[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 knew their pricing model was no longer keeping pace. After three years of a sluggish housing market, brokers were facing shrinking margins and rising costs. While they hadn’t revised their pricing in 5 years, competitors had. Internally, all ten acquired products operated with their own patchwork of deal-by-deal pricing, making it difficult to understand what was…and wasn’t working.
Over a 12-week engagement, we audited sales data mapping actual prices paid against broker size, transaction volumes, and industry benchmarks. This revealed a fragmented landscape: smaller firms sometimes paid more—and performed better than larger enterprises.
The solution was a consistent 9-tier pricing architecture reflecting how brokerages make money — selling houses — and the maturity of each product in the suite. This unified approach replaced one-off negotiations with a single structure spanning 10 products and 3 customer segments, giving the sales team clarity, simplifying bundling and cross-sell motions, and restoring competitive discipline.
By standardizing pricing around value delivered, we created a scalable model: no more guesswork, no more disconnected product silos. Instead, the sales team has a clear, story to tell — one connecting price directly to growth.
[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.