Pricing is not just about numbers. It’s about psychology, timing, and strategy. In the world of business, whether you’re selling to companies (B2B) or individual customers (B2C), your pricing strategy needs to be sharp, data-backed, and flexible. Below, we break down 30 powerful pricing statistics that compare B2B and B2C models—side-by-side. For each, we explore the meaning, practical impact, and give you actionable insights that can sharpen your pricing game.
1. 72% of B2B companies use negotiated pricing, compared to only 9% of B2C firms
Why negotiation matters in B2B pricing
In B2B, pricing isn’t always fixed. The vast majority—72%—of companies allow pricing to be shaped by negotiation. This flexibility supports long-term contracts, volume deals, and customized service packages.
This approach makes sense when selling to enterprises with specific needs. Customization adds value, and businesses are often willing to commit more if they feel they’re getting a tailored deal. Unlike in B2C, where standardized pricing is more common, B2B buyers want to feel heard and respected during the buying process.
When fixed pricing fails
Imagine trying to sell a software suite to a company with 5,000 users using the same pricing model as one with 50 users. A rigid structure won’t work. Negotiation becomes essential not only to close the deal but to build trust.
What you should do
If you’re B2B and not offering flexible pricing, start small. Give your sales team permission to offer discounts based on deal size. Create structured tiers, but allow for adjustments based on customer profile, contract length, or other strategic variables. Set limits, but make room for dialogue.
On the B2C side, negotiation doesn’t fit the model. Instead, focus on simplifying decision-making with clear, value-packed pricing that’s easy to compare.
2. 63% of B2C companies revise prices quarterly, while 47% of B2B firms do it annually
Speed matters in B2C
Consumer markets move fast. Pricing that was effective three months ago might not cut it now. This stat shows that nearly two-thirds of B2C brands are constantly re-tuning pricing, while B2B tends to lag behind.
B2C pricing shifts quickly in response to market demand, seasonality, competitor actions, and consumer sentiment. Sales promotions, trends, and cost fluctuations drive frequent changes.
B2B’s slower rhythm
B2B operates on longer sales cycles and multi-year contracts. While that justifies less frequent changes, it can also cause you to miss out on opportunities to adjust for margin improvements or better positioning.
What you should do
If you’re B2B, revisit your pricing at least twice a year, even if your contracts are long-term. Look for quiet leakages—places where value has increased, but pricing hasn’t. Build pricing review into your quarterly strategy meetings.
If you’re B2C, don’t change prices just to stay busy. Use A/B testing and analytics to justify every change. Track how often price changes correlate with conversion gains or losses.
3. B2C pricing strategies rely on psychological pricing 82% of the time, versus 24% in B2B
The psychology of cents
You’ve seen it—$9.99 instead of $10. It’s not about saving a penny; it’s about triggering an emotional response. B2C brands know this well, which is why psychological pricing dominates their playbook.
Whether it’s charm pricing, anchoring, or scarcity tactics, these methods work wonders on individual buyers. They create a perception of value, urgency, or affordability.
B2B customers think differently
B2B buyers operate in a rational framework. They’re trained to evaluate ROI, total cost of ownership, and long-term benefits. That’s why psychological pricing doesn’t always work as intended here. It can even seem unprofessional if misapplied.
What you should do
If you’re B2C, keep using psychological techniques, but test them thoroughly. Just because $49.99 sounds better than $50 doesn’t mean it drives more revenue—measure it.
If you’re B2B, you don’t have to ditch psychology altogether. Use it subtly. For example, presenting three pricing options with one clearly positioned as “best value” can guide decisions. Framing still matters—just use it in a way that supports rational logic.
4. 58% of B2B companies offer volume-based discounts, compared to 33% of B2C brands
Why volume discounts thrive in B2B
In B2B sales, bigger orders justify lower per-unit costs. Offering volume-based discounts aligns with how businesses buy—bulk purchases, recurring orders, and supplier relationships.
Volume pricing is a negotiation tool and a retention strategy. It gives businesses a reason to commit more upfront or lock in longer deals.
Why B2C plays this differently
In B2C, volume pricing can work (e.g., “buy 3, get 1 free”), but most customers buy in smaller quantities. The opportunity to scale pricing down with order size is less common.
