2025年SaaS定价现状报告

2025StateofSaaSPricingReport

Part1:10InsightsforBuildingMarket-LeadingPricing

2025StateofSaaSPricingReportIPart1:10InsightsforBuildingMarket-LeadingPricing2

Contents

Pricing:TheMostImportant(andMisunderstood)SaaSGrowthLever 3

TheData 4

BuildMarket-LeadingPricing&Packaging:10InsightsandRecommendations 5

1.SophisticatedPricingisaMust-Haveby$250MARR

2.ComplexityistheRule,NottheException–PricingDoesNotGetSimplerbyDefault

3.PricingviaIntuitionisWayTooCommon(andKillsGrowth)

4.There’sNoPerfectHomeforPricing

5.FindingtheRightPriceistheHardestPartofSaaSPricing

6.MostImpactful(ButLeastUsed)PricingInput

7.Outcomes-BasedModelsareStillaPricingPipeDream

8.PureUsage-BasedPricingOfficiallyComprises20%ofSaaS

9.SellingAIFeaturesasAdd-OnDestroysAdoption

10.InternalAlignmentistheKeytoEfectiveAIMonetization

HowtoRevampYourPricingforH2202516

2025StateofSaaSPricingReportIPart1:10InsightsforBuildingMarket-LeadingPricing3

Pricing:TheMostImportant(andMisunderstood)SaaSGrowthLever

Ifyou’renotoptimizingpricingin2025,you’reignoringoneofyourmostimportantleversforrevenueretentionandexpansion.

98%ofanalyzedSaaScompanieshavesomeinternalpricingfunctiontoday.However,nearly60%ofthesecompaniesstillfindpricingoverlycomplex,leadingtomuddledstrategiesandmissedopportunities.

Theresult?There’shugegrowthpotentialandcompetitiveupsideforSaaScompaniesthatactuallyunderstandpricingandcanexecuteanefectivestrategy.

Butwhatdoesagoodpricingstrategylooklike?Whattacticsareworkingatsimilarlysizedcompanies?HowareSaaSleadersmanagingtheirpricingstrategies,teams,andprocessestoday?

Wesurveyed321SaaSoperatorsandexecutives–allofwhomownorinluencepricingdecisions–todigdeepintotheseandotherchallenges.

Don’tsettleforpricingmediocrity.Thesearethe10pricinginsightsandrecommendationsfromthe2025StateofSaaSPricingReporttohelpyouimplementabest-in-classpricingstrategy.

2025StateofSaaSPricingReportIPart1:10InsightsforBuildingMarket-LeadingPricing4

TheData

Belowisthebreakdownofresponsesfrom321SaaSoperatorsandexecutives.

AnnualRevenue

TargetCustomer

CompanyFunding

SMB

$50Morless

PrimarilyB2C

Boot-strapped

Enterprise

>$500M

10%

9%

23%

VC-

43%

backed25%40%Public

34%

90%

Midmarket

$50M-$500M

PrimarilyB2B

26%

PE-backed

PricingFunction

GroupFunction:Wehaveagroupofpeopleforwhompricingispartoftheirresponsibilities.

NoFunction

2%

SeniorLeader:Wehaveaseniorleader(CMO,etc.)forwhompricingispartoftheirrole.

9%

PricingLeader

Group

Function

47%

Committee12%

DedicatedTeam:Wehavemorethanonepersonwhoisspecificallyresponsibleforpricingstrategy.

Committee:Wehaveaformalpricingcommitteethatmeetsregularlytodeterminepricingstrategy.

14%

DedicatedTeam

PricingLeader:Wehaveonepersonspecifically

16%

responsibleforpricingstrategy(DirectorofPricing,etc.)

SeniorLeader

NoFunction:Wedon’thavespecificpeopleorteamsresponsibleforpricingstrategy.

