Brian Halligan

Okay, we spent hundreds of hours on this.

Makes me feel better about the question.

We have spent thousands of hours on our price model HubSpot.

And by the way, I don't think we've got it right.

We've got it like vaguely right, but it has been a nonstop topic.

On the marketing side, the tricky thing for selling to a marketing department, most software companies these days sell per seat.

But there's just not a lot of people in a marketing department.

You know, we sell to a company with a startup.

They get 50 employees and seven marketers.

Just not a lot of seats there.

And so we're like, well, how do you tie the value we deliver to the amount they pay?

And so we come up with this idea of just, it's contacts.

The more contacts in your database, the more you pay effectively.

And so we have basic pro enterprise, like every damn software company out there.

And then the Y axis is how many contacts you have in your database.

What I like about pricing models like that is our incentives are aligned.

The better our customers do, the more they pass.

And so that's our marketing product.

And then we come up with a sales product.

And we're like, all right, you can't charge on contacts for sales guys because it's so random how many contacts they'll have.