What you should do
If you’re in B2B, tiered pricing based on quantity should be standard. Make it visible, simple, and tied to ROI. You’re not just selling savings—you’re selling a smarter purchasing decision.
If you’re in B2C, experiment with bundling. It’s a way to mimic volume incentives without overwhelming your customers. Promote it as a value-added offer, not just a discount.
5. 71% of B2C companies test pricing via A/B models; only 39% of B2B companies do the same
The rise of pricing experimentation
B2C companies know the value of testing. From subscription plans to product bundles, they use A/B testing to see what converts best. A/B testing means showing two different prices to similar audiences and seeing which one performs better.
That 71% figure highlights how embedded this tactic is in consumer business. It allows for constant improvement.
B2B lags behind
B2B firms often rely on gut feel, legacy models, or isolated negotiation feedback. This hesitation comes from the complexity of deals and the fear of disrupting long-term relationships.
But without testing, you’re flying blind. You’ll never know if your pricing is helping or hurting conversions.
What you should do
If you’re B2B, you don’t need to A/B test live deals. Instead, simulate pricing conversations internally. Compare proposed prices and client responses over time. Consider controlled testing with new leads or smaller accounts.
If you’re in B2C, keep testing—but go beyond prices. Test positioning, packaging, and messaging too. Just make sure the sample sizes are big enough to draw real conclusions.
6. 54% of B2B businesses use cost-plus pricing, while only 17% of B2C companies rely on it
The simplicity of cost-plus
Cost-plus pricing is exactly what it sounds like. You take the cost of providing your product or service, add a profit margin, and there’s your price. Over half of B2B companies still use this method because it feels safe and logical.
It ensures you cover your costs and make money. In industries with stable margins or where competition is less price-sensitive, it works just fine.
Why B2C avoids it
Only 17% of B2C companies use cost-plus pricing. That’s because consumer pricing is less about covering cost and more about perceived value. B2C customers don’t care how much something costs to make—they care about what it feels worth.
So, while a bottle of perfume may cost $3 to produce, it might be priced at $120 because of branding, experience, and positioning.
What you should do
If you’re in B2B, don’t rely solely on cost-plus. Use it as a base, not a final number. Layer in value metrics—like time saved, revenue generated, or effort reduced. If you’re solving big problems, your price should reflect it.
If you’re B2C, forget cost. Focus on outcomes, emotions, and benefits. Build a brand around how your product makes people feel. Cost-based pricing will only hold you back.
7. Dynamic pricing is adopted by 66% of B2C brands, but only 29% of B2B firms
What dynamic pricing means
Dynamic pricing changes based on demand, timing, customer behavior, or even inventory levels. Think of Uber’s surge pricing or airline ticket fluctuations.
In B2C, two-thirds of companies use this model to stay competitive. It lets them react in real-time to market shifts and customer actions.
Why B2B moves slower
Only 29% of B2B companies use dynamic pricing. Deals take time. Buyers need approval. Changes in price can disrupt trust, especially if a quoted price differs from a past discussion.
But that doesn’t mean dynamic pricing can’t work in B2B. It just needs a different implementation.
What you should do
If you’re B2C, make sure your dynamic pricing engine is transparent. Sudden unexplained changes can erode trust. Use data like browsing history, location, or demand spikes to fine-tune prices without confusing users.
If you’re B2B, dynamic pricing can be used in contracts, proposals, or renewal terms. Adjust based on volume, season, urgency, or even risk. Just be clear and consistent. Buyers respect clarity.
8. B2B buyers expect transparent pricing 46% of the time; B2C buyers expect it 78% of the time
Why transparency matters more in B2C
Consumers want to see prices upfront. They want to compare, budget, and make decisions fast. That’s why 78% of them expect price transparency. They won’t call a sales rep to find out what something costs.
B2C pricing pages, ecommerce listings, and app stores all push for clarity.
Why B2B is still vague
In B2B, only 46% of buyers expect to see clear pricing. That’s partly because they’re used to negotiation and custom solutions. But the world is changing. More buyers now prefer self-serve research and pricing calculators.
Opaque pricing slows down deals and creates friction.
What you should do
If you’re B2B, start showing pricing ranges. Or use interactive calculators that let prospects get estimates based on their needs. You don’t need to list every SKU—but some signal of cost helps.
If you’re B2C, don’t hide pricing behind forms. Make sure taxes, shipping, and add-ons are visible early in the buying journey. The more confident your buyer feels, the faster they’ll buy.