N=321

Source:PriceIntelligentlybySBI2025StateofSaaSPricingSurvey

2025StateofSaaSPricingReportIPart1:10InsightsforBuildingMarket-LeadingPricing5

BuildMarket-LeadingPricing&Packaging:

10Insights&Recommendations

SophisticatedPricingIsaMust-Haveby$250MARR

TLDR:SaaSCompaniesat$50-250MARRarestilldevelopingtheirpricingmuscle-withmorethan50%usingan‘AdHoc’or‘Emerging’approach.However,thatswitchlipsat$250M-nearly70%ofthemarketabovethisthresholdhave,atleast,‘Defined’pricingsophistication.Ifyou’reabovethisrevenuethresholdandstillbuilding,you’rebehind.

PricingSophisticationbyRevenue

Under$250MOver$250M

40%30%

41%

38%

20%

24%19%

26%

17%

18%

10%

13%

1%

3%

0%

AdHocEmergingDefinedStrategicOptimized

N=321

Source:PriceIntelligentlybySBI2025StateofSaaSPricingSurvey

RESEARCHHIGHLIGHTS

StrategicPricingPriorities

IncreasingPricingSophistication

▲

Level5:Optimized

Simplify

StratifytoMeetLevel4:Strategic

DiferentNeeds

Weaskedoperatorstohighlighttheircompany’sapproachtopricingandpackagingaccordingtofivelevelsofsophistication:

BetterPositionAgainstLevel3:DefinedCompetition

Wealsoaskedoperatorsfortheirleadingstrategicpricingpriorityin2025.Ascompanies’pricingapproachgrowsincreasinglysophisticated,strategicprioritiesevolvewithstrong

Level2:Emerging

AlignProductandGTM

correlation-frombetterunderstandingcustomervalueasabaselinefor“AdHoc”

Level1:AdHoc

UnderstandCustomerValue

operatorstosimplifyingpricingforthosetruly“Optimized”pricingoperators.

RECOMMENDATIONS

•Usethisframeworkto‘peekaroundthecorner’atwhatyourmoreadvancedpeersareprioritizing–andworktoemulate.Definedpricingoperatorsshouldfocusonstratificationandsimplificationtohelpacceleratepricing

sophistication.

•Ifyou’rebeyond$250MARRbutnotyetat“Level3:Defined”insophistication,establishapricingcommittee

(leveragingrecommendationscitedinInsight#4)withafocusoncross-functionalperspective,consistentprocess,andcontinuousimprovementtohelpprogresslevels.

2025StateofSaaSPricingReportIPart1:10InsightsforBuildingMarket-LeadingPricing6

ComplexityistheRule,NottheException–PricingDoesNotGetSimplerbyDefault

TLDR:Thebiggestproblemacrossbothpricingstructureandpackaging–reportedbynearly60%ofallrespondents–wastoomuchcomplexity,leadingtoconfusioninternallyandexternally.Thisproblemgetsworseascompaniesgrowlargerwithtwo-thirdsofEnterprisereportingcomplexityasaleadingpainpoint.

PackagingPainPoints-“Ourpackagesareoverlycomplex”

ABigProblemAModerateProblemNotaProblem

SMB

$50Morless

64%ofEnterpriserespondents

indicatecomplexityisaproblemat

somelevelfortheirpackaging.

6%33%61%

Midmarket

$50M-$500M

Enterprise>$500M

7%43%50%

13%51%36%

0%25%50%75%100%

N=321

Source:PriceIntelligentlybySBI2025StateofSaaSPricingSurvey

RESEARCHHIGHLIGHTS

Complexityprovedmoreproblematicthanlackingscalability,alignmentwithcustomersegmentsandvalue,andenforceabilityofpricingrules.

