The highest leverage product decision, and the one most often owned by nobody. What you charge for matters more than how much, tiers are a product design problem rather than a spreadsheet, and changing a price is a programme rather than an edit.
| # | Lesson | The question it answers | |
|---|---|---|---|
| 01 | What Pricing Actually Is | Why is pricing value capture rather than cost plus? | ✅ |
| 02 | The Value Metric | What do you charge for, and why is this the single biggest pricing choice? | ✅ |
| 03 | Packaging and Tiers | How do good, better, best and feature fences actually work? | |
| 04 | The Enterprise Tier | What belongs in it, and why is most of it not features? | |
| 05 | Price Discovery | What does each willingness to pay method tell you, and where does it fail? | |
| 06 | Price Points and Psychology | What do the numbers themselves do, and how much of it is real? | |
| 07 | Free: Trials, Freemium and Pilots | Which model fits which activation curve? | |
| 08 | Discounting and Floors | What does a discount do to your win rate, margin and next renewal? | |
| 09 | Changing Prices | Grandfathering, migration, communication: how do you raise price without a revolt? | |
| 10 | Expansion and Contraction | How does the price grow with the customer, and shrink safely? | |
| 11 | International and Local Pricing | What changes by market, and what should not? | |
| 12 | Worked: A Pricing Change | One real change, from the model to the migration email to the ninety day readout |