3 Crucial Product Strategy Points 
to Consider in Your Pricing 

Table of Contents

1. GTM Shift from SMB to Enterprise
2. GTM Expansion
3. Market Threats

When’s the right time to reevaluate your pricing and packaging? The short answer is “often.” And certainly at clear business inflection points. These are moments when your customer mix, market positioning, or product suite shifts enough that your existing monetization strategy starts to feel misaligned. Provided you’ve had the bandwidth to pay attention. At Software Pricing Partners (SPP), we don’t think you should leave it to chance. We believe using these inflection points as automatic reminders to reevaluate pricing and packaging isn’t just a good idea. It’s an opportunistic best practice. 

So we’ve identified seven pivotal inflection points where rethinking pricing can unlock growth or optimize customer adoption. Think of each one as an invitation for strategic reset, enabling you to align pricing with current realities instead of letting your price book become a stale artifact of past logic. So we’ve identified seven pivotal inflection points where rethinking pricing can unlock growth or optimize customer adoption. Think of each one as an invitation for strategic reset, enabling you to align pricing with current realities instead of letting your price book become a stale artifact of past logic.

1. Stalled or slowing existing product sales
2. Product enhancements
3. New product launches
4. GTM shift from SMB to Enterprise, or vice versa
5. GTM expansion into new geographies or verticals
6. Merger or acquisition integration
7. Competitive or market threats

These aren’t theoretical moments. They’re common happenings in every company that can trip up even the most established and reputable software players. When a competitor enters your market or a PE firm pushes for margin improvement, it can expose pricing misalignment. When you introduce major enterprise features or change your selling motion, what made sense before may not make sense any longer. 

Let’s explore each pivotal point in a few key ways.

Real-world business signals.

External shifts in the market might be just right nudge to trigger a pricing review. A new competitor enters the space with aggressive pricing, a partner starts going direct and competing, or tariffs begin impacting your costs. When outside forces start changing the landscape, your pricing and packaging can be responsive and timely, not reactive.

Concrete scenarios.

Think packaging complexity, launching a major new feature, entering a new vertical, changing your sales motion, SKU sprawl, or the addition of third-party components that carry a different cost structure than your current pricing model.

Research-backed context.

Many SaaS companies see measurable gains when they realign pricing to reflect current product value. This often includes changes to pricing models (like moving from per-user to usage-based), simplifying packaging, updating discounting strategies, or introducing new licensing metrics. When done thoughtfully, these shifts can drive growth, reduce churn, and improve deal velocity.

By the end, you'll understand not only when these inflection points matter but why your pricing needs to constantly evolve alongside your business. And most importantly, you’ll know what it takes to treat pricing as a system we’ll build together, not a milestone.

3 crucial points.

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1. GTM Shift from SMB to Enterprise 

Moving from serving small and midsize businesses to targeting enterprise accounts isn’t just a sales strategy shift, it’s a fundamental change in how your entire company delivers and captures value. And it’s one of the clearest moments when pricing and packaging need to evolve. Reevalution is mandatory.

At the risk of sounding obvious, we have to calibrate with candor: Enterprise buyers simply don’t behave like SMBs. They require longer sales cycles, more customization, multi-stakeholder alignment, deeper integrations, and a different level of service. If your pricing doesn’t account for that, you risk misaligning your value story, overburdening your teams, or simply losing deals that should be wins. 

This is a shift that introduces key challenges. Just as much as it’s a shift that brings key opportunities. 

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