Would it ever make sense to use one pricing metric for one segment of customers and a different metric for another (for instance, small businesses vs. enterprises), or would that be too confusing and hard to manage?

Based on the perspectives outlined in our saas pricing book, Price to Scale, it can make sense to use different pricing metrics for different customer segments—but only if the benefits outweigh the additional complexity.

Below are a few key points from the book:

• In some cases, like with Newco’s example, a single pricing metric (IP addresses) was chosen to maintain simplicity across products. The sales team and field leadership favored a unified approach because it streamlined their process, even if that metric wasn’t a natural fit for every offering.

• Conversely, companies can adopt a segmented approach—using one pricing metric for small businesses and a different one for enterprises—if each segment derives value differently from the product. For instance, within a Good–Better–Best framework, different packages might map to distinct metrics that better reflect each segment’s usage patterns and willingness to pay.

• The key trade-off is between aligning pricing with the customer’s perceived value (letting you capture more revenue based on differentiated needs) and keeping the pricing model simple enough for sales teams and customers to understand without confusion.

In summary, while it might seem appealing to tailor the pricing metric for each segment to more accurately reflect value, our book stresses that simplicity often wins, especially when it helps the sales organization close big deals. Consider your sales motion, product complexity, and customer behavior before pursuing multiple pricing metrics.