9. 42% of B2C companies employ freemium pricing, compared to just 11% of B2B companies
Freemium works best with volume
Freemium pricing offers basic features for free, with upgrades available at a cost. It works best when you have a huge audience and a low cost to serve free users. That’s why 42% of B2C companies use it.
It drives adoption, builds loyalty, and opens the door to upsells later.
Why B2B is cautious
Only 11% of B2B companies offer freemium. Serving business users usually involves onboarding, support, integrations, and security—none of which are cheap. Giving away access can dilute brand value and overextend resources.
Still, in SaaS and PLG (product-led growth) models, a freemium tier can act as a powerful growth engine.
What you should do
If you’re B2C, keep your free version useful—but not complete. It should solve a small, specific problem and highlight the value of upgrading. Don’t overwhelm users with upsells right away. Build trust first.
If you’re B2B, only use freemium if your marginal cost per user is low. Focus on trial experiences instead—time-bound, guided access to full features. Or offer free tools that lead to your core product.
10. Tiered pricing is used by 57% of B2B firms versus 23% of B2C brands
Tiered pricing creates structure
B2B companies love tiered pricing because it aligns with varying needs. Small businesses, mid-market firms, and enterprises all have different budgets and expectations. Tiered pricing simplifies choices and scales your offering.
Over half of B2B firms use it to differentiate features, usage limits, or support levels. It makes upgrades natural and negotiations smoother.
Why B2C uses it less
Only 23% of B2C companies use tiered pricing. Most consumer products are one-size-fits-all. If you’re selling clothes, coffee, or gadgets, tiers don’t make sense.
Where it does appear—like streaming services or subscription apps—it often follows the “basic, pro, premium” model.
What you should do
If you’re B2B, make sure each tier is distinct in value—not just in price. Avoid feature bloat. Help users self-select by clearly showing who each plan is for.
If you’re B2C and use tiered pricing, focus on simplicity. Don’t overwhelm with options. Three choices are often enough. Use your middle tier to anchor the premium plan as the best deal.
11. Subscription pricing is offered by 48% of B2C companies and 62% of B2B firms
The recurring revenue advantage
Subscription pricing has changed the way companies sell and scale. It brings predictability, improves cash flow, and deepens customer relationships. That’s why 62% of B2B firms and 48% of B2C brands now offer it.
In B2B, subscriptions align with how companies budget. They prefer manageable, recurring expenses over large upfront payments. This also makes renewals easier than re-selling every year.
B2C companies benefit too. From Netflix to subscription boxes, consumers love the convenience of set-and-forget services.
The risks of subscription fatigue
The rise in subscriptions means customers are now more selective. If your product isn’t delivering ongoing value, churn will spike. In B2C especially, people quickly cancel services that feel wasteful.
What you should do
If you’re B2B, make sure your subscription terms match customer value. Offer usage-based models or flexible add-ons so they can scale with you. Automate renewals but also schedule check-ins to reinforce value.
If you’re B2C, focus on the experience. Surprise customers, introduce new perks, and keep communication strong. Build a habit around your product so unsubscribing feels like a downgrade.
12. 75% of B2B pricing decisions involve sales teams, compared to only 19% in B2C
Sales teams as pricing gatekeepers
In B2B, three-quarters of pricing decisions involve the sales team. That’s because pricing often depends on client context—deal size, urgency, legacy contracts, or relationship history.
Salespeople bring field knowledge. They can adjust pricing to close high-value deals and offer tailored solutions.
In contrast, only 19% of B2C pricing flows through sales. Most B2C pricing is set centrally by marketing or product teams and delivered directly to consumers.
The trade-off: speed vs flexibility
The sales-driven model offers personalization but slows down execution. It also makes pricing harder to standardize or analyze. In B2C, fast, consistent pricing enables rapid experimentation and clarity across all channels.
What you should do
If you’re B2B, give your sales team clear pricing guardrails. Let them personalize within limits, but require approvals beyond certain thresholds. Centralize pricing data so finance and leadership can monitor trends.
If you’re B2C, build cross-functional pricing teams. While your sales team might be small or nonexistent, marketing and customer support should feed insights back into pricing discussions.
