In a GBB editions packaging model, one thing that I have come across quite a bit is having the number of users that each edition can support be restrcted, e.g.: - Good: max users allowed 5 - Better: max users allowed 10 - Best: unlimited users Note that these are not included users, they still have to be bought at whatever scale metric/tiering you might be using. The premise is that we thus avoid having a customer that should fall into a higher edition purchase a lower edition. I have a few issues with htis approach: It is that this is a sort of artificial fence between editions that has nothing to do with the value delivered. We are effectively forcing, rather than shepherding the customer into buying a specific edition, at best resulting in some bad feelings. In reality, sales conversations often end up discussing these limits with customers when they could be spending that time closing the deal. The better way to address this is obviously to create fences based on features. The value should come from using the product's features, not a tax for being a more efficiently run business that results in you needing less users. I bring this up here because Sales often like this approach of restricting users, and it's surprisingly difficult to get them off that horse. Has anyone had the same experience I have, and how have you worked with Sales to enable/coach them to change their way of thinking? Do you have circumstances where the artifical restrictions of users available per edition is an appropriate ringfence to differentiate between editions?

Hey Ulrik I really liked your session today and how you get all your stakeholders to agree on pricing within a single workshop. My biggest question is how to ensure ongoing collaboration later. In my experience it's very difficult to keep stakeholders aligned on pricing objectives, given their different interests. Have you come across any solution that is less formal than a regular pricing alignment meeting? From which point on would you recommend dedicated pricing/revenue growth professionals?

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..

One of the most puzzling questions I have as a management consultant on Strategy & Margin is the lack of PriceOps. We know research shows that companies that evaluate, adjust and change pricing often, grow several folds faster. We start to see RevenueOps adopted in some organizations (I created RevOps Transformations at PwC), but PricingOps is a very important part of RevOps. I think Pricing should be considered a core function of a business, and not a standalone project done when... well, we are running out of money or we are raising a new round. Any thoughts on this?

Good morning, I am curious to understand what you have seen as key success factors when it comes to work that needs to be done behind the scene (i.e. systems like CPQ, masterdata, managing your SKUs...) in order to successfully execute a new package and pricing design. Thanks!