600 CAWI participants. Focus groups. In-depth interviews. Gemba walks in actual warehouses. This is what pricing research looks like when you're launching new SaaS products into a competitive market - and need to get the price right from day one.
Apaczka is a $40M company providing logistic services primarily to e-commerce SMB clients, and it's one of the leaders in this market segment. Our client helps ensure thousands of consumers choosing e-commerce get what they order while caring about the overall experience. It plays a necessary role in the value chain of numerous companies - which means any changes to their business model needed to be handled with precision.
“Pragmatic approach & statistics. We follow these two principles, and Valueships handles them both exceptionally well. They had good referrals before we hired them, so we moved forward. They have delivered a robust quantitative and qualitative pricing research input, staffed data analysts on the project, worked thoroughly with our internal data and even remained flexible and agile enough to re-scope the project to better match the changing business context. The deliverables, knowledge, and recommendations were useful, impactful, and always prepared before the meetings. They've also ensured we communicated the strategy across the whole organization through workshops & meetings. One of the best experts team on the market.”
Apaczka was planning to question the logistics industry's status quo by focusing on the development and commercialization of SaaS products. The client already had two products up and running; however, the revenue generated was not satisfying, compromising ROI.
There were several SaaS products in the pipeline, but the team had serious challenges around final features' packaging, the optimal value metrics, and ultimately the price point. This is one of the hardest problems in B2B SaaS pricing: how do you price a SaaS product that doesn't exist yet? You can't look at historical data because there is none. You can't test price sensitivity on existing customers because the product hasn't launched.
That's when you need a SaaS pricing consultant who can run rigorous pricing research before the product hits the market - not after.
Our role was to develop a go-to-market pricing strategy, including the pricing for SaaS products. Choosing the right pricing model is critical for SaaS growth and customer retention. A decision matrix can help clarify the best pricing model for the business by evaluating options against key priorities. This wasn’t a typical “optimize existing pricing” engagement. It was a full GTM strategy build: segmentation, packaging, value metrics, and price points for products that were still being developed.
This engagement required a research-heavy approach. When you're pricing something new, assumptions are dangerous. We needed real data from real potential customers - and a lot of it.
First, we applied our revenue engine diagnostics to ensure a granular understanding of the client's business economics. Even though the new SaaS products didn't have revenue history, understanding the core logistics business gave us critical context on customer value, margins, and competitive dynamics.
Simultaneously, we ran thorough desk research to get the complete picture of the logistics SaaS products market. This let us figure out how our client compared to the remaining players. We were also hunting for market trends that would enable us to make sound predictions that we could implement into our final recommendations.
Afterward, we ran a series of individual in-depth interviews (IDI) and Focus Groups in cooperation with our research partners from one of the most prestigious universities in Poland.
We identified the target group, which we divided into three categories. Our first objective was to determine if a given SaaS functionality was attractive enough for the customers to pay for it. This is fundamental to any value-based pricing strategy - understanding what customers actually value before you set a price.
Such action allowed us to understand the overall sentiment for each functionality our client had to offer. We identified which functionalities were perceived as table stakes and which were genuine differentiators by the customers. This distinction is critical for packaging: table stakes go into the base plan, differentiators justify premium tiers.
As a continuation of the IDI phase, we decided to run a few Gemba Walks - we visited the actual warehouses of clients' potential customers.
This approach allowed for a deeper understanding of the final customer's everyday challenges, fears, and priorities. We could then tailor communication against shortlisted SaaS products. Consequently, we could judge if the functionalities offered by our client were actually reflecting customers' needs - or just internal assumptions about what customers might want.
Gemba Walks are rare in pricing research, but they're incredibly powerful. There's a difference between what customers say they want in a survey and what you observe when you watch them work. That gap often contains the most important insights.
Lastly, we ran a CAWI research study with 600 participants to set the prices for the client's SaaS products. For that purpose, we used the Van Westendorp pricing method to uncover optimal price ranges.
Van Westendorp is one of the most reliable tools in pricing research for new products. It asks respondents four questions about price perception (too cheap, cheap, expensive, too expensive) and uses the intersections to identify the range of acceptable prices and the optimal price point.
The CAWI study also helped us precisely understand the preferred subscription models and how different customer cohorts diverged in their willingness to pay for various functionalities. This segmentation data was essential for building a SaaS pricing strategy that worked across different customer types - not a one-size-fits-all approach.
This engagement delivered a complete go-to-market pricing strategy for Apaczka's new SaaS products:
As a pricing consultancy, we don't just deliver a deck and disappear. We made sure the entire Apaczka organization understood the strategy through workshops and meetings. When you're launching new products, alignment across sales, marketing, and product teams is as important as the pricing itself.
This case is a perfect example of how to price a SaaS product when you don't have the luxury of historical data. You invest in rigorous pricing research upfront - qualitative and quantitative - and let the data guide every decision. It's more work than guessing, but the results are worth it.
