Eugene Levin

The second time, board challenged us a little bit more to do it in a more scientific way.

So we worked with guys at a company called ProfitWell.

And we did a lot of customer surveys, and not just surveying SEMrush customers, existing customers, but people who are in the market for products like this, and got a lot of price sensitivity and packaging studies.

And then we made a decision around this price.

Right.

Our value metrics, they're

Let's put it this way.

For someone who is just buying this first time, they're not obvious.

They make sense once you use the product.

Early on, if I tell you you can have X keywords or X projects, it doesn't really tell you much.

And then also, you know, we had value metrics like number of reports per page, which is, again, if you haven't seen the product, you don't know what is the value of report per

So we focused on functionality, actual problems that you can solve with the product, rather than value metrics.

Because product is, I think, more complex than your average product.

So on the strategic level, it's really me and our ceo.

And we do a lot of kind of high-level planning.

So we design really kind of three axis expansion models.

So axis number one is we want people to move between core plans.

And this is primarily usage-based.

And then second axis is number of users that we buy.

So we think about viral hooks, how