Details anonymised at client request.
Business Situation
The company’s pricing structure had become increasingly disconnected from actual customer usage and value creation across enterprise accounts. High-usage customers were generating significantly greater platform value while paying only marginally more than lower-usage accounts, creating long-term monetisation and scalability concerns. Leadership recognised the pricing imbalance but remained cautious following failed pricing transitions observed elsewhere in the SaaS market.
What the Consultant Did
An independent pricing-strategy consultant conducted customer-value analysis, usage-pattern assessment, pricing research interviews, and evaluation of alternative monetisation structures across the customer base. The engagement identified “active workflows run per month” as the value metric most closely aligned with customer outcomes and platform usage behaviour. A revised three-tier pricing structure was developed alongside phased migration planning, grandfathering protections for existing customers, and transition incentives for high-value enterprise accounts. Particular focus was placed on balancing monetisation improvement with customer-retention stability during the pricing transition.
What Changed
The revised pricing structure improved alignment between customer value creation and account monetisation while maintaining low transition-related churn across the enterprise customer base. The company also established a more scalable commercial framework for future enterprise pricing and expansion.
Evidence, not adjectives.
The measurable changes recorded during or following the engagement.
Enterprise accounts adopting the revised pricing structure increased ACV by an average of 23%
New enterprise deal ACV increased by 31% compared to the prior year
Transition-related churn limited to 4 of 218 accounts
Usage-based pricing structure implemented across enterprise plans
