2026 B2B SaaS Price & Value Survey - Pricing from the Start

1. What is your company’s current Annual Recurring Revenue (ARR)?

2. What is your primary go-to-market (GTM) motion?

Product-Led Growth (strictly self-serve)

Sales-led

Hybrid (PLG for market development, Sales-led expansion)

3. Who owns the ultimate decision-making power for pricing and packaging changes in your organization?

4. What was the primary reference point for your current pricing?

Our direct competitors’ pricing.

The price of our customer’s previous solution.

Our internal cost of goods sold plus a margin

The quantified financial impact (ROI, EBITDA) we deliver to our customers’ business.

None of these / Something else

4a. If “None of these / Something else”, please describe:

5. What is your primary pricing metric?

No metric, one single flat price for everyone

Per User / Per Seat

Credits / Tokens

Usage / Volume (e.g. data processed, API calls, # of emails sent, storage volume)

An industry-specific metric tied to a key business outcome (e.g. Transactions processed, Units sold, costs improved)

6. As your customers’ business grows, your pricing…

…grows with headcount, regardless of business outcomes

…grows with product usage, regardless of business outcomes

…grows with customers’ business outcomes

…doesn’t grow at all

7. How do you determine if an existing customer has received enough value to justify an expansion or tier upgrade?

We track product login frequency, depth of feature adoption, and other usage

We wait for the customer to hit arbitrary plan capacity limits or account thresholds.

We rely on Account Managers or Customer Success reps to gauge expansion potential manually.

We track quantified business value achievements (e.g. customer ROI metrics).

None of these / Something else

7a. If “None of these / Something else”, please describe:

8. When your team identifies something new for your premium tier, what was the primary trigger?

Our product team built a technically impressive capability, and we need to figure out how to monetize it.

A major competitor launched a similar feature, and we need it to protect market share.

A high-value prospect demanded the capability as a condition to close a deal.

Proactive qualitative research into how customers navigate operational workflows.

None of these / Something else

8a. If “None of these / Something else”, please describe:

9. When you delay or cancel a planned pricing or packaging change, what is the most common reason?

Infrastructure limitations – Our billing stack and subscription management tools cannot technically support the new model.

Commercial pushback – Sales or Customer Success leadership resists the change due to fear of churn or negotiation friction.

Engineering constraints – Product engineering cannot easily implement the new usage metric or gate the specific features.

Executive disagreement – Lack of alignment or consensus among leadership regarding the packaging logic.

None of these / Something else

9a. If “None of these / Something else”, please describe:

10. How has AI impacted your customers response to your pricing and packaging?

We haven’t seen a measurable shift yet

Customers are pushing back on seat-based pricing as AI reduces headcount needed to use our product

Customers are asking us to price against outcomes of work completed, not access or seats

We’ve added AI features but haven’t changed our pricing model

11. What is the single biggest assumption your leadership team makes about why your customers renew?

Your role / title / position

Your company email

Would you like:

Access to results before public release on 10 Aug 2026.

A 15-minute call on how your answers compare to others in your ARR band.

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