I feel like revenue simulators are the most underrated pricing research method -- you get insights similar to A/B testing but without needing deep pockets and a huge customer base to test against. More of the teams I work with have been asking to run simulator projects recently, for stuff like introducing a new pricing plan, optimizing their recommendation engine, launching optional add-ons, etc. Especially with so much pricing experimentation going on around AI feature releases, it feels like revenue simulators are kinda having their moment right now. I put together a detailed example (with plenty of GIFs and screenshots) showing how a revenue simulator works, how you set up a study like this, and what kind of outcomes you can expect to get it: https://fullstackresearcher.substack.com/p/how-not-to-price-your-new-ai-feature

Hi all, I'm a technical product manager for Usage Cloud at DigitalRoute, based in Sweden. Been working with real-time prepaid credits and batch-based pricing, charging and billing since 2004 at scale - also deep knowledge of usage data mediation (the stuff that happens to get the messy real-life operational system events data in shape so it _can_ be priced). I have a fairly solid grasp of the entire quote-to-cash process. I co-host DigitalRoute's invite-only Usage Unlocked roundtable every month or so, where we discuss all things related to usage and pricing. I'm also a Wardley mapping nerd building the collaborative mapping SaaS https://mapaware.io (feel free to try it out), and I co-founded the Blockchain Sweden industry association. And overall tech nerd.

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.

Does anyone have any benchmarks on what hospitals are willing-to-pay for SaaS Medtech / HealthTech products? This SaaS product provides analytical and predictive support across five hospital domains - Patients, ER, Beds/Wards, Surgery/Theatre and Outpatients. I'm particularly interested in "cost-per-head-of-population" or "cost-per-hospital-bed" metrics, which would provide alignment with activity-based funding models in public hospitals. There may be others...? Also interested in metrics for private hospitals (if / where different). DM's welcome if you prefer. Thanks in advance.

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 👇