Repackaging
your pricing.
The SKU structure has bloomed. The licensing metric underneath has drifted. Repackaging treats the surface; simplicity arrives by fixing the layer below.
Repackaging the SKU structure rarely resolves the underlying pricing problem on its own. Most repackaging projects are licensing decisions wearing a packaging disguise: the value metric, the AI capability boundaries, or the customer-mix grouping underneath needs to change before the editions can be re-drawn cleanly. Repackaging done well is a simplification project — fewer, better-bounded editions that reflect how customers actually realize value — not a SKU-rationalization exercise that leaves the licensing metric untouched.
Three symptoms most software companies see first:
- The SKU structure has multiplied to the point that nobody internally can fully explain it — sales rooms quote off it, but no one can defend why each edition exists.
- Similar customers end up on different editions through quote-time decisions, not by design — the published packaging isn’t the operative packaging.
- Every renewal opens a custom-package negotiation because the standard set doesn’t fit anyone exactly — the packaging boundary is no longer holding.
Repackaging is not a packaging exercise. It’s a simplification project — and the lever is the licensing metric, not the SKU structure.
Four signals that packaging
has lost its licensing anchor.
Too many
moving parts.
You have seats plus storage plus add-ons plus modules plus tiers. Is this pricing structure too complex? Buyers can’t price-shop it themselves; sales has to translate every quote.
Per-seat
to consumption?
How do B2B SaaS companies move from per-seat to consumption pricing? Without breaking the renewal cycle for existing customers who priced as seats.
Legacy customers
on the old metric?
How do we transition legacy per-user customers to a new pricing metric with better growth dynamics? The transition design defines who stays and who churns.
Add-ons that started
as features.
Pieces of your product split off into add-ons over time. Some belong in a base SKU; some belong in editions; some don’t belong as add-ons at all.
Chris Mele
Ranked #1 on OpenView’s list of B2B SaaS pricing experts. Chris leads every repackaging engagement, surrounded by a team that has held CFO, CPO, and CIO seats inside software companies. You get the pricing architect — not their associate.
LevelSetter runs the pricing infrastructure end-to-end so the experts focus on the calls only humans can make. It scales practitioner judgment — it doesn’t replace it.
Read more about Chris →Most repackaging breeds complexity.
We start at simplicity.
Most repackaging projects fail in one of three predictable ways. Each looks like a packaging problem on the surface and is a licensing problem underneath.
Model first, diagnosis later.
The team picks a target shape (good / better / best, free / pro / enterprise) and works down to rationalize the structure into it. The decision precedes the diagnosis.
Accumulation paralysis.
The current edition has absorbed every capability the product has shipped. Everyone agrees the SKU structure has bloomed; no one wants to own the subtraction.
Metric trapped in packages.
The value metric is embedded inside the editions themselves. Changing the metric and changing the packaging become the same project — indistinguishable from each other.
Underneath all three is the same foundation problem: most repackaging sits on traditional marketing segmentation (firmographics, personas, vertical buckets), which is exactly what breeds the complexity. The licensing metric is usually excluded from the conversation entirely.
SPP groups packaging around Customer Groups — the common threads in how customers derive value and how they return that value back to their organization. The microcosm-thinking of traditional segmentation is useful for messaging; applied to pricing, it generates more SKUs, more discount exceptions, more bespoke configurations.
Once those threads are visible, simplification arrives through one of two levers — sometimes both. The licensing metric, recalibrated to track value the way customers actually consume it. Or the way AI capabilities are folded into the packaging, integrated against customer-mix patterns rather than sprinkled across editions. LevelSetter instruments the architecture so the boundaries hold up against actual deal behavior, not against a theory.
Full rebuild or
targeted evolution?
B2B Pricing Strategy
The full pricing-architecture rebuild. When packaging has drifted because the underlying licensing metric is wrong, not just suboptimal. The right entry when re-packaging without re-deciding the metric will produce the same problem in 18 months.
Evolve B2B Monetization
Targeted evolution. When the licensing metric still holds but the packaging boundaries have aged out. Faster timeline, narrower scope. The right entry when the underlying pricing architecture is sound and packaging is the specific layer that needs work.
Frequently asked questions
The SKU structure is the symptom. The metric is the lever.
If your packaging has gotten away from you, that’s the conversation.