Asyougrow,pricingbecomesmorecomplexduetoproductproliferation,M&A,andcross-functionaloverlapforthosethathaven’tprioritizedsimplicityintheirpricingprocess

80%ofthemarketmakespricingandpackagingupdatesinresponsetoproductchangesand56%inresponsetocompetitors.Reactiveversusproactivepricingmotionsyield“Frankensteined”pricingstructureandpackagingratherthanthoughtful,customer-centricorchestrationofyourproduct

RECOMMENDATIONS

ReasonsforPackagingChanges

100%

75%

50%

25%

0%

•Refreshyourcustomeraccountsegmentationandsegmentdefinitionsaspartofyour

commercialplanningefort-howyoupriceneedstoaligntowhomyou’repricing.

44%31%

80%

56%

21%18%3%

M&AInvestors

pushforchanges

changes

•BuildpricingandpackagingrefreshesintoyourM&Aintegrationplaybook(pricingintegrationshouldcarrysimilarweighttotalentand

Weupdate

onaregular

cadence

Respondingto

competitors

Changes

to

product

Broader

macro

economic

Other

technology).

N=321

Source:PriceIntelligentlybySBI2025StateofSaaSPricingSurvey

•MakeSKUrationalizationpartofyourstandardoperatingprocedures–isthisnewSKUscalableorbespoke?Value-addedorlegacy?Diferentiatedordilutive?

2025StateofSaaSPricingReportIPart1:10InsightsforBuildingMarket-LeadingPricing7

PricingviaIntuitionisWayTooCommon(andKillsGrowth)

TLDR:ThemajorityofSMBs(59%)relyheavilyon‘LeadershipIntuition’tosetprices.However,theminority,SMBsthatuseobjectiveapproachestoguidepricingandpackagingdecisions,werenearly10xmorelikelytoexceedtheirgrowthtargetsthanthoseledbyLeadershipIntuition.

RESEARCHHIGHLIGHTS

SMB

Mostfoundersdon’tgetintothegamebecausethey’regoodatpricing.Theearlieryouadoptanobjective,rigorousapproachtopricingthesooneryou’llbecometrulydangeroustoyourMidmarketandEnterprisecounterparts.

Financialandusagedataanalysesarearesource-lightalternativetomarketresearchandconsultantstorigorouslyguidepricingdecisions,butmorethan40%ofSMBsaren’tlexingthislever.

3

Midmarket&Enterprise

You’re2xmorelikelytoengageoutsideconsultantsonpricingthanyourSMBcounterparts,afordingyoubothacapacityandcapabilityadvantage.

RECOMMENDATIONS

SMB

•Useestablished,repeatedprocessestogetpricingrightandredirectleadershipintuitiontowardsproductandGTM.

•Addinexternalmarketresearchandcustomerperspectivetoincreaseconfidencewherepossible.Whenthisistooresourceintensive,usefinancialandusagedatatogrounddecisionsincustomerrealities.

•Whenincreasingpricesonlegacycustomers,buildcustomercohortsbasedonthefollowingconsiderationsandadaptpriceincreasesbycohorttomitigatechangerisk:

•AccountHistory(upgrades,downgrades,pastpriceincreases)

•ProductAdoption(singlevs.multi-product,denotingstickiness)

•FeatureEngagement(transactionalvs.strategicfeatureuser)

•ProposedPriceHike(e.g.10%vs.100%pricejump)

•Usetelemetrydatatoassessrealadoptionofyourproductandfeaturestogaugewhat’sworkingvs.not.

•Pitthisdataagainstsalesconversationdata(viaAI-enablednotetakingatscale)toseewhichvaluedriversandfeaturesresonatewiththemarketatfirstblushandhowthatcoincides(orconlicts)withusagetohelpdesign‘land’vs.‘expand’packaging.

Midmarket&Enterprise

•Useyourelevatedaccesstoexternalconsultantstobetterunderstandwhichsmalleralternativesposearealcompetitivethreattoyourinstalledbase(versusthosejustmakingnoise).

•Challengeleadershipintuitionwithcredible,objectivethirdpartyperspective(soyoudon’tfallintothesametrapasSMB).

