Pricing and Packaging

There are probably three major questions to answer when operationalizing a GTM plan: What is the governance? Meaning who is in charge? What is the division of labor? Who holds what decision rights (e.

One of the biggest risks of operationalizing a GTM plan is the lack of a common understanding of the time it takes to do good marketing work, internally. Marketing shouldn't slow down product; but at

I'll answer this from the aspect of a GTM plan for pricing and packaging changes. The top 3 areas to identify and mitigate risk around include: 1) RISK: Did you get the Price/Packaging right?   Do

Great question. There could be many reasons why a GTM plan is deemed risky. Perhaps because a lot is hinging on a product launch, or a risky marketing campaign and the riskiest of all - you as a PMM a

Making assumptions about pricing and not vetting them with sales VERY early in the process Assuming that its a 'handoff' to sales enablement vs in reality its an ongoing partnership where PMM needs t

This is a great question because, as every PMM knows, each launch holds a surprise hiccup. If you can mitigate as much risk as possible before that time comes, then you’ll be successful in solving tho

Operationalizing a go-to-market strategy is not for the faint of heart. There’s a lot that happens between writing the doc (see narrative above) or slides and executing the strategy in the market. Her

Almost every launch has something unexpected arise not matter how much you plan. To me, the riskiest items are the ones that might be harder to change or adjust post-launch. Making sure there is prod

The biggest risk I typically see in GTM strategies is that it doesnt work. Somewhere, something was missed, or the messaging, product, etc. doesnt resonate with prospects and customers. ' I have foun

The most risky operationalizations in a GTM strategy to me are spray and pray (homogenous) campaigns, broad (not segmented nor sophisticated/suppressed, not segmented (targeted) and not timely (satura

Cross-functional collaboration, alignment, and execution are the most challenging aspects of operationalizing a GTM plan. Challenge: X-functional collaboration Solution: PMMs must ensure that a cross

It depends on the competitive dynamics in your market. Are you the market leader or a new emerging alternative? What are the important buying factors in your market and with your buyers? Is price a

A truly successful pricing and packaging exercise can't be completed in a vacuum which means competitive positioning must be included in the discussion. The main reason is that you don't want to creat

Your pricing inherently reflects the value of your products, and since competitive comparisons will inevitably come up in deals, you have to translate all your competitive research and market understa

Positioning (which by definition is competitive positioning since it carves out a place in the market where you are the clear winner) is your strategy. It defines who you're for and how you'll win.  A

The truth is most pricing problems aren't pricing problems. In fact, they are rarely pricing problems. They are just the causal impact of poorly understood and/or communicated positioning of a product

Pricing and packaging are positioning. They're the most concrete way you are defining the value and TCO of your solution relative to the pain a customer is feeling. But it's important to remember that

They go hand in hand. You need to keep a pulse on your competitors pricing & packaging so that you can adjust or create promos/spiffs to support your sales team when needed. That said, you don't b

I think competitive is one aspect of overall pricing and packaging, but it shouldn't solely dictate how you price or package your product. There are exceptions of course, and if your competitor is the

Your pricing and packaging are components of your competitive positioning - the way you group features or the value metric you use to charge a SaaS fee helps frame your offering to your target audienc

Really depends where you stack up in the competitive ranking.  Let's say there are three products: Mercedes, Toyota, Pontiac. The price reflects the package. That's why Mercedes are $50k and Toyotas

Pricing will be one of the elements of how your brand is perceived.  Priced low - you might be thought of as an early-stage startup who doesn't have product/market fit yet or isn't confident in their

At HubSpot we have a “master” positioning guide that exists for every core product and is shared on a central wiki that everyone can access. This positioning guide helps inform the work of marketers,

Generally, product marketing creates messaging guides for new products, features, pricing, campaigns, company positioning, etc. While develop the messaging guide, we typically solicity input from oth

I mentioned in another post that I have come up with a structured process for messaging development. with my team of product managers and product marketers, I work through a series of questions that

In my view, the whole point of messaging guides is that they are shared as widely and as openly in your organization as possible. We actually keep a "launch tracker" document (google sheets file) that

One thing I try not to do is share content or messaging without walking the person I want to get feedback from through the context and purpose live on a call/zoom. Sending something over for feedback

What I’ve learned from great leaders who are able to inspire and motivate is to gain consensus before you walk into the room. This is pretty much how I have shared messaging guides internally to ensur

We are still working on refining our process here, however, our usual process is to attend the commercial team all-hands to notify them of any new messaging guides and materials and then we record a m

I have my clients create a team responsible for positioning a B2B product and seeking input and feedback throughout the process from key stakeholders - especially sales. Once the team is confident tha

This is a really good opportunity to take a step back and look at your platform from the eyes of your customer. Are there groups of products that resonate with similar audiences? Or maybe they all dri

Too many to count! I’ll give you a rundown of my top ones: Keep the conversation focused on value not price: The more you focus on price, the more the customer will. The more you focus on value in y

The first thing I do when considering a price increase rollout is research. Some of the key pieces of information you need to gather are: Past average selling price (for an existing product or simila

When implementing a price increase rollout, as a marketer, some best practices to keep in mind include: Communicate early and often: Provide advanced notice of the price increase to customers, and co

I'd start by evaluating a few things:  - How have you positioned yourself? Are you positioned with lower-priced competitors?  - What's your ideal customer and does this customer fit that criteria?  -

Do not try to justify or explain why you charge the way you charge but better to engage in a conversation and prompt the prospect to share with you their reasoning. Start with some silence and then ex

I’ll start by saying that if you’re consistently hearing that feedback, your job as a PMM is not just to come up with messaging to handle the objection but also to make sure you’re getting to the roo

When faced with the common objection "Your prices are too high!", as a marketer, you can employ the following strategies to overcome this challenge: Address the customer's concerns: Acknowledge the i

Similar to other questions above, there are lots of resources to leverage when thinking about pricing and packaging including competitor pricing. Here are some that I've found most useful: Competitor

Pricing for enterprise software is harder to find than pricing for SMB products, but it's still available. Here are a few places to start.  Your sales team. Trusted contacts will often share useful i

Someone is theoretically in charge of the product roadmap (Head of Product, CEO).  They're your best friend. Use them! I find that a bi-monthly sync on state of the roadmap is helpful.  The agenda

Product deployments should really not affect pricing significantly especially weekly changes. Really you should only focus on pricing and packaging changes for big feature additions which are probably

It's become a trend today to publish pricing pages, 75% of companies do. But this is by no means a virtue. The following is an excerpt from my book, Price To Scale. "When you have a large market with

Deeply understand your target customer and their buying preferences. How do they want to purchase from you? Will knowing the price up front help in the buying process? Are you losing out on prospects

This is a tough question as it causes a lot of fear especially for salespeople who think it will limit their ability to maintain their current average selling prices but in fact studies have shown tha

Definitely check out some of the research resources I've mentioned in previous answers. I would also interview people at your company, salespeople, your CEO, finance, etc and also see if you can get a