Pricing is positioning, packaging is strategy, and both are testable — anchor to value metrics, keep tiers legible, and revisit annually because
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Price along what scales with customer value — seats, volume, outcomes — so revenue grows as delivered value grows; misaligned metrics cap expansion or punish adoption.
Good-better-best with clear job-based tiers, enterprise gated on SSO/audit/compliance (features enterprises genuinely need, priced accordingly), and add-ons only where they don't fragment the story.
Willingness-to-pay interviews, win/loss analysis, and van Westendorp-style ranging as inputs — then real tests on new cohorts, because stated and revealed preferences differ.
Annual review, grandfathering policy decided in advance, migration comms rehearsed — most B2B SaaS underprices for years out of change-aversion; the review calendar is the cure.
Skipping the discipline this article describes until an incident, audit, or stalled project forces it — every practice above is cheaper adopted early than retrofitted under pressure.
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