A B2B SaaS pricing reset that lifted net revenue retention 14 points.
Rewriting packaging and price for a Series-B platform whose usage patterns had drifted years past its original three-tier plan.
NRR points recovered
ARPA uplift in first two quarters
Renewal rate held through migration
The Challenge
Usage on the platform had bifurcated: a long tail of small teams were paying enterprise prices, while a growing cohort of large accounts were extracting 4x the value at the same seat rate. NRR had slipped from 118% to 104% in six quarters.
The founding team had rewritten pricing twice in twelve months, each time by intuition. Sales was losing deals at renewal on price perception, not competition.
Our Approach
We ran a value-metric audit against 240 accounts, mapping every feature toggle to observed retention and expansion. Two features drove 71% of stickiness; four others were free perks nobody would notice if removed.
Pricing research paired van Westendorp with willingness-to-pay conjoint across 180 buyers, calibrated against actual won-lost data — not stated preference alone.
"The pricing sheet is now a strategic document, not a spreadsheet the sales team argues about."
— Head of Revenue, client company
The new architecture: three usage-linked tiers with a clean expansion path, and a redesigned enterprise contract with a floor plus a metered ceiling. Rollout was staged: new customers first, existing on renewal, no forced migrations.
The Outcome
The engagement delivered 14 on nrr points recovered, 23% on arpa uplift in first two quarters, and 89% on renewal rate held through migration — measurable, defensible, and owned by the client team on day one after handover.
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