Pricing is a strategy, not a survey
We price like our competitors no.
Your competitors
are guessing too.
You looked at three competitors, picked the middle number, and called it market rate. So did they. Nobody in that chain has actually priced the value you deliver.
What's wrong with the number you picked
Three findings from every pricing teardown
Everyone lands on your cheapest plan
If the whole market converges on the bottom tier, that isn't a pricing win. It's a sign your tiers are priced by guesswork, not by what each one is actually worth. You're leaving the top of the curve empty.
Nobody flinches at your price
If no prospect ever pushes back, your number isn't testing anything. A price with no objections is a price set too low to teach you what people actually value. Silence isn't agreement.
Your pricing page lists features, not outcomes
Six tiers, forty checkmarks, and a prospect still asking which one is for them. A pricing page should communicate value in one sentence per tier, not inventory. Rewrite it around outcomes.
How I fix a number picked out of thin air
Find what your product is actually worth
I look at the outcome your product delivers and price against that, not against whatever your competitors happen to charge.
Cut your tiers down to ones people can choose
Two or three options, each an obvious answer for a specific customer, instead of six that all blur together.
Give you the rebuilt pricing page
Not a spreadsheet of options. The two changes that move revenue most, with the reasoning behind each one.
Related reading
More on charging what you're worth
Stop pricing by committee vote.
A teardown finds what your product is actually worth and rebuilds the page to say so.
Book a teardown