Feature-based pricing empowers SaaS companies to monetize their products by allowing customers to pay for the specific features they truly need. Instead of bundling all functionalities into a single package, this pricing model gives customers the flexibility to select and pay for features that directly address their unique business challenges. For example, a project management SaaS might offer a core subscription for basic task tracking, with optional add-ons for advanced reporting, time tracking, or integrations with other business tools.
This approach creates a competitive advantage by aligning pricing with the actual value delivered to each customer. SaaS companies can use feature-based pricing to cater to a wide range of customer segments, from startups needing only essential features to larger organizations requiring advanced capabilities. When combined with tiered pricing, feature-based pricing allows for even greater customization-customers can choose a base tier and then add specific features as their needs evolve.
By giving customers granular control over what they pay for, feature-based pricing not only increases customer satisfaction but also maximizes revenue potential. SaaS companies can better capture the willingness to pay across different segments, ensuring that customers see clear value in upgrading or adding features. Ultimately, aligning pricing with the value of specific features helps SaaS businesses grow sustainably while meeting diverse customer needs.
Freemium and hybrid pricing models have become staples in the SaaS industry, offering flexible ways to attract and convert users. The freemium model provides a basic version of the product at no cost, allowing potential customers to experience its core value before committing to a paid plan. This approach is highly effective for customer acquisition, as it lowers the barrier to entry and encourages widespread adoption.
Hybrid models take this a step further by combining different pricing strategies-such as subscription-based, usage based pricing, and feature-based options-into a single, cohesive pricing structure. For example, a SaaS company might offer a free tier, paid plans with additional features, and usage based pricing for premium services or higher volumes.
While these models can drive significant revenue growth and expand the customer base, they also present challenges. Freemium offerings can sometimes cannibalize paid sales if the free tier is too generous, while hybrid models may introduce complexity that confuses potential customers. To succeed, SaaS companies must carefully design their pricing strategies to match the needs of their target customer segments and clearly communicate the value proposition of each plan.
By thoughtfully implementing freemium and hybrid models, SaaS companies can balance customer acquisition with long-term profitability. The key is to ensure that the free or lower price point tiers provide enough value to attract users, while paid plans and additional features offer compelling reasons to upgrade-ultimately supporting sustainable revenue growth.
A well-structured pricing tier system is crucial for SaaS companies aiming to reach diverse customer segments and maximize revenue growth. Tiered pricing involves offering multiple packages, each with a distinct set of features and a corresponding price point. This approach allows customers to select the package that best fits their needs and budget, while also providing a clear path for upselling as their requirements evolve.
To design effective pricing tiers, SaaS companies should start by identifying the essential features that every customer needs-these form the foundation of the entry-level tier. More advanced features, such as premium integrations, analytics, or dedicated support, can be reserved for higher tiers. For enterprise customers, a top-tier package might include customized solutions, premium support, or enhanced security.
The value proposition of each tier should be clearly communicated, helping customers understand what they gain at each level. A transparent pricing structure not only builds trust but also simplifies the purchasing decision, reducing friction in the sales process. Additionally, tiered pricing enables SaaS companies to target different customer segments, from small businesses to large enterprises, and to increase average revenue per user (ARPU) through upselling and cross-selling.
By aligning pricing tiers with customer needs and market expectations, SaaS companies can accelerate growth, improve customer retention, and establish a strong competitive position.
Getting SaaS pricing right is challenging, and common mistakes can undermine both customer acquisition and revenue growth. One frequent pitfall is adopting a one-size-fits-all pricing model that ignores the diverse needs of different customer segments. This approach can alienate potential customers who feel the product is either too expensive for their needs or lacks the features they require.
Another mistake is failing to regularly review and update pricing strategies in response to changing market conditions, evolving customer needs, and shifts in the competitive landscape. SaaS companies that neglect ongoing market research risk falling behind industry benchmarks and missing opportunities to capture more value.
Complex or confusing pricing structures are also problematic, as they can frustrate customers and hinder sales conversion rates. If customers struggle to understand what they’re paying for or how pricing aligns with the value they receive, they may abandon the purchase altogether.
Finally, not effectively communicating the value proposition can lead to underappreciation of the product’s benefits, making customers less willing to pay premium prices. To avoid these pitfalls, SaaS companies should invest in deep understanding of their customer segments, conduct regular market research, and ensure their pricing strategies are simple, transparent, and aligned with customer needs.
By steering clear of these common mistakes and continuously refining their pricing approach, SaaS businesses can drive sustainable revenue growth, improve customer satisfaction, and maintain a strong position in a competitive market.
600 participants interviewed with CAWI
Focus Groups study
Revenue Engine Diagnostic
Desk Research
Certified expert in price, revenue and margin management in B2B companies and e-commerce. Member of the prestigious Professional Pricing Society. At Valueships, he is responsible for the implementation of consulting projects and taking care of the profitability of clients. Prior to joining Valueships, he worked at McKinsey & Company in the area of pricing and strategy.
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Certified expert in price, revenue and margin management in B2B companies and e-commerce. Member of the prestigious Professional Pricing Society. At Valueships, he is responsible for the implementation of consulting projects and taking care of the profitability of clients. Prior to joining Valueships, he worked at McKinsey & Company in the area of pricing and strategy.
