Pricing reset: moving pricing closer to value

Snapshot

• Company: B2B SaaS (Nordics), fully anonymised

• Scale: €2–4m ARR

• Context: Founder-led sales history, legacy plans still active for long-term customers

• Problem: Discounting became the default; “impossible to sell at list price” internally

• Timeline: 12 weeks

• Team: 1 consultant (Value Scale Hub) + CEO, CFO, internal project lead, VP Marketing, VP Sales, Customer Success

Situation (before)

• Many customers were still on legacy plans from years ago

• Pricing was not aligned with value delivered to customers

• List price credibility had eroded; sales relied on heavy discounting

• The organisation needed a clear hypothesis-led approach rather than ad hoc changes

What we did

Workstreams:

• Pricing baseline review: analysed existing price plans, discounts, and customer plan distribution

• Value hypothesis building: mapped where customers get outcomes and where value is underpriced

• Stakeholder input: structured interviews with internal stakeholders (sales/marketing/CS/leadership)

• Customer voice: customer survey + external stakeholder input to validate willingness-to-pay signals

• Data analysis: reviewed relevant commercial and customer data to validate the “big levers”

• Narrow hypothesis execution: focused on a small set of high-impact hypotheses (avoid “boiling the ocean”)

• Rollout plan: built a detailed rollout plan with segmentation, messaging, and guardrails

• Implementation start: began implementing changes during/after the project, prioritising quick wins first

Key deliverables

• Value-based pricing hypotheses + decision log

• Updated packaging/pricing direction (incl. prioritised changes)

• Customer segmentation approach for rollout

• Sales enablement narrative (why it’s worth it at list price)

• Detailed rollout plan (sequence, risk controls, measurement cadence)

• Implementation backlog (what ships first vs later)

Outcome (after)

• Introduced new value-added services that delivered ~5× ROI in the first trading month (compared to total project cost before broader pricing changes were fully implemented)

• Sales reps regained confidence in value conversations and stopped discounting as standard practice

• Pricing changes now being implemented with an expected ~30% ARR uplift, with no early indication of churn

(All results shared with client permission, anonymised.)

What made it work

• Hypothesis-led focus: narrowed to the few levers that move EV

• Customer-informed decisions: validated assumptions with customer input

• Cross-functional alignment: CEO/CFO/Sales/Marketing/CS bought into the rollout plan

• Shipped a plan: detailed rollout + started implementing, not just analysis

• Strong buy-in from management and BoD