We continue to make progress on this quarter's pricing update, and I would be willing to share more details on this during a call with you on 2-4 December. AskZyro started moving away from the traditional per-seat SaaS model to the hybrid usage-based + tiered plan as we started realizing cross-over issues with faster-growing clients who were quickly growing beyond our tier flat pricing and more friction with smaller teams who were more hesitant to onboard due to concerns of being locked into a given seat count. A turning point was a 19% rise in support inquiries due to customers' pricing - alignment disconnect. We were forced to pivot in considering pricing from a psychological friction point. We ran a two-month experiment with a segment of the user base: instead of seat-based pricing, we used active workflows and automation volume - workflows and automations needed to activate the pricing tier at the time. We were surprised to see churn drop by 11% on this cohort as expansion revenue surged with this new pricing model, as they felt more in control of the value to be gained. The biggest complement internal tradeoff was agreeing to more complex billing in exchange for increased customer trust. What we found most difficult was how to justify the price increases for our most valued customers, as we were also reducing prices for our lowest spending customers. We were as open as to how the new price structure aligned with their historical usage. This transparency softened their historical negative reaction and even led to an increase in NPS for our most valued customers. I could arrange 30 minutes for a call on any date that is in the proposed schedule in the email. If that works for you, then I can confirm the appointment for you.
I'm ready to speak with you. I co-founded Oakwell Beer Spa, which operates in Denver. Our company was accepted into the Inc. 5000 list this year, but we faced challenges when trying to raise prices while keeping customer loyalty high. We implemented our first price increase at the beginning of 2023, shortly after opening. Given the wellness spa nature of our business, I was cautious about raising prices--I didn't want our guests to feel like we were trying to squeeze more money out of them. Meanwhile, our operating costs were increasing across the board. We took a phased approach: first, we added perks like free beer tastings and upgraded amenities, then six weeks later, we increased our prices. The change ended up working in our favor. After the price adjustment, we actually saw a boost in customer reviews. One guest even said our spa delivers such great value that the prices seemed too low. That kind of feedback reassured us that we made the right move. I'm available for a call December 2nd through 4th, and the best time to schedule is before the end of business hours today. You can reach me here or connect with me on LinkedIn: https://linkedin.com/in/damienzouaoui. My headshot is here: https://drive.google.com/file/d/1OWlXv9AN_biCpecqwcSK7zBS_U8OB2on/view?usp=sharing.
I'm ready to establish contact. I serve as Hans Graubard, who co-founded Happy V and currently work as COO, developing women's wellness products through evidence-based supplements for vaginal and gut health. We initiated a pricing review process after two consecutive years of declining profit margins due to rising ingredient and transportation costs. We had been hesitant to raise prices because trust in women's health products is built on sensitivity and transparency, and we wanted to protect our customer loyalty. What worked for us was total transparency about the changes. We updated our product descriptions and subscription communications to clearly explain the reasons behind the price adjustments, while reaffirming our commitment to high-quality standards. We also rolled out subscription-based volume discounts to reward loyal customers, instead of continuing to charge them for smaller, less regular purchases. We found that customers were more likely to stick with their subscriptions when we explained that the pricing updates helped us stay committed to clean, traceable ingredients and consistent formulations. Surprisingly, customers appreciated our honest approach even more than anticipated. I'm happy to share more specifics in a phone conversation and am available during your scheduled times.
It was quite a risk to go this route, since healthcare buyers are highly reactive to price changes, and we were unsure whether attaching a price to measurable outcomes would invite rejection. At the beginning of this year, we shifted from the plain seat-based model to the value-tiered pricing structure, which was linked to the outcomes that our healthcare clients cared about, specifically for the workflow automation, reduced admin time, and improved patient engagement. The psychological methods proved effective in this situation, and the clients preferred to feel invested in their success rather than just being sold the software. The most excellent unexpected outcome we got was the opposite, conversions increased. Buyers said that pricing linked to outcomes reduced their risk perception because it aligned our incentives with theirs. The difficult decision was to allow the old pricing to go out for the customers. We did provide them with transition plans, but it still meant hard talks. However, the gain was measurable with higher ACVs, predictable renewals, and value for our sales team.
