Packaging & Offer Design
We help B2B companies at $30M–$500M ARR package what they sell into offers each segment actually wants, then test those offers in market to learn what buyers will pay for, before you bet the roadmap on a guess.
Tiers and bundles designed around how your buyers consume value, not around a template.
One offer per priority segment, so nobody reads a page written for somebody else.
New pricing goes live against a control, so real buyer behaviour settles the argument.
Packaging follows your segmentation, so sales, marketing, and delivery tell one story.
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The engagements have grown, the team has moved upmarket, and the buyer has changed. The way the work is packaged and priced stayed frozen, because changing it feels like touching a live wire.
There is no standard shape to the work, so reps rebuild the proposal on every call. Nobody can say what an engagement should actually cost before the scoping call happens.
The enterprise account and the mid-market team read the same service page. One finds it thin, the other finds it overwhelming, and both hesitate before they ever talk to you.
Scope crept, the team absorbed it, and the value landed in the base engagement for free. Nobody decided that. It just happened, quarter after quarter.
Price is what it costs you plus a margin. It has no relationship to what the buyer thinks it’s worth.
Price is set by looking sideways at competitors. You’re anchored to their guess, not your value.
Different segments get different offers, built around what each one values. Packaging reflects who’s actually buying.
Offers are put in market, measured, and iterated. You know what each segment will pay for, because you tested it, not because you debated it on a meeting.
Each priority segment gets an offer built around what it values, not one set of tiers stretched to cover everyone.
You charge on the thing that grows as the customer succeeds, so revenue expands with them instead of capping at a flat fee.
When the tiers fit, reps stop discounting to close. Deal economics become something you can predict and defend.
Upgrade and add-on logic designed in from the start, so accounts have a reason to grow, and you have a lever to grow them.
New packaging goes to market as an experiment, measured against the current offer, so you learn what works without betting the whole book on it.
The offer reflects what you sell now, to the buyers you sell to now, and sales can present it without rebuilding it on every call.
Before we touch a tier or a price, we define who you’re packaging for and what each segment actually values.
We work from your ICP segmentation to establish the distinct buyer segments, by size, use case, and buying motion, and map what each one values differently. The feature that justifies a premium tier for an enterprise buyer is often irrelevant to a self-serve team, and vice versa. This is the difference between one bloated pricing page and a set of offers that each land.
Where formal ICP segmentation doesn’t yet exist, this stage surfaces it.
A segment-by-value map, which buyers you’re packaging for, and what each one is actually willing to pay for.
We design the structure of the offer: how value is bundled into tiers, and what belongs where.
For each priority segment we define the package, which capabilities anchor which tier, what constitutes the entry offer versus the expansion offer, and where the natural upgrade triggers sit. We design the tier logic so that the buyer’s own growth pulls them up the ladder, rather than relying on a sales conversation to push them.
This is where “we have three tiers because everyone has three tiers” gets replaced with tiers that reflect how your buyers actually consume value.
A tier architecture per segment, entry, expansion, and premium, with the upgrade logic that connects them.
The price metric, the thing you charge for, matters more than the number.
We assess whether you’re charging on the right unit: seats, usage, outcomes, volume, or a hybrid. The wrong metric caps your revenue no matter how you set the price; the right one grows with the customer. We model how each candidate metric behaves as an account scales, and where it aligns your revenue with the customer’s success rather than against it.
We provide the model and the pricing guidance. We’re not running an econometric willingness-to-pay study, we’re structuring the offer so the market can tell you directly, in the next stage.
A recommended price metric and model, with the reasoning for how it scales across account sizes.
This is the difference between our approach and a pricing consultant’s deck.
Rather than commit the whole company to a new price on a spreadsheet’s say-so, we design an experiment. A new offer, a new tier, or a new metric is put in front of a defined segment, through a landing page, a sales motion, or a cohort, while the current offer keeps running. We define what we’re testing, what a win looks like, and how much of the business is exposed to the test.
You learn what buyers actually do when the offer is real and the money is on the table, not what they claim in a survey.
A test design with a defined segment, a control, success criteria, and a contained downside.
We build what the experiment needs to run.
That means the pricing pages, the packaged offers, and the tracking to measure them, built in WordPress or your existing stack, integrated with your CRM so that which offer a buyer chose, and at what price, lands in the pipeline record. Sales gets the new offer in a form they can present. Finance gets visibility into which package is closing at what rate.
Live offers and pricing pages, instrumented and CRM-integrated, running against the current baseline.
The experiment answers the question the boardroom was arguing about.
We measure the test against the control on the metrics that matter: win rate, average deal size, discount depth, and, where the timeline allows, early expansion signal. A winning offer gets rolled out with the evidence behind it. A losing one taught you something cheaply, before it cost you a quarter. Either way, the packaging decision is now grounded in behaviour, not opinion.
A validated packaging decision, with the in-market evidence to roll it out or the data to redesign it.
Our tools are chosen because they enable each step of the workflow, not because they’re the best-known platforms in the category.
We build the offer pages in the system your team already runs, so packaging can be changed and re-tested without a developer in the loop. A pricing page that takes an engineering ticket to update is a pricing page that never gets tested.
Which offer was viewed, which was chosen, at what price, and where buyers dropped, tracked per segment and carried into the CRM record, so the test result is a fact, not an impression.
Used to synthesise value signals at scale, reading across sales calls, lost-deal reasons, and competitor offers to surface what each segment consistently values. It structures the input. The market decides the output.
Which segments you’re packaging for, and what each one is willing to pay for.
Packaged tiers per segment, with price metric and upgrade logic designed in.
Pricing pages and packages built, instrumented, and running against a baseline, not a slide recommending you change them.
What was tested, what buyers actually did, and the rollout decision the data supports.
Typical engagement: architecture in 4–6 weeks, first offer in market shortly after. Learning is continuous.
Growth-stage and mid-enterprise B2B at $30M–$500M ARR. SaaS, technology services, professional services, fintech, healthtech, energy.
Directional benchmarks from repackaging engagements with $30M–$500M ARR B2B companies. Your results depend on segment, starting baseline, and execution.
The company was selling one edition to every buyer and discounting to close each of them. We mapped the install base into three segments by operating shape, not company size, and rebuilt the offer around what each segment was actually paying for. A four-week in-market test on the mid tier validated the new price metric before the roadmap or contracts changed.
A 30-minute call. We’ll walk through how your current packaging is performing against your segments, and what an offer test would cover for your stack. No deck.