2025StateofSaaSPricingReportIPart1:10InsightsforBuildingMarket-LeadingPricing8

There’sNoPerfectHomeforPricing

TLDR:AlthoughProductmostcommonlyownspricingacrossallsegments(narrowlybeatingoutSales,Finance,andtheCEO’sOfficeinSMB;andFinanceinMidmarketandEnterprise),there’snoconsensusacrossSaaSontheperfecthomeforpricing.

RESEARCHHIGHLIGHTS

DespitemisalignmentaroundwhoshouldmakefinalSaaSpricingdecisions,90%ofrespondentsthinktheircompanycurrentlyhastherightanswerhere(eithernoshoefitseveryfootorwe’reseeingtheDunning-Krugerefectinaction).

In73%ofSaaScompanies,pricingisnottheresponsibilityofjustoneperson–it’sorganizedaroundafunctionalgrouporcommittee.Thisistrueregardlessofcompanysize.

PricingFunctionStructure

SMB

$50Morless

Midmarket

$50M-$500M

Enterprise

>$500M

4

44%

10%

3%

23%

17%

3%

48

%

9%2%

18%

10%

13%

49%

14%

2%11%

16%

8%

0%25%50%75%100%

GroupFunction:Wehaveagroupofpeopleforwhompricingispartoftheirresponsibilities.SeniorLeader:Wehaveaseniorleader(CMO,etc.)forwhompricingispartoftheirrole.

Committee:Wehaveaformalpricingcommitteethatmeetsregularlytodeterminepricingstrategy.DedicatedTeam:Wehavemorethanonepersonwhoisspecificallyresponsibleforpricingstrategy.

NoFunction:Wedonothavespecificpeopleorteamsresponsibleforpricingstrategy.PricingLeader:Wehavenepersonspecificallyresponsibleforpricingstrategy(DirectorofPricing,etc.)

N=321

Source:PriceIntelligentlybySBI2025StateofSaaSPricingSurvey

RECOMMENDATIONS

Thereisnoone-size-fits-allapproach,butasaruleofthumbyourpricingcommitteeshouldbe:cross-functionallyinformedandmotivatedandequippedtobalancestrategyandexecution.Abest-in-classpricingengineseeksinputfromevery

functionalarea.However,rulingbyconsensusleaveseveryoneresponsibleandnooneaccountable–hencetheneedforacross-functionalcommitteeandasingledecision-maker.

SequenceofPricingInput

Product

Ifyoufindpricingdecisionsarebeingmadeinavacuum,oryourcommittedeliversalotofideasbutnotalotofaction,you’vemissedtheopportunitytotranslateideasintoaction.

Forbestefect,seekinputfromthefollowingstakeholdersonthesesubjectsinthisorder:

•Product-buildsthewhat(toprice)

•Marketing-developsthewhy(wepriceditthatway)

•Sales-addsthehow(priceslandin-market,andfeedsbackwhetherthewhyandwhatarestillrelevant)

•DealDesk-addsthehownot(topriceit,basedontheabove)

•Finance-keepsscore

•Rinseandrepeat.

Marketing

Finance

Sales

DealDesk

PricingEngine

2025StateofSaaSPricingReportIPart1:10InsightsforBuildingMarket-LeadingPricing9

FindingtheRightPriceistheHardestPartofSaaSPricing

TLDR:Despiteincreasesinpricingresearch,rigor,andresourceacrossSaaS,figuringoutwhatpricetocharge

remainsthemostdifficultpartofSaaSpricing.Pricepointsarefollowedindifficultybyhowtopackagethentiedforthirdarehowtocharge(pricingstructure)andgettingleadershipbuy-inforachange.

RESEARCHHIGHLIGHTS

ResearchNote:weaskedrespondentstorankthetopthreehardestpartsofpricingandpackaging-with‘1’beingthehardest.Optionsincludedfiguringout…

•Howmuchtocharge

•Howtocharge

•Howtopackage/bundle

•Enablingsalestoexecute

•Gettingleadershipbuy-in

•Executingnecessaryproductchanges

•Implementinginfinancial/billinginfrastructure

•Rollingoutchangestoexistingcustomers.

