[Case Study] From Chaos to Clarity: Creating a Consistent Pricing Architecture for a 10-Product Suite.
The CMO of a PE-backed software company serving residential real estate brokers was under pressure to accelerate top-line revenue across a sprawling 10-product suite of acquired products. Years of deal-by-deal, product-by-product, sales tactics had left the business without a coherent pricing strategy. The result was chaos: inconsistent pricing, unclear tier definitions, and a sales team improvising with every prospect – especially those on the larger side.
Over a 12-week engagement, we audited sales data across the entire customer base, mapping prices paid to customer firmographics and industry revenue data. From this, we developed a unified 9-tier pricing structure based on the most frequent company sizes. This new approach gave the sales team a single framework spanning products and customer segments, dramatically simplifying bundling and cross-sell motions.
The strategic breakthrough came from reconciling a difficult tension: smaller brokerages were sometimes paying more—and succeeding more—than their enterprise peers. Standardizing pricing meant first quantifying value against how the brokers made money – selling houses. After several iterations, we landed on a model reflecting both the real estate brokerage business model and the current maturity of the products within the suite.
The result is a pricing strategy that actually scales. The sales team no longer needs to guess or invent custom pricing logic. They now have a clear story to tell — one aligning value with growth, giving the company a durable platform for expansion across markets, segments, and future acquisitions.
[Case Study] A More Approachable Premium
A B2B SaaS priced at a premium level was struggling to expand into the lower end of their target customer segment. The target customers would most likely choose nothing than commit to the premium SaaS price.
The incoming CEO asked us to revise the pricing the lower end. We ran their current model through our value-to-price visualization to illustrate just how far out of reach the premium tier was for many of these smaller customers.
We then identified an unbundling strategy to make the pricing more approachable on the low end while maintaining the premium perception at the high end.
The resulting pricing model held within our recommended value-to-price range from the smallest to the largest customer. In addition to providing more approachable pricing, it also introduced an opportunity to upsell the unbundled features providing additional revenue growth opportunities across a larger customer base.
[Case Study] An Enterprise Pricing Framework for Emerging AgTech
A B2B SaaS company realized his pricing was a not working – he was winning deals but the margins were hurting growth and often times engagements came with operational gotchas dragging the organization down. Faced with a high-stakes make-or-break client opportunity the CRO recognized the same playbook would result in a dramatic underpricing and possibly long-term challenges for the company.
They reached out to us to help price this significant opportunity. The goal was to build a pricing structure that worked for the prospect and the CRO’s company could secure their margins.
The engagement started with client discovery with all key stakeholders in the prospects company where additional areas of customer benefit were uncovered and quantified – totaling millions of incremental revenue and hundreds of thousands of operational savings – setting the CRO’s company value in a whole new context.
In the end, the strategic pricing framework articulated a recommended price range for each of the five distinct customer benefits. The structure and clarity of the pricing model helped the CRO position the offering in a much higher pricing tier than previous deals. Making this strategic pricing framework the CRO’s primary tool for pricing subsequent high-profile opportunities.