of when they»» Calculating price from costs hastwo main benefits:think of “pricing strategy.”This is the most basic form of pricing: selling1.It’s simpleAs long as you know how much yoursomething for more than its cost price.costs are, it’s trivial to work out yourYou add up all of the costs of providing theprice. No market research, no dataservice and then add a profit margin onanalysis, no strategizing. Just sometop to represent the value you are givingaddition and percentages.your customers. In SaaS, the costs mightbe product development and design, thecompany’s own SaaS providers, and the2.You will cover your costscosts of the team. Then add a 5%, 10%, orAs this is cost-plus pricing, you knowhealthy 20% margin on top for profit.that you will be adding a certain marginon top of your costs as pure profit.18

Taking those advantages at face value, cost-change your prices to account for every newplus pricing seems like a great idea andhire, which means your profits will take a hit.certainly a good starting point, with littleAlso, costs fluctuate over time. If a SaaSoverhead and definite profits.provider is using value-based pricing and hasBut cost-plus pricing is anything but a surechanged their prices, you can’t constantlywin. You won’t necessarily know all yourchange the price of your product to maintaincosts, and therefore can’t know if you’rethe same margin. That might work for a gasgoing to cover your costs. Your initial costsstation, but it won’t work for a SaaS company.might include only hosting and someAgain, profits take a hit.development, but as you grow you’ll have to»» This is what happens when youfactor in sales, marketing, and a number ofuse cost-plus pricing:other previously unknown costs. You can’tProfit with Cost-Plus Pricing 150Price 100Costs 50 0Profit- 5024681012MONTH»» In this example, the company calculates costs, and then adds a healthy 15% margin on top.This works well for a few months, until some unexpected costs crop up. Then the marginis cut to 5% and then 0%, where the company is only breaking even. Then all it takes is forone of their own SaaS suppliers to raise prices and they are losing money on every sale.19

THE BIG PROBLEM WITHCOST-PLUS PRICINGCustomers don’t care about cost, they care about value.You have no idea how much it costs forStarbucks to make your Frappuccino. Youhave no idea how much it costs for Honda tomake your Accord. The price of these items»» For SaaS in particular, the unitcost of delivering one accountcan be very low. It is the valueis tied to the value they represent to you, notthat your customers will get outtheir internal cost. Sure, Starbucks and Hondaof using your product that reallyare pricing their products over what it costsmatters to them, not how muchto make them, otherwise they’d be in trouble,but how much over is not determined by theyou paid your developers.cost of the coffee beans or the engine parts.20

Competitor-Based Pricingčč A pricing method that utilizes competitor prices as a benchmark, ratherthan setting a price based on company costs or customer value.- Price Intelligently DictionaryFor a SaaS company starting out in a newindustry, competitor-based pricing will seem1.Simplicitythe logical way to go. Unsure of the initialBy spending 30 minutes onvalue of your product, and not wanting tocompetitors’ sites finding all theirgo too high or too low, it seems obviouspricing information you can have athat you should look at the other companies“pricing strategy.” It’s also unlikely toselling similar products to decide your owngo wrong. By placing yourself in theprice point.middle of the pack, you’ll be anchoringyourself for any future customers and»» Again, calculating price fromthey won’t think your product is toocheap or too expensive.competitors has two mainbonuses:2.It might be closeIf you’re in a competitive market,pricing for the companies involvedshould be close to what the marketcan reasonably sustain.21

But the biggest downside of competitor-»» That is why you have to find yourbased pricing should be obvious. You don’town space within the industry,have your pricing strategy, you have theirboth for your product and yourpricing strategy. Your company exists tooffer customers something different to whatpricing. If you don't, your profitsis already on the market. You are offeringwill end up like this:more value and a better product, otherwiseyou shouldn’t be building it.Profit with Competitor-Based Pricing 100Price 75Costs 50 25Profit 024681012MONTHFlatlined. OK, this looks a lot better than the»» The moral of the competitor-basedcost-based pricing, with a profit throughoutstory is look, but don’t touch.the year. But it is also static, with no chanceYou want to know where your com-of adding value by raising prices withoutpetitors are pricing their products sopricing yourself above your competitors.that you’re in the same ballpark, but theyshould not be guiding your decisions.22

THE BIG PROBLEM WITHCOMPETITOR-BASED PRICINGCustomers don’t care about your competitors,they care about you.As before, this is missing the point»» If a potential customer is onfor your customers. Instead ofyour site, it is because they arefocusing on what you can give theminterested in what you have toand how you can put together theoffer. If it’s just a regurgitationright features and plan for them atof what they have already seenthe right price, you are offering themelsewhere, then they will just usesomething that they could literallythe original instead.get elsewhere.23

