Sistava

Pricing and Packaging Research

AI Growth and Strategy

Set the price with evidence instead of a feeling

Most founders price once, from cost plus a guess, and then never revisit it because changing price feels risky and there is no evidence to justify a direction.,Your employee gathers what the market actually charges, how comparable products package and tier, where the anchors sit, and what your own data says about who buys and who churns.,You decide the number. What changes is that the decision stops being a feeling defended after the fact.

Benefits

How It Works

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At a Glance

Packaging
Compared, not just price
Your data
Conversion and churn included
Modelled
At your actual mix
Yours
The number itself

Packaging Moves More Than Price

Founders obsess over the number and under-think the structure, which is backwards for most products. Where the tiers break, what triggers an upgrade, what is metered versus unlimited, and what sits behind the highest plan determine how much revenue a given customer produces over their life far more than whether the entry plan is forty-nine or fifty-nine. A well-structured ladder at a modest price routinely outperforms a higher flat price, and it is a change most small companies never test because pricing gets framed as a single number.

Your Own Data Is the Strongest and Least Used Evidence

Competitor research is easy to gather and weakly predictive, because their price reflects their costs, their funding, and their segment rather than yours. Your own numbers are far more informative and mostly go unexamined: which plan converts best from trial, where people upgrade and what triggered it, which segment churns fastest, and what the discount requests cluster around. That last one in particular is close to a direct readout of where your price sits relative to perceived value, and almost nobody analyses it.

The Fear of Raising Prices Is Usually Miscalibrated

Founders imagine a price rise as a straightforward loss of customers, and for underpriced products the arithmetic is often the reverse. Losing a slice of the most price-sensitive segment while raising revenue per remaining customer frequently nets positive, and those customers tend to be the highest-support, lowest-retention part of the base. That is not an argument that raising prices always works, since it clearly does not, but it is an argument for modelling it against your real mix rather than deciding from anxiety.

FAQ

Will it tell me what to charge?

It will give you a recommendation with the reasoning and the evidence behind it. Committing to a price depends on your positioning, your costs, and your appetite for risk, so the decision stays with you rather than falling out of a model.

Where does competitor pricing come from?

Public pricing pages and published plans, with the date collected attached. Where a competitor hides pricing behind a sales call, that absence is itself reported rather than filled with a guess.

Is raising prices always the answer?

No, though it is more often right than founders expect for underpriced small products. What the analysis is for is seeing the trade honestly, including the customers a rise would cost you, rather than assuming either direction.

What about grandfathering existing customers?

That is a decision with real revenue and goodwill consequences in both directions, and it is modelled rather than assumed. Plenty of good businesses go each way on it.