One hot question from us to kick off the week:
How do you actually get internal alignment during a pricing change?
It’s where many teams stumble - leading to confused customers and frustrated sales reps.
Common roadblocks:
What’s worked for you?
How do you get buy-in and equip frontline teams with the “why”?
Any hard lessons?
Think this one really depends on the size and scale of the org. Large enough teams will have a dedicated pricing function but in absence of that I think having a small working team with a clear leader is the way to go.
Particularly liked how the Superhuman handled this in their latest pricing change.
Their project was conducted by a small working team. They regularly updated executive sponsors, but were given true autonomy to figure it out. Once they made a decision, the working group pulled in the Growth and Customer teams who were instrumental in introducing the updates to customers.
The leads on the project, Alex and Gaurav, pushed back hard on a committee and think it’s actually a competitive advantage for startups to get rid of the committee approach to iterate faster.
Curious what others think!