Hi guys I'm doing an 45 podcast/interview with @Joe Fleming, who is part of this community. Joe is a founding partner at Venortech and specialises in recruiting Pricing people for B2B SaaS. So: what should I ask Joe about recruiting, hiring, staffing etc for pricing? (PS: also let me know if this interview format seems like an overall good idea)

So far I think this community is off to an amazing start. Is there a link I can use to invite other pricing folks I respect? I've entirely forgotten how I signed up.

Hi all. Currently, I'm working at a B2B SaaS firm (Firm A), providing solutions for clients worldwide, including the subsidiaries of our Group. Transfer Pricing Challenge In the transfer pricing model, my firm must carefully manage the pricing of its services to ensure: 1. Tax Minimization: Firm A subsidiaries aim to minimize profits to reduce their corporate tax burden. This is achieved by inflating internal costs (e.g., software licensing, infrastructure costs) to reduce reported profits. 2. Benchmarking: For services like network infrastructure, data centers, and proprietary e-wallet software (which have no direct competitors in the market), pricing can be inflated without market benchmarks to justify the costs. 3. Tax Compliance: The strategy must demonstrate that the cost structures make sense from a regulatory perspective, especially in jurisdictions like Myanmar where Firm A has significant investments. Evidence Constraints To create a framework for standardized pricing, Firm A: 1. Use a Cost-Based Pricing Framework: This method is widely used in transfer pricing, especially when benchmarking data is unavailable due to a lack of competitors or comparable services. However, pricing SaaS products is inherently challenging, as they are difficult to value. 2. Document Competitive Advantage: For services that cannot be benchmarked (e.g., proprietary e-wallet software or network infrastructure), Firm A can demonstrate how these products offer unique advantages. However, we lack the information about other competitors price, and if we set our price higher, we need to prove the value proposition thoroughly during audit. Key Question Our goal is to maximize profit through transfer pricing to our headquarters in Vietnam by increasing the cost of all SaaS products. We must develop research-based evidence to proving our pricing during audits. The main challenge lies in identifying evidence: strategies and supporting data that effectively validate our B2B SaaS pricing.

Hi guys What community activities and content would you like (or even participate in)? Stuff I can do: 1) Open Q&A with me (e.g. monthly) 2) Teardowns: send me your pricing case and I'll record as I open it up and provide live feedback. 3) Webinars on topics (like the ones scheduled) 4) ? ... let me know Stuff community members can do (but I can help arrange): 1) Cases: go on a podcast with me and show off your pricing project: objectives, process, new model, outcome, learnings etc. 2) Pools: e.g. 'How often do you change pricing?' 3) Guest speakers: we invite people to come and give an AMA session, present their work, their new book etc. (or that guest speaker is YOU!) 4) Collaborative Document Creation: someone posts a link to a google doc with a 1st draft of a document like: an email to tell customers prices go up / end of life of a product / job posting for a pricing manager / SOP for sales to give discounts / ?? - community can then edit, comment and create a 'final' version (or 7 different versions), which gets put in a common library for all. 5) Experience marketplace: e.g. "I need some coaching on how to get Sales to stop selling bespoke solutions. I can offer tested framework for how to prioritise feature development in collab between Sales and Product" -> people find each other and take it to a private conversation. 6) ??? let me know your ideas Use this thread to discuss, suggest and just to let me know what you'd actually invest time and attention in consuming, participating in etc..

I was going through the Classroom course on Packaging and I have few questions @Ulrik Lehrskov-Schmidt 1. While taking an inventory of features, how do i clearly identify the commercial features? Are these features serving only a certain category of customers, like for example, something that only a tier1 customer might use? 2. Is it mandatory to have commercial features?