For media and technology companies
Earn more from what you sell
Make the offer and the price capture the value you create, adapt the revenue model as your market moves, and grow the customers you already have.
Sound familiar?
- Customers like the product, but deals stall on price or packaging.
- Discounts have become the main sales lever.
- Different buyers are sold the same package.
- Audiences, platforms or advertising have moved; our revenue model has not.
- We win new logos but lose, or under-grow, the accounts we have.
- Pricing changes are made once, without a test.
What waiting costsMargin lost to unmanaged discounting and avoidable churn compounds at every renewal.
What we see
More content, more features or a deeper discount rarely means more revenue. Value has to be packaged and priced the way each buyer recognises it, and tested with customers rather than set once in the dark.
Problems we solve
Adapt the revenue model as audiences, platforms and advertising change
When this is you
- Subscription, advertising, FAST, windows or licensing economics are shifting under you.
What good looks like
An evidence-based model decision and a phased transition.
What we do
Revenue-model options and economics.
Proposition, pricing and packaging
With adoption, capability and business-model change when the change reaches the organisation.
Fix pricing and packaging, and govern discounting
When this is you
- Discounting has replaced positioning.
- Packages are built around the product, not the buying decision.
What good looks like
A price architecture and discount rules sales can defend, plus a test plan.
What we do
Set and test prices, equip the team.
This can stand alone.
Sharpen the proposition for each buyer
When this is you
- One offer for buyers with different needs.
- Buyers cannot see the option that fits them.
What good looks like
A value map and a proposition for each priority segment.
What we do
Understand the buying decision, then design propositions and packages.
Keep customers and grow the accounts you have
When this is you
- Churn, or flat revenue from existing accounts.
- Account growth left to chance.
What good looks like
Renewal and expansion routines with owners, and pricing that rewards growth.
What we do
Diagnose why accounts leak, then fix pricing, coverage and routines.
Results for clients like you
Success case · Technology companies
Subscription Pricing Overhaul for a Technology SaaS Provider
See how a technology SaaS provider redesigned pricing and packaging to strengthen customer value, retention and recurring revenue.
How an engagement runs
The four GrowthBridge™ parts as they apply here.
Opportunity and priorities
Understand how each segment decides and what value it recognises.
OutcomeA value map.
Commercial design
Design propositions, packages and price architecture.
OutcomePackages buyers understand.
Execution enablement
Set and test prices with customers and sales.
OutcomePricing you can defend.
Sustained performance
Discount governance, guidance and measures.
OutcomeMargin that holds.
A possible first step: a focused assessment answering "Where is margin leaking, and which change pays back first?"
Who this is for, and who it isn't
This is for
- Companies whose customers already value the product.
- Subscription, advertising, licensing or usage-based models.
- Leaders willing to test changes with customers and the sales team.
This is not for
- A guaranteed uplift without evidence.
- Changes with no accountable owner.
- Tool procurement presented as pricing strategy.
A pricing-only or benchmark assignment remains possible when it answers a defined commercial question.
Questions buyers ask
Can you help with pricing only?
Yes. Pricing and packaging is often the fastest route to value and can stand alone.
Do you run customer research?
We use existing data first, then targeted customer and sales-team conversations and tests.
How long before pricing changes show results?
It depends on sales cycles and contract terms; the test plan is designed to show early signals.
Do we have to start with a diagnostic?
No. A focused assessment is useful when a situation needs an outside view before committing, and we will recommend one when it helps. If you already know what needs doing, we can start there.
Thinking on this problem
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