Your per-seat model is quietly killing your expansion revenue.
Two motions. One leaking system.
PLG
• AI features shipped last quarter are sitting in the same plan they were six months ago.
• Your pricing page hasn’t been A/B tested once.
Enterprise
• Renewal discounting leaks more than new business.
• Your best customers are on 2019 pricing and everyone is afraid to touch it.
Three interventions. One pricing system.
Packaging & value metric redesign
Discount governance
AI feature monetization
The 8-week sprint
Before week 1
Week 1
Week 8
The economics change by industry
67% of CEE companies have a dedicated pricing page, and 74% of those pages are transparent.
Only 42% of CEE SaaS companies adjusted their prices in 2024, and just 14.4% raised them.
Top-maturity companies leak 3-8% of MRR. Bottom-maturity companies leak 17-25% - at EUR 5M ARR, that's EUR 150K-EUR 400K versus EUR 850K-EUR 1.25M left on the table every year.
Pricing discussion frequency is the only metric in the survey below 3.00 - nearly 30% of respondents scored it 1 or 2.
Discount strategy scores 3.59; price increase basis scores 3.18. Revenue defense is stronger than revenue expansion - which systematically caps NRR growth
39.5% of the market scores Medium across all three pricing dimensions - Toolkit, Setting, and Execution - while just 3.9% score Low across the board. The typical failure isn't total absence; it's a half-finished build.
Companies tell customers what they're worth without ever measuring it: value messaging scores 3.86/5, willingness-to-pay assessment just 3.13/5.
72% of companies have no recurring structure for pricing conversations - and only 17% run a dedicated Pricing Committee
Most European SaaS companies are functional pricers - few are good ones. At EUR 5M ARR, that gap runs to EUR 500K-EUR 900K a year, not from a weak product or slow sales, but from a process that was never built.
Pricing changes that show up in revenue
We had plans and deals, but pricing didn't reflect our value. A price increase was necessary, and Valueships provided a clear strategy. Adding a custom element kept Sportmonks attractive. The collaboration was direct, with no unnecessary meetings.
We worked with the Valueships team on our pricing and they were the most thorough, professional, precise, scientific and strategic company we have worked with. Loved the team and what we together came up with. We’re slowly implementing our pricing model now for Salesmsg based on the new model they made for us.
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Working with Valueships was incredibly valuable. They’re one of the few agencies that truly deliver -with deep SaaS expertise and measurable results. Together, we redesigned our entire pricing structure and launched a new pricing page, which delivered a conversion uplift of over 12%, empirically confirmed through a split test. I can highly recommend Valueships to any SaaS founder who wants to unlock the full potential of pricing.
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The business impact of the pricing changes and ROI of the project was so high we even had to communicate it to our investors. It was the first time we have approached the pricing model thoroughly: with data and research. We wouldn’t be able to do it without Valueships.
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As CFO, I've observed a notable shift in our approach to growth and business. We've transitioned from a client growth-based strategy to a value-based strategy to reflect the value of our tool for our clients. This approach has instilled a sense of calm in our management team and bolstered our business confidence in a way you cannot underestimate.
Valueships brought the outside-in perspective we needed. With their sharp understanding of pricing strategy and strong diagnostics around our revenue engine, they gave us a clear view of where we stood and what was possible. We paired that with our own knowledge of the product, our customers, and where we’re heading. The result was a pricing strategy that works from all angles - financially, customer-wise, and in sync with our long-term product direction. It was a real collaboration, and the outcome reflects that.
Valueships supported us on key strategic initiatives over the course of 2 years. Valueships experience in strategy planning and execution as well as scaling the organization was very useful. Team is agile, focused on the results and always takes into consideration the big picture. They are not afraid to stand by their recommendations, which is proven by joint collaboration during implementation. I find our cooperation very helpful.
Working with Valueships was a pleasure from start to finish. They framed the problem correctly, provided us with a structured approach, calculated the impact of our potential decisions, and facilitated the change management process throughout a few months.
Valueships expertise in SaaS pricing and deep understanding of our challenges were evident from the outset. Their analytical approach, combined with an insightful communication strategy, not only drove our MRR significantly up but also ensured customer retention. The team at Valueships didn’t just provide a solution - they equipped us with tools and insights that will benefit us for years to come.
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Our cooperation was super smooth. Everybody was very involved and excited on both sides, and we quickly built a great relationship. It felt almost as if they were a part of our team, new folks trying to prove their worth. Their recommendations were eye-opening even for a team that went through the process probably 15+ times in the past.
The value & price waterfall
We walk in with hypotheses, not questions.
Most SaaS pricing problems look like a packaging issue but live somewhere else entirely — in the value metric, in the renewal motion, or in how sales handles price objections. We map upstream and downstream before we touch anything.
We don’t run all seven diagnostic exercises. We run the ones that validate or break the specific hypothesis we walked in with. That’s what gets you a working system in 8 weeks instead of a comprehensive report in 16.
We’ve run enough B2B SaaS pricing engagements to know the patterns. Renewal discounting leaks more than new business, expansion revenue stalls because the value metric is wrong, and what looks like a packaging problem is usually something deeper in the waterfall. We know where to dig — because we’ve dug here before.
A good fit looks like this
B2B SaaS or AI-native company. 40+ headcount (20+ for AI-native). No dedicated Head of Pricing.
A product that delivers measurable economic value - but pricing that doesn't reflect it. AI features live. Packaging designed around engineering constraints, not customer segments.
Founder, CEO, CRO, VP Product who owns the strategic monetization decisions.
If your sales team discounts to close, your AI features went live without a pricing decision, or your customers leave at renewal without knowing what they paid for - this is the right starting point.
Find the value hiding in your business
If you haven’t touched it in about two years, or you’ve shipped meaningful features since the last change, it’s overdue. Pricing set at one stage silently caps revenue at the next - the top SaaS companies revisit it several times a year, not once a funding round.
Often, but not always. Per-seat is simple and predictable, but it caps expansion when your product’s value isn’t tied to headcount. The real question is whether your value metric matches how customers actually get value - and that’s what we diagnose before recommending any move.
Usually an expansion-revenue problem, not an acquisition one. If your pricing doesn’t grow as customers get more value - wrong value metric, wrong upgrade trigger, or discounting that leaks on renewal - you add logos without adding account value. That gap is the most common thing we fix in SaaS.
Yes. They leak value in different places - PLG upstream in the value metric and upgrade trigger, enterprise downstream in discounting and renewals - but they usually share a root cause in the value metric. We treat them as one system, not two projects.
Yes. Our work moves fastest when there’s enough deal volume to validate pricing quickly, but early-stage teams often have the most to gain from getting the model right before it’s locked in. If pricing is on your mind, the best first step is a quick consultation to see whether now’s the right time.