Every December, I meet with my marketing/sales team, and we look at all our products and decide which products we should raise and at what price. We will then implement the price increase it the first week of January. If customers ask about the price increase, we always relay that it's due to the increased cost in shipping, which is a big feature in our products. We will keep an eye on the sales for a couple of months, and if we notice a decrease in conversions, we will look at lowering the price back. Most of the time, after we increase our prices, we will notice that our competition will also raise their prices as well. If you want to set up a time for a cal,l I can be available. Thank you, Evan McCarthy, CEO SportingSmiles 262-337-1910 -cell
We recently decided to raise our prices on smaller projects (under 30 sq ft) because we were not meeting our profit margins and they take as much time as the large projects because of details required (in some cases they take twice as long to produce). We do mostly large projects, but if we need to take on something smaller, we will but it will be at a premium next year. Since 95% of our work is custom fabricated moss walls, we gathered data during the year and then looked at ideal profit margin and where we were falling short. It was always the smaller projects. If you need to connect with me directly - please call 305-335-1930. :)
I'm ready to help since I serve as the founder and CEO of Super Brothers Plumbing Heating & Air. Our company made a significant pricing change when we adopted a new system that uses equipment efficiency levels and installation difficulty to determine prices for HVAC water heaters. Our customers were starting to ask more questions about rebates and energy savings, so we changed our pricing to clearly show all included services and to demonstrate the long-term advantages of using high-efficiency equipment. Our team members needed training to learn how to promote products based on results instead of focusing solely on the bill amount. The new approach enables us to better serve homeowners interested in electrification, while also helping them claim local rebates through our assistance. I'm available for a call anytime in your scheduled window. You can find me on LinkedIn at https://www.linkedin.com/in/dimitar-dechev-superbrothers/ and my professional photo is available at https://drive.google.com/file/d/1R70frq921-nAC4dszgmHA_ZLKcgX8T6w/view?usp=sharing. Please feel free to choose a time for our conversation.
When you run a global art marketplace, pricing isn't abstract; it changes how thousands of artists earn a living. Earlier this year, we tested a small increase in our commission rate after noticing a steady rise in payment-processing costs. The first step was running a 3-month test with a limited group of sellers. What surprised us was not the revenue lift, but the emotional reaction: artists wanted transparency more than low fees. Once we explained why the increase was happening, seller churn stayed under 1%. The tradeoff was psychological. A single percentage point feels small to us, but personal to creators. So we built a dashboard showing how our marketing investments directly increase their visibility. Pricing shifts work when customers believe the value is rising with the price.
I am the owner of Linkible it is a digital PR & SEO firm, and at the end of last year we raised our low end new client monthly retainer fee from $900 to $3500. We ceased providing the lower priced entry level packages and now enter into a six month engagement with all new clients that provides the actual amount of effort required to earn high quality link and media placement opportunities. The transition looked dangerous at the start due to a decrease of approximately 18% in the first 2 months of revenue loss along with a decline in close rate from 41% to 23%. So the trade off has been good. Client fit has improved, the number of support tickets per client decreased by approximately 35%, and the average value of links have increased from $180 to $260. There is now time for planning not just putting out fires and an improvement in the overall quality of work. This pricing decision was not based as much on increasing margins, but rather maintaining focus and achieving long-term results.
I'm available to discuss this. I'm the founder and CEO of Purple Media, and we recently made a tough decision to change our retainer pricing structure after our top client suspended operations due to cost concerns. We moved from flat-rate retainers to modular pricing because we didn't want to erode our profit margins or stretch our team too thin. This shift pushed us to uncover our clients' true priorities, rather than operate based on our own assumptions. For example, the analytics dashboards we had spent a lot of time building turned out to be much less important to clients than we thought. As a result of the change, we lost one client who preferred a simple, all-inclusive package. But we gained two new clients who appreciated the transparency and flexibility of the new pricing. The decision definitely caused some uncertainty about our direction, and it forced us to operate with fewer resources while finding ways to streamline our operations. I'm happy to share more about the process and the challenges we faced during our call.
I deliberately increased prices during the fall season. The price increase was meant to acknowledge the value of our craftsmanship and the emotional impact our products deliver. My lingerie and swimwear designs exist to reveal women's complete selves rather than hiding them behind covers or artificial shapes. Creating such designs requires a significant time investment, meticulous attention to detail, and intentional, active listening. The main consequence of this price increase was rooted more in psychology than in operations. I had to release the anxiety I felt about potentially appearing excessive--whether in terms of price, artistic value, or the specificity of our market. The women we design for are not looking for quick, affordable solutions; they're seeking deeper emotional experiences. They want something real. Elevating our prices to match that authenticity actually shifted how customers behave. It fostered greater respect for our products and created a stronger bond with our brand. We also saw a decline in product returns. In the end, the price increase brought our brand values into perfect alignment with the emotional needs of our customers. I'll be sharing the full story with attendees throughout the event period.
I just moved from project-based pricing to a hybrid approach using recurring retainers. The idea was to shore up cash flow while deepening relationships with clients. There was some pushback from price sensitive clients but most saw it as an investment in a partnership, loving the transparency and continued love. After 6 months, retainers provided over 40% of revenue which we were able to reinvest our progress back into growth. The big insight: Pricing strategy is as much about psychology and trust as it is about revenue.