Value-Based Pricing»» Basing a product or service's price on how much thetarget consumers believes it is worth.- Price Intelligently DictionaryThis could easily be called "CustomerBased Pricing" because that is effectively1.Willingness to paywhat it is. Instead of looking inwardly at yourThis is the main reason you haveown company, or laterally towards yourto go out and ask your potentialcompetitors, with value-based pricing youcustomers the value they see in yourlook outward. You look for pricing informationproduct. You need to know whatfrom the people who are going to makecustomers will actually pay for youra decision depending on your price: yourproduct. Competitor-based pricingcustomers.does this in a roundabout way. Ifthey are willing to pay 100 for your»» Three great reasons to base yourpricing on customer value:competitor, then they must be willingto pay 100 for your product as well.But this misses the fundamental pointthat your product should be differentto your competitors. It should offermore value, and therefore priceddifferently.24

2.Build the best product3.You get to know your customersPricing also isn’t just about theBy placing a premium on the opinionsnumber on the page. It is about howof your customers, you are focusingyou package and offer your selectionon the people who will be makingof products and features, and tothe buying decisions. They are thewhom. This approach to pricingones that will eventually be decidingwill help you understand what yourwhether your pricing and packaging iscustomers truly want, and whatcorrect. If not, they won’t be buying.features should be developed overtime. Once you have developed yourminimal viable product, your featuresand product updates should be drivenby consumer demand.The downside: all this takes time, and is the»» You have to be dedicated tobasis for quantifying your buyer personas.finding out about your customersIt’s also not going to be 100% reliable.and your product to performWith price sensitivity measurements andvalue-based pricing effectively.feature analysis you are only going toget approximations of the right pricing,packaging, and positioning for your product.But this is still much closer to the truth thanusing just costs or competitors to set yourprice. It’s also based on your product andyour value, so it gives a much more truthfulrepresentation of where your pricing shouldbe set.25

Profit with Value-Based Pricing 160Price 120Costs 80Profit 40 024681012MONTH»» When you start using value-basedmore value to your product and find outmore about your customers. This examplepricing, amazing things can happenhas an aggressive pricing strategy, with twowith your profit.raises within a year. But this is entirely possiblein SaaS.With value based pricing, two things aredifferent. Firstly, you can start at a higher»» You should definitely beprice point if you have shown that there is are-evaluating your pricing strategywillingness to pay among your customers.every 6 months, and if there isSecondly, you can raise prices as you addroom to raise prices you should.26

Each of these pricing strategies has itsplace in business.If you’re running a gas station, you’re probablycost-plus pricing. If you are in the ultra-competitiveretail space, pricing in line with competitors will beclose to the price the market can sustain.But in SaaS, the only viable option is value-based. Your SaaScompany exists to offer value to your customers. By findingout how much they are willing to pay for your product andwhat features they want to see you develop, then you willbe able to not only give customers what they want, butyou’ll also be able to attract and retain these customersbetter. All while making more profit.27

3chapter threeTHE IMPORTANCE OFQUANTIFIED BUYERPERSONASMost companies are sure they know their customers. But the truth is themajority of businesses have no idea who their customers really are. Evenworse, they are not putting real effort into finding out.In fact, our experience with SaaS companies has shown us that almost none are usingmarket research or internal data to build quantified buyer personas that can be used toimplement an effective pricing strategy. Even fewer companies include key information intothe personas, which actually makes them useful for marketing, sales and product.Quantified buyer personas are the foundation ofyour entire pricing strategy.In this chapter of The Anatomy of SaaSproduct, what they are willing to pay for it,Pricing Strategy, we're going to show youand how much it will cost you to get thesethe importance of buyer personas, how toideal customers.collect data on what they truly value in your28

Quantify Your Qualitative Buyer PersonasWe've seen inside more SaaS companies than just aboutanyone else. 99% of them are unable to describe theirbuyer personas beyond a few generalities.»» Without data-driven buyer personas,constant improvements necessary to yourpricing to massively increase your revenue.companies cannot succeed in SaaS.Too many companies develop buyer personaslike these and leave it there.The 1% that have drilled down their buyerpersonas using data are what we call “LTVThese make companies think they haveBeasts.” Crazy efficient and crazy profitable.succeeded in building well-rounded, three-Quantified buyer personas allow you to takedimensional buyer personas. But if they arereal action in your pricing strategy, making thejust some vague adjectives and nice photosthey are only good for dec

No Pricing Function Yearly Pricing Review Continual Price Optimization 1.68 3.23 11.09. 7 Companies who at least had a yearly review had a solid foundation for growth. But companies that made price optimization a continual focus realized far more lifetime value from