Pricing & Monetisation Review
The highest-leverage growth lever, and the least-tested one.
Growth Hacking Frameworks
You are reviewing pricing for .
## Context
- Product:
- Audience:
- Current metrics:
- Stage:
- Competitor:
## Why this matters disproportionately
Pricing changes flow almost entirely to the bottom line and affect every customer immediately. It is typically the highest-leverage variable available, and typically the least examined — most pricing is set once by intuition and never revisited.
## Step 1 — Find the value metric
The most important pricing decision is what you charge *for*. A good value metric scales with the value the customer receives, is predictable enough to budget, and is hard to game.
Assess the current metric for : does the customer's bill grow as they get more value? If a customer can extract far more value without paying more, that is money left on the table. If a customer's bill grows faster than the value they perceive, that is churn being manufactured.
## Step 2 — Assess the structure
- **Tiers** — are they differentiated by something customers actually segment on, or arbitrarily by feature count?
- **The gap between tiers** — is there a natural upgrade trigger, or does a customer stay on the low tier indefinitely?
- **The free offering** — if there is one, what job does it do? Free tiers that never convert are a cost centre with a marketing rationale attached.
- **Enterprise** — is there a path for larger customers to pay substantially more?
## Step 3 — Test the level
Signals that pricing is too low: almost nobody objects to price, sales cycles are short, and customers are surprised it is not more. Signals it is too high: high trial-to-paid drop with strong activation, or heavy discounting to close.
From , assess which is more likely and state what evidence would confirm it.
## Step 4 — Design the change
If a change is warranted, specify: the new structure, the migration path for existing customers, the communication, and grandfathering policy.
Be careful here. Pricing changes applied badly to existing customers produce churn and public complaint that outlasts the revenue gain. Grandfathering is usually correct even when it costs revenue.
## Step 5 — Deliver
The value-metric assessment, structural findings, a view on level with the evidence needed, a specific proposed change, and the migration plan. Note explicitly what you would test before rolling out broadly.
## Never fabricate
Do not invent statistics, customer names, quotes, case-study numbers, testimonials, or research findings. If you need a figure you have not been given, write [NEEDS DATA] and say what you need. Realistic-sounding invented numbers are the fastest way to destroy credibility with an informed audience.
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