we wall want to be involved in the ideation stage of a product. where it's in alpha or beta and we have plenty of time and people to survey, research and model pricing. where pricing folks earn their check is when we have to price something in a crunch. all the pressure without any time / space to think wrote about how i approach in these situations: https://f13i.com/willingness-to-pay curious what you all do in crunch time

Looking to chat with anyone who has experience monetizing on-prem products, specifically in the developer space. Some topics I'd like to think through: - Solution-based selling for on-prem offerings - How to upsell with minimal data insights & stonewall customers - The challenges (and benefits) of selling these products in a consumption-crazy/fatigued landscape Happy to provide more context. THANKS!

In an AMA I did a couple weeks ago, I was asked if pricing pages mattered - or how they mattered relative to AI features/capabilities/agents etc. While the full write-up is at https://forstarters.substack.com, the key point is: - Self-serve is not the business model, it's a marketing campaign for "Contact Sales"

Came across this HubSpot piece on credit-based pricing. The article was published yesterday - suspiciously timely after last night's conversation on credits and transparency :-) @Rob Litterst , were you behind this one? https://blog.hubspot.com/website/why-ai-usage-based-pricing Found it quite insightful. I particularly liked the screenshots showing in-product cost labels at the point of action. HubSpot uses a credit badge on the data agent, whereas Airtable gives you a breakdown of what exactly your credits buy you. It's the difference between getting a surprise bill at the end of the cycle and watching the meter tick as you are using the product (so that you know when to stop spending). Great for building trust.

I wonder what you think about this "new" pricing model promoted by Nue. It feels like it's supposed to solve a very real shift: - "Old Saas" sold entitlements: licenses, seats, subscriptions - "New SaaS" increasingly sells committed spend against flexible consumption. Simply put: As a vendor, how do I give my customers flexibility without destroying (the predictability of) my revenue? I like the direction, but I wonder where it might break in practice. A few things that can go wrong in my mind: - it's difficult for customers to understand, because it's complex. - AI usage volatility is still crushing margins. - Frequent disputes about overage and unexpected credit burn. - Prone to metering inconsistencies = even more disputes. - Revenue still unclear + accounting complexity (taxes, compliance). - Product behaviour drifts away from the commercial intent over time (the entitlements become a bit fuzzy). Curious what people here actually think of this model. Have you seen it succeed or fail?