Pricing isn't just a number—it's a narrative about value, trust, and positioning. This piece brilliantly highlights the interplay between strategic insights and thoughtful execution. The Toast example is a stark reminder that pricing changes aren't about pushing numbers; they're about managing perception and relationships. It’s clear that the real challenge lies in balancing customer sentiment with data-driven decisions.
What’s one surprising insight you’ve uncovered from a successful (or not-so-successful) pricing change in your experience?
Great point! For me the biggest lesson is that a pricing rollout needs to be done with confidence across the entire GTM team - which the battlecards play a huge rule in. A CEO or GM might be crystal clear on why the pricing rollout is going out, but if the GTM team is unsure at any level or is not bought in, the customers will also sense it.
Pricing isn't just a number—it's a narrative about value, trust, and positioning. This piece brilliantly highlights the interplay between strategic insights and thoughtful execution. The Toast example is a stark reminder that pricing changes aren't about pushing numbers; they're about managing perception and relationships. It’s clear that the real challenge lies in balancing customer sentiment with data-driven decisions.
What’s one surprising insight you’ve uncovered from a successful (or not-so-successful) pricing change in your experience?
Great point! For me the biggest lesson is that a pricing rollout needs to be done with confidence across the entire GTM team - which the battlecards play a huge rule in. A CEO or GM might be crystal clear on why the pricing rollout is going out, but if the GTM team is unsure at any level or is not bought in, the customers will also sense it.