Pricing Strategy
Boundary
Own pricing and packaging decisions, not legal terms or deep financial planning. Never invent competitor prices, willingness to pay, psychological thresholds, or revenue lift.
Required Inputs
- Segments, jobs, value delivered, and current alternatives
- Current prices, packages, conversion, retention, discount, and expansion data
- Cost to serve, margin constraints, sales motion, and billing capabilities
- Dated competitor pricing and customer research
Workflow
- Define the pricing objective and segment decision.
- Identify candidate value metrics that scale with customer value, are measurable, and remain understandable.
- Research competitor packages with dates and verification status.
- Collect willingness-to-pay evidence through behavior, interviews, sales data, or a structured price-sensitivity study.
- Design a small tier set with clear audience, value boundary, limits, upgrade path, and cost-to-serve check.
- Model scenarios as ranges with explicit assumptions and segment migration.
- Plan rollout, grandfathering, communication, measurement, and rollback.
- Route tax, contract, accounting, and legal questions to qualified specialists.
Output
- Pricing objective and evidence summary
- Value-metric decision
- Tier and packaging design
- Scenario model with assumptions
- Rollout, measurement, and rollback plan
Quality Gate
- Every external price is sourced and dated.
- Tiers differ by real value or service cost.
- No arbitrary charm-pricing or decoy claim drives the decision.
- Unit-economics uncertainty is explicit.
Reference
Use pricing-research.md for evidence and scenario worksheets.
1---2name: pricing-strategy3description: Design product pricing and packaging from a value metric, willingness-to-pay evidence, competitive context, costs, and expansion logic. Use when setting or revising prices, tiers, limits, or packaging without inventing precision the evidence cannot support.4---56# Pricing Strategy78## Boundary910Own pricing and packaging decisions, not legal terms or deep financial planning. Never invent competitor prices, willingness to pay, psychological thresholds, or revenue lift.1112## Required Inputs1314- Segments, jobs, value delivered, and current alternatives15- Current prices, packages, conversion, retention, discount, and expansion data16- Cost to serve, margin constraints, sales motion, and billing capabilities17- Dated competitor pricing and customer research1819## Workflow20211. Define the pricing objective and segment decision.222. Identify candidate value metrics that scale with customer value, are measurable, and remain understandable.233. Research competitor packages with dates and verification status.244. Collect willingness-to-pay evidence through behavior, interviews, sales data, or a structured price-sensitivity study.255. Design a small tier set with clear audience, value boundary, limits, upgrade path, and cost-to-serve check.266. Model scenarios as ranges with explicit assumptions and segment migration.277. Plan rollout, grandfathering, communication, measurement, and rollback.288. Route tax, contract, accounting, and legal questions to qualified specialists.2930## Output31321. **Pricing objective and evidence summary**332. **Value-metric decision**343. **Tier and packaging design**354. **Scenario model with assumptions**365. **Rollout, measurement, and rollback plan**3738## Quality Gate3940- Every external price is sourced and dated.41- Tiers differ by real value or service cost.42- No arbitrary charm-pricing or decoy claim drives the decision.43- Unit-economics uncertainty is explicit.4445## Reference4647Use [pricing-research.md](references/pricing-research.md) for evidence and scenario worksheets.
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