Wanted to sanity check a view with you: MCP matters product-wise, but not as a standalone pricing unit. My take is SaaS companies shouldn’t monetize MCP itself. It’s a connectivity layer, and customers don’t buy “protocol access” - they buy the value it unlocks. So the monetization likely shows up in: - premium AI layers — paid add-ons / tiers with custom agents, integrations, context, admin controls, or workflow automation - usage-based pricing — credits, actions, outcomes - seat expansion / plan upgrades - pull-through to core product usage So my thesis is: don’t monetize the protocol; monetize the value created through it. Curious what others are seeing: - what usage patterns are real? - how are you packaging it? - what are customers actually paying for?

We just shipped our first public PricingSaaS Skill. It's called Pulse Market Map Over the past couple weeks, hundreds of people have used the PricingSaaS MCP to do research, and one of the most common use cases is competitive intelligence. With Pulse Market Map, you can do competitive research that used to take hours (or days) in minutes. Here's how it works: ▶ PricingSaaS MCP is the intelligence layer — it connects your AI tool directly to the pricing data we're tracking across thousands of SaaS companies. ▶ Pulse Skills are the action layer -- they sit on top of the data and provide instructions for specific, executable workflows to make it immediately actionable. Pulse Market Map takes any SaaS category and generates a full competitive landscape report in minutes: → Every major player, segmented by tier → Pricing models and packaging details → Key patterns across the market → Strategic insights you can actually use You can install the Skill here: https://lnkd.in/ekbiep7J I also recorded a step-by-step tutorial to make setup easier. Would love to hear what you build with it — drop your results in the thread. And if anything feels off, please tell me. This is the first of many Skills and your feedback shapes what we build next 💪🏻

https://www.clay.com/blog/introducing-clays-new-pricing

The 2-3% of clients that are absolutely insufferable are starting to literally outweigh the 98-97% of normal ones. Running a B2B operation, you expect the occasional nightmare client. It comes with the territory. But lately the entitled, helpless, short-fused ones are showing up more frequently and more unhinged than ever. The demands are unreasonable, the goalposts never stop moving, and no matter what you deliver it's never enough. I used to brush it off. Now it's affecting the whole business. I don't want to shut down, but I'm running out of patience. I asked myself, could pricing solve this problem?

One of the hardest things to sort out in pricing seems to be wrangling the product catalog. Sales need it in CRM/CPQ systems. Finance need it in Billing/ERP systems. Product/Pricing need it in ... where? When products have usage-based pricing or entitlements, many ERPs can't handle it, and the product catalog spreads into a third system that handles usage, credits, entitlements, etc. We see how this crosses organization boundaries, lacking a single clear owner, and keeping everything in sync becomes super important - and very difficult to keep 100% correct over time. And most likely, someone in your organization is using Excel in some part of this process. Curious to hear how others split the product catalog, both horror stories and success stories.