From one-size-fits-all pricing to a value-based growth model
B2B SaaS platform
The platform charged every customer the same flat, usage-based rate regardless of how many premium features or how much support they actually consumed.
Approved
value-based tier model, in rollout
Monte Carlo
stress-test behind the decision
Challenge
Heavy users of high-touch capabilities cost far more to serve than light users paying the same rate, and revenue was concentrated in a way that created real exposure if a major segment ever contracted.
Approach
- 01
Built the pricing charter and mapped a feature-access matrix to the proposed tiers.
- 02
Ran a Monte Carlo simulation to stress-test the new model against the status quo before it reached leadership.
- 03
Worked with engineering to understand the technical cost of the change and quantified the legal and contractual risk.
- 04
Partnered with a colleague whose industry expertise shaped the tier design.
Outcome
Executive approval to move from a single flat rate to a structured, value-based tiered model, now moving into rollout. The simulation gave leadership a risk-quantified basis for the decision instead of a gut call.
Anonymized case studies drawn from prior consulting and in-house work. Companies, individuals, and exact figures are generalized to protect confidentiality.
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