| name | product-pricing |
| description | Design or critique product pricing, packaging, willingness-to-pay research, and value metrics. Use when the user asks what to charge, how to package capabilities, whether freemium or usage pricing fits, how to test willingness to pay, or how pricing changes product behavior and unit economics. |
Product Pricing
Treat pricing as a product decision linking customer value, segment, behavior, packaging, economics, and evidence.
Inputs
- Target segment and buying process
- Valuable outcome and alternatives
- Usage pattern and value realization
- Current price, packaging, and conversion evidence
- Cost-to-serve and gross-margin constraints
- Strategic behavior the pricing model should encourage
Workflow
- Identify the customer, payer, user, and beneficiary; do not assume they are the same.
- Define the valuable outcome and the alternative cost in money, time, risk, or lost opportunity.
- Segment by differences in value, need, use, and willingness to pay.
- Generate candidate value metrics that grow with customer value, are predictable, measurable, and difficult to game.
- Group capabilities into packages with a clear reason for each boundary.
- Model unit economics and behavior under realistic low, expected, and high usage.
- Design willingness-to-pay research using past purchases, trade-offs, commitments, and live offer tests where appropriate.
- Define price-change guardrails, migration treatment, and success criteria.
- Recommend a reversible test before an irreversible broad rollout.
Output contract
Return customer and payer roles, value hypothesis, segment differences, candidate value metrics, packaging, price hypotheses, unit-economics sensitivity, research plan, recommendation, risks, and review rule.
Quality gate
- Price is tied to value and viable economics.
- Packaging differences are meaningful to a segment.
- The value metric does not punish desired use.
- Research asks for trade-offs or commitments, not only acceptable ranges.
- Existing customers and fairness implications are addressed.
Avoid
- Cost-plus pricing as the sole method
- Copying competitor tiers without understanding their strategy
- Treating stated willingness to pay as purchase behavior
- Unlimited plans with unbounded variable cost
- Hiding a weak value proposition behind packaging complexity
Source grounding
Framework-informed operational guidance using evidence principles from The Mom Test, business-model and revenue-stage analysis from Lean Analytics, and positioning context from Obviously Awesome. This first release does not claim source fidelity to Monetizing Innovation.