HardestPartsofPricing

PricePoint

Packaging&Bundling

21

Pricing

Structureand

Leadership

Buy-in(Tie)

3

5

N=321

Source:PriceIntelligentlybySBI2025StateofSaaSPricingSurvey

PricePoint.ThedollaramountonthepricingpageorproposalcontinuestostrikefearintoSaaSoperatorswiththeage-oldquestion:”AmIover-chargingandturningbuyersawaytocompetitionorunder-chargingandleavingmoneyon

thetable?”

•IdentifyingtheidealpricepointisespeciallydifficultforVerticalSaaS(ranking1.6outof3).LimitedTAMmeanslessroomforerroronprice.

Packaging.HowyoupackageyourfeaturesandbundleyourproductsisthesecondhardestelementtogetrightinSaaS.

•Packagingbecomesdifficultquickly.EvenSMBs,whicharelesslikelytohavemultipleproductsoruntenableproductcomplexity,foundpackagingtough(ranking1.8).Thissignalsthatpackagingwillgetunrulywithoutconcertedefortandgovernancetoreinitin.

PricingStructure.Howtochargeforyourproductrankedthirdmostdifficult.Pricingstructureprovesespecially

challengingearlyinthepricingjourney(landingontherightvaluemetricearlycanbethediferencemakerbetween

scaleandstagnation)aswellaslate(Enterprisescaledemandsmodelsthatlexandscalewithawiderangeofcustomersegmentsandusecases).

Garneringleadershipbuy-inforchangetiedwithpricingstructureforthirdmostdifficult.Thisisagoodreminderthatpricingispartart,partscience,andpartpolitics.

2025StateofSaaSPricingReportIPart1:10InsightsforBuildingMarket-LeadingPricing10

RECOMMENDATIONS

Pricingishard–don’tmakeitharderbytryingtotackleitallatonce.Isolatethecomponentpartsofpricingthatareprovingmostdifficultforyourorganizationandworktoresolvethem,consideringinterdependenciesalongtheway.Herearesomecommonpricing‘symptoms’tohelpidentifywheretheproblemmaybe:

Youmighthaveapricingproblemwith...if…

PRICEPOINTS

PACKAGING/BUNDLING

PRICINGSTRUCTURE

Youdon’tloseanydealson

price(orloseallonpricedueto

salesstrategy)

Youofermultipleproductsbutrarelyseemulti-productattach

Dealsstallatcontractingdue

tocomplexityorprice-value

mismatch

Yousellinternationallybutdon’tlocalizeforlocalpricesensitivity

Youservemultiplesegmentsbut

haveone-size-fits-allpackaging

(oftencustomizedtoclose

deals)

NRRisweakeventhoughchurnishealthy

You’reconsistentlydiscountingover15%towindeals

Buyersdon’tupgradeorcross-grade

Customerswithverydiferent

usagelevelsarepayingthe

sameamount

2025StateofSaaSPricingReportIPart1:10InsightsforBuildingMarket-LeadingPricing11

TheMostImpactful(ButLeastUsed)PricingInput

TLDR:Acrossallrespondents,‘CompanyStrategy’wastheleastimportantinputtopricingstrategy.Butamongthosethatperformedfarabovetheirgrowthtargetsin2024,‘CompanyStrategy’wasthemostimportant–weighted40%moreheavilythanthenextclosestinput.

RESEARCHHIGHLIGHTS

Weassesedtheimportanceoffourpricingfactors.

CustomervalueemergedasmostimportantandcompanyFactorsThatInformPricingStrategy

strategyasleastimportant.Soundpricingdesignshouldincorporateallfourfactors.

