Matt Plank

Like you're just way too narrow or your price is way too low. Like if you win 70% of deals, then like, that's not good. It's a bad there. At least you could go much bigger. Right. And so I think people don't raise price up until they get to a point where you're about to lose deals because like people think you're overpriced and there's like, How do you know when that point is Matt?

First of all, I think the main thing here is you should continue to inch it up over time until that friction of like, hey, this is more expensive than I thought it would be. This is outside of our budget. This is 100% more than our competitor, 2x the price of a competitor or whatever. Until you get people that are walking away, then you haven't found the right amount of friction.

First of all, I think the main thing here is you should continue to inch it up over time until that friction of like, hey, this is more expensive than I thought it would be. This is outside of our budget. This is 100% more than our competitor, 2x the price of a competitor or whatever. Until you get people that are walking away, then you haven't found the right amount of friction.

First of all, I think the main thing here is you should continue to inch it up over time until that friction of like, hey, this is more expensive than I thought it would be. This is outside of our budget. This is 100% more than our competitor, 2x the price of a competitor or whatever. Until you get people that are walking away, then you haven't found the right amount of friction.

Right when you get to that point, And again, you got to go up gradually because you never, ever, ever, ever want to go back. You don't want to raise them and then be like, oh, never mind. We're going to lower our prices. That's bad. And we don't do this, by the way, on existing customers.

Right when you get to that point, And again, you got to go up gradually because you never, ever, ever, ever want to go back. You don't want to raise them and then be like, oh, never mind. We're going to lower our prices. That's bad. And we don't do this, by the way, on existing customers.

Right when you get to that point, And again, you got to go up gradually because you never, ever, ever, ever want to go back. You don't want to raise them and then be like, oh, never mind. We're going to lower our prices. That's bad. And we don't do this, by the way, on existing customers.

As we inch price up over time, our existing customers that bought early on, we lock them in pretty much forever. And you have to find that friction. And I think you'll squeak out a lot more revenue by finding if you raise your prices 20% and you keep winning, maybe win rates go down a tiny bit. That's okay over time.

As we inch price up over time, our existing customers that bought early on, we lock them in pretty much forever. And you have to find that friction. And I think you'll squeak out a lot more revenue by finding if you raise your prices 20% and you keep winning, maybe win rates go down a tiny bit. That's okay over time.

As we inch price up over time, our existing customers that bought early on, we lock them in pretty much forever. And you have to find that friction. And I think you'll squeak out a lot more revenue by finding if you raise your prices 20% and you keep winning, maybe win rates go down a tiny bit. That's okay over time.

Multi-year is really important. And we have multi-year deals and we incentivize our sales team to sell multi-year deals. So if you sell a one-year deal versus a three-year deal, like we'll give you like a kicker in the comp plan to sell a multi-year deal.

Multi-year is really important. And we have multi-year deals and we incentivize our sales team to sell multi-year deals. So if you sell a one-year deal versus a three-year deal, like we'll give you like a kicker in the comp plan to sell a multi-year deal.

Multi-year is really important. And we have multi-year deals and we incentivize our sales team to sell multi-year deals. So if you sell a one-year deal versus a three-year deal, like we'll give you like a kicker in the comp plan to sell a multi-year deal.

The way I think about it is like, what is your commission rate on a new logo? And that could range anywhere from 10% to 30%, depending on like, are you outbound? Are you inbound? What deal size, whatever. And so you want to make sure that the kicker you're paying on a deal isn't much more than like 10, 15% of the deal, right? So if your commission rate is 20%,

The way I think about it is like, what is your commission rate on a new logo? And that could range anywhere from 10% to 30%, depending on like, are you outbound? Are you inbound? What deal size, whatever. And so you want to make sure that the kicker you're paying on a deal isn't much more than like 10, 15% of the deal, right? So if your commission rate is 20%,

The way I think about it is like, what is your commission rate on a new logo? And that could range anywhere from 10% to 30%, depending on like, are you outbound? Are you inbound? What deal size, whatever. And so you want to make sure that the kicker you're paying on a deal isn't much more than like 10, 15% of the deal, right? So if your commission rate is 20%,

Then maybe you're giving them an extra like two to 3% kicker for a multi-year deal, but you can't make it that your commission rate is 20% and then you sell a multi-year deal and you get paid 40%, right? Like that math doesn't work.

Then maybe you're giving them an extra like two to 3% kicker for a multi-year deal, but you can't make it that your commission rate is 20% and then you sell a multi-year deal and you get paid 40%, right? Like that math doesn't work.

Then maybe you're giving them an extra like two to 3% kicker for a multi-year deal, but you can't make it that your commission rate is 20% and then you sell a multi-year deal and you get paid 40%, right? Like that math doesn't work.

And so it's generally, I'd say maybe 10, 15, 20% of the original contract, like the year one contract, or thinking of the commission rate, I guess the right way to think about it.