Thanks for accepting me in your community. I have spent two months reading The Pricing Roadmap book and watching Ulrik´s videos to improve my company aproach on pricing. We have a lot to work and learn and is super exciting to carry on this project. I have, however a much pressing question. We provide a monitoring and control saas service for mining, water utilities and energy companies and we also install and mantain our monitoring instruments. We deal with much bigger than us, cupper mining companies and pulp companies, among others. They frequently pick their suppliers on biddings and lately some of the biddings require we sell the platform to them because they want complete control on their data. Related to this, some big energy intensive companys have told us, no, we cannot work with you because all our data must remain within the house for security resons. So, I was thinking.. A "job to be done" would be ...I want others to develop my platform but I want to run it withouth the data going out. If we develop, and deliver an entire platform for each of this requests. How are we suposse to charge? and more important.. should we do it? Could we answer in other way with out losing this opportunities? If you could guide me in this, I would really aprecciate it. Kind Regards and excuse grammar english mistakes.

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.

I'm wondering, what is your approach towards value quantification? It's easy to take $X revenue your product generates or calculate how many frauds it prevents, but how do you do it for competition? I obviously know MaxDiffs/CJAs analyses can help, but how do you guesstimate without the research or initial data? Calculating value for every feature seems like an absurd task, and there is no way you can do it regularly.

I was recently running a pricing consultancy project with a company that created an "automatic scheduling" API-as-a-service to integrate with the scheduling software. The value of the service is that it saves the time of the manager from having to schedule the shifts. Their pricing model was solely usage-based with the metric being: per scheduled employee per month. This had 2 major downsides: 1. No revenue until the customer started using the service. 2. Seasonality fluctuations with lower revenue during holidays and vacation periods. We came up with 2 possible models to mitigate these revenue lulls. 1. Hybrid subscription model, where you pay a subscription fee per month from day one in addition to the transaction fee per scheduled user. 2. 3-5 Transaction buckets/packages that you start paying for from day one. i.e. Package 1 includes x nr of transactions and if you go over you need to upgrade to the next package, etc., etc. @all in the community- which one would you have chosen?

brilliant concept in the webinar from yesterday. very tangible example with the plumber ... nevertheless, even after applying this to the ai21 case, i am still struggling a bit to translate that to our own reality, or at least how i evaluate where on the two scales a certain aspect ranges. that might have to do with me (in this case) working on a new offering that doesn't have customers yet. What is your experience @all: If you can't ask existing customers, do you start elsewhere than suggested on the webinar? Do you ask prospect customers for your future, even though they might not understand your product/service without explanation? I know its a bit the chicken-egg thing - just curious for your experience.