SR
ENExample situation: SaaS Pricing Increase
Suppose the time has come to raise subscription prices.
Business situation
A B2B SaaS company has not increased prices for four years while hosting, support, security, and product-development costs have risen. Management believes the product is underpriced, but worries that a broad increase could trigger churn among long-standing customers and create an opening for competitors.
The decision
Should the company increase prices, by how much, and how should existing customers be treated?
What to question
How many customers would actually leave, and would the remaining revenue still be higher than today? Should existing customers be treated differently from new ones? What are competitors currently charging for similar value?
How the depth changes
Focused → broader → deepest
Four perspectives focus on unit economics, assumptions about customer sensitivity, operational execution, and the strategic reason for repricing.
Nine perspectives add customer psychology, competitive positioning, communication, downside cases, contract constraints, and willingness-to-pay…
Fifteen perspectives test cohort economics, negotiation rules for key accounts, grandfathering costs, regulatory/contract notice requirements, sales…
Have a decision like this?
Describe the situation in a few sentences. We suggest the appropriate analysis level.
Compare Essential / Consilium / Grand Consilium