What if different customers get value from different aspects of our product – is it ever feasible to offer different pricing metrics for different customer profiles, or would that just become chaotic?

Based on our SaaS pricing strategy guidance in Price to Scale, it is absolutely feasible to use different pricing metrics for different customer profiles—but only if you approach this strategically. Here are some key points from our book:

• Tailor to Value: As discussed in the book, customers may derive value from different aspects of your product. By aligning pricing metrics with the specific value each segment receives, you can better capture willingness to pay. For example, if one customer type values usage frequency while another focuses on premium features, using separate metrics can more accurately reflect that value.

• Segment Clearly: The book advocates for clear segmentation. Whether through a Good–Better–Best model or a modular pricing approach (as illustrated with the Newco example), it's important to design distinct packages that cater to each customer’s unique needs. This avoids the chaos of a one-size-fits-all model and keeps the structure both transparent and manageable.

• Maintain Consistency and Simplicity: While different metrics can be introduced, the implementation should remain straightforward. The goal is not to confuse customers but to transparently tie price to the value they receive. Overcomplicating the pricing model can lead to integration challenges and misinterpretation of value.

In summary, offering differentiated pricing metrics is not inherently chaotic if executed with proper segmentation, clarity, and an unwavering focus on value. Our book emphasizes that aligning pricing metrics with customer-specific benefits is a powerful way to grow both adoption and revenue.