B2B software
pricing strategy.
The pricing architecture (licensing, packaging, and pricing) designed from your transaction data and operated continuously after we ship it.
SPP is a B2B software pricing consultancy that works from transaction data and live dialog, not surveys. We architect licensing, packaging, and pricing as one system, designed against your customer base, deployed through your sales motion, and operated continuously through LevelSetter.
Continuous monetization on subscription, renewable. The architecture compounds with every deal instead of aging on a shelf.
analyzed.
architecture intact.
pricing practice.
Pricing was set years ago and the product, the market, and the buyer have all changed since. Discounting fills the gap that the architecture should.
When pricing becomes the bottleneck, that’s the call.
When pricing strategy
becomes the work.
Win rates
declining
Deals stall in procurement. Competitors undercut on price, not product. Discounting requests climb every quarter, and the deal desk is the slowest part of the sales cycle.
New product
launch
The wrong metric or package at launch anchors every deal that follows. Getting it right before the first close matters more than fixing it after 500.
Perpetual-to-SaaS
migration
Moving from perpetual licenses to subscription. Every legacy customer needs an individual transition model, not a blanket cutover date. The base migration is the work.
PE pricing
uplift
Due diligence flagged pricing as a value creation lever. The timeline is 90 days. Starting from transaction data, the diagnostic phase compresses dramatically.
It’s not a pricing problem.
It’s an architecture problem.
Your pricing was set years ago. Maybe a spreadsheet exercise before launch. Maybe a number that “felt right” to a VP. The product has changed, the market has changed, and the pricing hasn’t kept up.
Underneath the symptoms (declining win rates, runaway discounting, packaging that doesn’t fit), three architectural decisions have drifted apart: licensing model, packaging model, pricing model. Salespeople paper over the gaps in every deal. The architecture is what we rebuild.
Hire well.
Engage well.
How we work.
We start with your data. Architect the three decisions as one system. Then operate it continuously.
Most pricing engagements end with a slide deck. Ours installs a system your team operates every day, built from your transaction data, modeled across the full trifecta, and run continuously through LevelSetter. Licensing is the foundation. Packaging is the structure. Pricing is the canopy. The tree on the right is what we tend.
Sometimes the trunk.
Rarely the roots.
The method:
Start with
transaction data
Not surveys. Not willingness-to-pay workshops. Real deal data (pricing, discounts, product mix, deal velocity, renewal behavior) compared against SPP’s library of $481B+ in observed B2B software transactions. If your data is messy, LevelSetter’s transformation tools handle inconsistent formats and missing fields. No valid pricebook? We reverse-engineer one.
Go direct on
market discovery
Mystery shopping misrepresents you as a buyer, legally and ethically problematic. Benchmarking competitors’ published prices assumes they got it right. They didn’t. SPP’s competitive library captures what competitors actually close at, aggregated from 400+ engagements and structured win/loss conversations.
Architect three
decisions as one system
Licensing → Packaging → Pricing. Three different disciplines; solving one without the others leaves gaps salespeople fill with discounting. LevelSetter models them together, change a metric, adjust a package boundary, shift a price point, and instantly see the impact across your customer base.
Deploy and
compound continuously
The rollout is where most pricing strategies fail. LevelSetter carries the architecture into production, deal-desk workflows, approval chains, margin guardrails, CRM integration. Then the engagement doesn’t end. Quarterly reviews and trigger-based repricing keep the architecture aligned with how your market actually buys.
How to choose
a pricing consultant.
Six questions to ask before you sign anything.
The differences between pricing firms are structural, not cosmetic. Use these to separate slide-deck pricing projects from continuous capability builds. The right answer to all six is the difference between hiring a strategy and hiring an operating discipline.
Decide once.
The diagnostic:
What data do
they start with?
Firms that lead with willingness-to-pay surveys are measuring what buyers say in a hypothetical, not what they do when real money is on the table. Look for firms that analyze transaction data and deal-level patterns first.
What do they
actually deliver?
A slide deck with recommendations is a project. An integrated licensing, packaging, and pricing architecture (modeled against your customer base) is a system. One gathers dust. The other changes how you sell.
Does the
engagement end?
Traditional consulting produces a deliverable and exits. Look for firms that transfer operational capability (software, frameworks, review cadence) so your team adapts pricing as the product evolves.
Do they
implement?
Many firms design pricing models they don’t help implement. The rollout (sales enablement, customer transition, deal-desk alignment) is where most pricing strategies fail.
What software
do they use?
If the answer is Excel and PowerPoint, you’re paying consulting rates for spreadsheet work. Pricing architecture at scale needs purpose-built tools, clustering, scenario modeling, deal-desk guardrails, real-time margin alerts. Ask to see the platform. If there isn’t one, your pricing strategy becomes obsolete six months after the consultant leaves.
How do they
manage rollout risk?
Most pricing firms deliver a single launch event, new pricing, new packaging, new licensing all at once. That’s the riskiest possible rollout shape. Look for firms that stage changes by customer cohort, validate each iteration against transaction data before the next, and roll back without a rewrite. Continuous beats event-based on every measurable risk dimension.
Architecture funded
the growth.
$300M+
When SPP redesigned BambooHR’s architecture (packaging, pricing, and discount guardrails around customer groups identified through usage analysis) their CRO raised the sales forecast 15% month over month during rollout, and they beat plan for 18 consecutive months. BambooHR has since grown past $300M ARR without raising a single round of outside funding.
Frequently asked questions
Your pricing model shouldn’t cost you the next deal.
If your team is discounting without guardrails, losing deals they can’t explain, or facing a PE 100-day pricing uplift, that’s the conversation. Renewable. Each renewal is one we earn.