Parker Olson

You could think about value creation based pricing.

There's pros and cons to all of them.

Like we've sort of gone down a bit of like a value-based pricing ethos.

And the reality is, is like, you kind of just have to try things.

It's going to be super messy early, but like the important thing is getting money in the door.

And so what we used to do is like,

We'd be like, okay, cool.

Like we're gonna sell it.

Well, initially off the bat, we knew that, okay, we wanna build a business model that is reoccurring.

By design, reoccurring business models are more valuable than transactional business models.

And so that was like a non-negotiable.

The other non-negotiable is like, we wanted it to be a really fast sales cycle.

Because again, it's like, look, if this is a 10 week sales cycle, we're not getting feedback until 10 weeks from now.

And so how do we sell something where somebody could make a decision really quickly?

again part of it was like we needed to eat and like live uh but the other part of it is like you get a lot of feedback data really fast so we are like okay we need to craft an offer that is reoccurring and so you know we we did subscription based pricing and we we started with like okay we'll do uh like maybe an intro price um and then we tested different price points and on calls we would literally like

somebody to be sold they'd be like cool like how much is this right and that's after you've sold it like like you kind of know this this type of person's willing to buy this is a real problem they have and it's just like cool it's 2.99 a month it's 3.99 a month it's 5.99 a month it's 6.99 a month right and you start to get a sense of like where you start to get a gauge right of sort of like where most people are landing and and that i think is a really good initial step

I think the step two of that, which, like, I don't think we've done an excellent job at, and it's something we're working on right now, is thinking about tiered pricing for, like, the different type of customer.

You know, our kind of pricing sort of ops out certain smaller types of customers because it's too expensive for them.

And then really big customers, like, they're like, oh, this is nothing, right?

And so, like, in reality, like...