Integrating New Product Features Into Pricing Pages

I spoke at HubSpot’s massive INBOUND conference yesterday. And I talked about poetry :) Stay with me. Imagine you're selling AI poetry. Would you ask someone to pay for your Ai poetry before or after they read it? This depends on whether people understand how good (or not good) Ai poetry actually is. Research done with over 16,000 people found that people had no idea. They thought AI-written poems were actually written by humans more often than they thought human poems were written by humans. And they liked the AI poems more. So the problem isn't that AI is off or “bad”, it's that people's preconceived notions are killing adoption before they even try it. At INBOUND, I shared data from my team at Irrational Labs on what we call "closing the experience gap." When people don't know what something is, they fill in the blanks with their worst assumptions. AI = unpredictable, impersonal, "not as good as human." But once they actually use it? Those assumptions crumble. The solution: Ask them to pay AFTER they have experienced your AI feature. There are a lot of ways to close the experience gap, but pricing is a lever most companies are overlooking. Here are three pricing hacks to close the experience gap: 1)  Reverse trials: Bump users up to a higher tier first, then down to lower tier after 14 days (like Airtable) 2) Feature-specific trials: Give free credits just for the AI feature in lower tiers (like Notion AI) 3) Usage-limited access: Limited credits instead of time limits (like Grammarly's approach) The key insight for product and growth teams: Your pricing model isn't just marketing. It's a product strategy that drives actual usage. When you let people experience the value before the commitment, you're fundamentally changing their mental model of what AI can do. Or said differently: Stop asking people to buy the poem before they read it. What approaches have you tried to get users to actually experience your AI features? #BehavioralScience #ProductStrategy #AI #UserAdoption

I’ve seen founders spend 18 months perfecting features, but never spend 18 hours perfecting pricing. Result? They leave 30–60% ARPU on the table. Truth: Investors don’t just ask “What’s your MRR?” They ask “How much pricing power do you have?” If you can’t flex pricing and still win, you don’t have a moat. --- The Pricing Architecture Playbook (8 Weeks to Fix) Step 1: Build the 3×3 Grid → Packaging (Good / Better / Best) → Monetization (Per Seat / Usage / Value Metric) Most startups only pick 1 dimension. The winners combine 2. Example: per-seat and usage thresholds. Step 2: Map Willingness-to-Pay → Interview 20 customers. → Ask: “At what price is this too cheap? Too expensive? Fair?” → You’ll be shocked how much higher the “fair” number is. Step 3: Design Fences Create reasons to upgrade: → Seat limits → API caps → Feature gating (must-have, not nice-to-have) If customers can sit forever on your lowest tier, you’ve failed pricing. Step 4: Run 2 Price Tests (Weeks 5–6) A/B test new vs old plans with fresh leads. → Watch conversion + churn. → If conversion holds, lock new pricing. Step 5: Roll Out With Confidence (Weeks 7–8) Existing customers? Grandfather old pricing for goodwill. New customers? Pay the new rates, no apologies. --- Real Case Study → SaaS startup at $80 ARPU, flat for 9 months. → Rebuilt pricing with Good/Better/Best tiers + usage fences. → Tested $99, $149, $299 packages. Result (in 8 weeks): → ARPU jumped from $80 → $128 (+60%). → NDR went from 102% → 128%. → Next fundraise: valuation doubled - off the same product. --- If your pricing slide in the deck is one neat table with 2–3 plans, you’re probably undercharging. If you haven’t tested new pricing in the last 12 months, you’re definitely undercharging. And if you’re scared to raise prices? It means you don’t believe in your own product. --- The fastest way to add runway isn’t raising more money. It’s fixing your pricing power. --- Want brutal clarity on your startup? Skip years of wasted effort and stop making expensive mistakes. Get direct advice on your deck, fundraising, GTM, or founder challenges. Book a no-BS 1:1 call with me here: https://lnkd.in/gWV8DT56 💬 Drop your most burning pricing question in the comments. ♻ Repost to save another founder from starving while sitting on hidden ARPU. 🔔 Follow Anshuman Sinha for more Startup insights. #Startups #Entrepreneurship #VentureCapital #AngelInvesting #Innovation

Just published my walkthrough covering the entire setup process for the new Promotions feature including designing a promotion for a product in your catalog. Video covers :  → Enable prerequisites in Setup (Global Promotions Management, Price Waterfall)  → Create a Rule Library with context mappings  → Add Promotion Execution element to your Pricing Procedure  → Modify your Product Configurator Flow to display promotions  → Assign permission sets to users Once it's all set up, users can see and apply promotions from Browse Catalogs, the Product Configurator, and the Transaction Line Editor and the price waterfall shows exactly how promotions affect pricing.  Full video walkthrough and blog post are live on thecloudupdate.co and my YouTube channel.

Last week we updated our pricing page at Sybill. Here’s the before, after, and what I changed. 👇 The biggest problem with the old page is that it didn’t pass the glance test. You couldn’t skim and immediately know 1) what makes the plans different, and 2) which plan is for you. Here’s how I tried fixing that: 1. Hinting at plan types in the hero. Instead of a value prop, I tried to make it crystal clear that you can sign up for Sybill on your own (PLG) or with a team. 2. Clear, simple plan descriptions I made sure the sub copy for every plan highlighted what made that plan different (e.g. with the Business plan, it’s now clear that you get CRM integration and customization) I also trimmed down the # of check marks for simplicity. 3. Ditching the very, very long feature table. Nobody likes endless check boxes. So I added two new sections titled “What you get with every plan” and “What you get on the Business plan and above.” The feature tiles are way easier to skim than the mega table. 4. Adding a section on using Sybill to replace or alongside an existing call recorder. Sales teams have a tight grip on their call recorders, so communicating how we can replace or work with those tools is important. 5. Added a section on different seat types. 6. Finally, I added a Storylane demo to help all those nervous prospects along. I don’t see a lot of demos on pricing pages, but my thinking is that if someone is reading this far down a pricing page, they’re invested and might take the tour. An interactive demo might be that last nudge they need before they trial or book a demo. And that’s it! There are some other changes in there, but I’ll save those for the hyper-observant nerds. Let me know what you think! #storylanepartner

Pricing is HARD. Quick learnings for you 👇 What we've been working through at Goldcast After going multi-product very early (When we were ~$5M ARR) It leads to some weird decisions like "How do we show pricing on our website?" (now there we have multiple entry points) The even harder question? "How do we bake in new products that replace a point solution into the pricing?" Let's break down two approaches. OPTION 1: Increase prices to existing tiers ✅ Clean story for new customers ❌ Forces existing users to upgrade Making it a part of an existing tier and increasing its price is the right move for new customers, but it makes existing customers jump tiers to get that feature (or equally bad is giving it to them for free), which psychologically feels onerous to them. VS OPTION 2: Make new products add-ons ✅ Easier for existing customers ❌ Feels like nickel and diming Making those as add-ons feels like the right thing for existing customers, but complicates the pricing for new customers and they feel like we are nickle and diming them. No easy answers here haha. That's why I'm studying compound product companies. Like Rippling and Ramp. We don't have a perfect answer but I think a pursuit of a "simple" pricing takes away value and is not the best goal to have Even if the presentation is a bit messy. Complex pricing that delivers value > Simple pricing that confuses value. Ultimately we aim to save our customers double digit %age at the least if they adopt our full suite of products in lieu of the multiple point solutions they have. That guides our ultimate price point. Thoughts?