•CustomerValue-dictatespricestratificationandscaleacrossyourbase

•Competition-helpsframethepotentialpriceuniverseandindustryexpectations

•Cost-providesyourpriceloor

•CompanyStrategy-guideswhetheryourpricelandsatthelowend,highend,ormiddleofthemarket

CustomerValue(33%)

Cost

(23%)

6

Competition

CompanyStrategy(22%)

(21%)

N=321

Source:PriceIntelligentlybySBI2025StateofSaaSPricingSurvey

RECOMMENDATIONS

•Starteverypricingcommitteemeetingwithyourcompanystrategywrittenonthewhiteboard.Doesyourpricingstrategyhelporhurtyourcompanystrategy?

•Managepricingthesamewayyoumanageyourcompany–market-backed,always-on,customer-centric,stage-appropriate,andgroundedinfirstprinciples(versusassumptions).

2025StateofSaaSPricingReportIPart1:10InsightsforBuildingMarket-LeadingPricing12

Outcomes-BasedModelsareStillaPricingPipeDream

TLDR:Only2respondentsoutof321reportedusinganOutcomesorPerformance-basedpricingmodel-fewerthan1%.

PricingStructure

Basefee

14.6%

Usage-based21.2%

Other

6.2%

Flatfee

23.4%

7

Platformfee

34.0%

Outcomes-based

0.6%

N=321

Source:PriceIntelligentlybySBI2025StateofSaaSPricingSurvey

RESEARCHHIGHLIGHTS

DespiteheavyairtimeonLinkedIn,chargingbasedondeliveringcustomeroutcomesorperformanceimprovementsremainsveryrareinpractice.

•Thegapbetweenhypeandrealityisn’ttotallyattributabletotoolingortracking–‘implementingpricingchangesinfinancialandbillinginfrastructure’wasregardedastheeasiestpartofpricing–butrathervaluedelivery.It’sveryraretodeliveratrulydiscrete,self-containedcustomeroutcometoday.ThisislikelytochangewiththeadventofagenticAIinSaaS.

Similarlyaspirational,only6%ofrespondentsreportedusingaProduct-ledsalesmotion(with10%Product-assisted,14%Sales-assisted,and71%Sales-led).While‘PLGlywheel’soundssexy,therealityismoremundane.

•Note,however,thatourrespondentpoolleansup-market(~40%Enterprise),sodoesn’theavilyrelectthe

concentrationofProduct-ledGrowthinthedown-marketlongtail.Butifyou’reamaturebusinessleveragingproducttodirectlydrivesales,you’reunique.

RECOMMENDATIONS

PrimarySalesMotion

•Avoidgettingdistractedbyunprovenorimpractical

Sales-assisted

14.6%

Product-assisted

9.4%

Product-led

5.6%

Sales-led

70.5%

pricingmodels.Mostcompanieshavesignificantroomforfurtherpricingmaturation.Pointyourfocusthereintheshortandmediumterm.

•Ifyouaspiretooutcomes-basedpricinginthelong

term,ensureyour18-24-monthproductroadmapisalignedto(andevendriving)thatshift.Yourproductwillneedtodeliverself-containedoutcomesandnearperfectattributiontorealizeyouroutcomes-based

N=321

Source:PriceIntelligentlybySBI2025StateofSaaSPricingSurvey

dreamatscale.

2025StateofSaaSPricingReportIPart1:10InsightsforBuildingMarket-LeadingPricing13

PureUsage-BasedPricingOfficiallyComprises20%ofSaaS

TLDR:Theusage-basedmodeldidn’texist15yearsagoinSaaS,outsideofAWS.Now,usage-basedpricingisoneofthemostprominentpricingmodelsinSaaS,withmorethan20%ofcompaniesusingit.

8

RESEARCHHIGHLIGHTS

‘PureUsage-Based’pricing(~21%)isnowsecondonlyto‘FlatFeeswithNoUsageIncluded’(23%)and‘PlatformFeeswithUsageIncluded’(37%)inprevalenceacrossSaaSpricingmodels.

