Hey there all, and welcome back to Skool! We are looking forward to hosting more conversations with pricing leaders and experts, and have a great start today. This week, I was lucky enough to chat with @Giang Hoang, Head of BizOps at Zapier, who led their latest pricing and packaging change. This was a really significant one. They moved from a multi-product model, with one core product and several add-ons, to a fully integrated platform with generous usage limits to allow users to access the full breadth of the product. This was a massive change, and Giang and her team made a lot of really thoughtful decisions to roll it out. Some of my favorite takeaways: 1️⃣ Aligning Pricing and Packaging with Positioning Zapier is the most connected automation and AI orchestration platform - connecting apps, data and AI through one integrated experience. But their pricing didn't reflect that with the Hub and spoke model. This change created perfect alignment, and allows Zapier to tell a more cohesive story across their positioning, product, and pricing model. 2️⃣ Treating pricing as a living system that evolves with the product Zapier has a consistent process of going from closed beta to open beta, to GA, to bundles, to unified plans. At each phase, they test and learn. 3️⃣ Finding creative ways to use existing pricing models for new products Zapier launched MCP recently, and instead of launching an entirely new pricing model, they bundled it into their existing "task" consumption model where MCP calls consumer 2 tasks. It's a way for them to open up MCP to existing customers, who can draw from their existing balance of tasks. Plus, it gives them signal in case they want to shift further down a credit-type model. You can read the full conversation here. Giang was also kind enough to volunteer to answer questions from community members! Drop comments below, and she'll jump in and reply 👇

Hey PricingSaaS Community 👋 🚨We’ve just dropped our Q1 2025 PricingSaaS Trends Report 🚨 Last year, we saw more and more companies changing their pricing [21.6% vs 14.4% in 2023.] And, AI completely shifted how companies think about packaging and monetizing outcomes. So - we’ve put together a full retrospective looking at how 500 top SaaS players navigated these changes. What we found: - Surprising category trends (from AI tools to workplace management) - How companies got creative with discount strategies - The big push toward enterprise pricing - And a lot more... Check it out here: https://pricingsaas.com/benchmarks/saas-pricing-benchmarks-2024 Want to dig into specific data points? Drop me or Rob a note here or LinkedIn - happy to get granular. P.S. Notice anything different about the PricingSaaS branding? 👀 We’re soon to be sporting a new look…

Hi all. I’m keen to talk to / learn from anyone who has had success, or maybe no success, removing license concurrency (or reducing concurrency contravention). DM’s welcome. Thank you

As in the title, I've recently sent out the communication on the price increase to a group of clients receiving them. The open rate is 80%, but literally no client reacted. Is this generally a good thing or a bad thing? No reaction is needed from them, I'm just wondering whether I should be fearing this or not?

Hi All, We are working on a price model based on a platform fee and a metric. Basically introducing the platform fee to keep the metrics price low. We find ourselves struggling though to find out how to determine the platform fee dependent on the size of company. What is your experience determining a platform fee. Could we use a secondary metric, or any other ideas? All the best :)