There’snorunawaywinnerorloseronpricingmodelsintermsofperformanceagainstgrowthtargets.However,companiespricingonUsageorPlatformFeesdohavestrongerupside–they’remorelikelytoexceedtheirgrowthtargetsthantheir

BaseFeeorFlatFeecounterparts.

Amongrespondentsusingapricingmodelwithsometypeofusagecomponent,nearlyone-quarterarestillleveragingSalesorCustomerSuccesstoenforceoveragesoncustomers–themostcommonenforcementmethod.

EnforcementMethodsforUsageOverages

23%22%

CustomersaredirectedtoSales/CustomerSuccesstodiscusstheoverage

Wedonothaveanyusagelimitsinourplans/packages

17%13%

Customerspurchaseblocksofadditionalusagebeyondthelimitincludedwiththeirplan

Customersarebilledperunitassoonastheyexceedthelimitontheirplan

11%

11%3%

Wehaveusagethresholdsbutdonotenforceoveragesorlimits

Customersareupgradedtothenexttierthatincludesahigherusagelimit

Customersareblockedfromusingtheproductwhentheyhitthelimitoftheirplan

0%5%10%15%20%25%

N=321

Source:PriceIntelligentlybySBI2025StateofSaaSPricingSurvey

Seatsaretoughtodethrone.Morethan80%ofrespondents(still)usesomesortofseat-basedpricingmetric.However,relianceonseatshas

wanedwithjust8%ofthemarketusingseatsastheironlyvaluemetric.

FunctionofSeatsinSaaSPricingModel

PrimaryValueMetric(augmentedby

Don’tUse

Seats

othermetrics)

19%

33%

3%

8%

Other

OnlyValueMetric

37%

SecondaryValue

Metric(augmentingprimarymetrics)

N=321

Source:PriceIntelligentlybySBI2025StateofSaaSPricingSurvey

RECOMMENDATIONS

•Ifyou’reamongthequarterofcompaniesleveragingSales

andCustomerSuccesstoenforceusageoveragesmanually,

consideranautomated,in-productenforcementalternative

(especiallyforhighvelocityaccounts).Thiswilldeliveramorefrictionlessexperienceforyourbuyers–improvingexperienceandincentingadditionalusage–andfreeupresourcesforSalesandCustomerSuccess.

•Whileseatsarerarelytheperfectproxyforcustomervalue,

there’ssomethingtobesaidforthesimplicityandaccessibilityofseatsinlookingatthetoptierofourstrategicprioritypyramid(i.e.‘Simplify’ascitedinInsight#1).Becarefulover-rotating

awayfromseatsinfavorofanoverwroughtwebofvaluemetricsandmetering.Itmighthelpyoujustifyyourpriceintheorybutmakeithardertomakemoneyinpractice.

2025StateofSaaSPricingReportIPart1:10InsightsforBuildingMarket-LeadingPricing14

Note:thisreportwillnotgodeepintoAIpricing,becausewearepublishingafollow-onreportthatexploresAIpricingbehaviors,trends,andwhatgoodandbadlook.ExpectedreleaseinJune2025.

SellingAIFeaturesasanAdd-OnDestroysAdoption

TLDR:CompaniesthatmonetizetheirAI-poweredfeaturesasadd-ons(20%ofthemarket)willonlysee8%ofallnetnewcustomersadoptthoseAI-poweredfeatures.

Of100NetNewCustomers

Only20willbuyyourAIadd-on

Andonly8willultimatelyuseit

RESEARCHHIGHLIGHTS

TwentypercentofnetnewcustomerswillpurchaseAIadd-onsandonly38%ofthosepurchaserswillactuallyusethem.

ThosemakingAIcentraltotheirproductstrategyoverthenextfewyears(justabouteverybody–77%ofenterprise

companieshaveAI-poweredfeaturescurrentlyliveinproduct)willsimplynotgetenoughrepstokeepupwiththemarketifmonetizingAIviaadd-on.

RECOMMENDATIONS

•Don’tsellyourAIfeaturesasadd-onsunlesstheyservenichesegmentsoruse