13. Personalized pricing is used by 31% of B2B firms, but only 14% of B2C companies
Pricing based on who’s buying
Personalized pricing tailors the offer to the buyer. In B2B, this is more common because deals are large and every client is different. Pricing reflects variables like usage, company size, industry, or lifetime value.
Only 14% of B2C companies use this tactic, often through loyalty programs, discount algorithms, or location-based offers.
The danger of unfairness
Done poorly, personalized pricing can feel discriminatory. If customers find out someone else got a better deal for no good reason, trust erodes fast.
In B2B, the risk is lower because deals are private. In B2C, transparency is critical.
What you should do
If you’re B2B, use CRM data to tailor pricing while ensuring consistency. Match pricing to real differences in customer profile or value—not just how good they are at negotiating.
If you’re B2C, tread carefully. Personalized offers should feel like rewards, not random fluctuations. Use loyalty tiers or user behavior (like cart size) to trigger pricing differences that make sense.
14. Geographic pricing variation is used by 44% of B2C firms versus 27% of B2B companies
Location affects willingness to pay
Not every market can bear the same price. Local competition, currency strength, income levels, and purchasing habits vary. That’s why 44% of B2C brands adjust pricing by geography.
Only 27% of B2B companies do the same, often due to global pricing policies or contract standardization.
But this can be a missed opportunity. If you’re selling in both San Francisco and São Paulo, a flat global price might misalign with local expectations.
What you should do
If you’re B2C, use geo-pricing to your advantage—but be strategic. Don’t just mirror currency exchange rates. Consider buying power, cultural expectations, and local competitors. Always keep pricing fair and clearly communicated.
If you’re B2B, start by testing location-based pricing in new regions or channels. Use local partners or resellers to understand what the market will bear. Just make sure your sales team is aligned to prevent conflicts or confusion.
15. 89% of B2B firms say pricing is directly tied to account value; only 35% of B2C say the same
Pricing as a function of relationship value
B2B companies are more likely to tie pricing to account value—past revenue, size, or strategic potential. It’s logical. Long-term partners may deserve better pricing, especially if they commit to upsells or integrations.
This approach deepens loyalty and encourages bigger deals over time.
In B2C, just 35% connect pricing to customer value. Most consumers receive the same prices, regardless of past purchases or loyalty.
The missed opportunity in B2C
Loyal customers are often the most profitable. If you’re not tailoring pricing or perks to your best buyers, you risk losing them to competitors who do.
What you should do
If you’re B2B, audit your pricing policies for fairness and value alignment. Do your best accounts get clear benefits? Are your offers helping them grow with you? Price isn’t just a number—it’s part of the relationship.
If you’re B2C, explore loyalty-based pricing. Offer better rates or early access to repeat buyers. Even a small discount can make loyal customers feel seen and appreciated.
16. Time-sensitive discounting is applied by 68% of B2C brands and 21% of B2B firms
Creating urgency to buy
Time-sensitive discounts—like flash sales, limited-time offers, or countdown timers—are everywhere in B2C. Why? Because they work. Consumers often respond emotionally to urgency. It reduces hesitation and boosts conversions.
Nearly 7 in 10 B2C brands use this technique regularly. It plays into human behavior—fear of missing out, or simply the appeal of a “deal.”
Why B2B avoids the rush
In B2B, only 21% use time-sensitive discounting. This is understandable. B2B deals involve more stakeholders, longer approvals, and budget cycles. Time pressure might even backfire by pushing buyers away or making the offer seem manipulative.
But there are ways to do it right—even in B2B.
What you should do
If you’re B2C, don’t overuse urgency. It loses impact if it’s always there. Use it for new product launches, holiday sales, or special events. Make the terms clear and the deadline real.
If you’re B2B, consider adding light urgency to specific offers. For example, give a discount for contracts signed before the end of the quarter. Or offer bonuses that expire—like free onboarding or extra seats. The key is tying urgency to genuine value, not pressure.
17. 61% of B2B companies use pricing consultants vs. just 18% of B2C companies
When pricing gets complex
B2B pricing often spans multiple products, regions, and client types. That’s why 61% of B2B firms bring in experts—pricing consultants—to refine their models. These specialists analyze customer segments, market dynamics, and profit margins to find the sweet spot.
In B2C, where pricing is more standardized and volume-driven, only 18% rely on consultants. Most B2C brands handle pricing in-house through product or marketing teams.
Why consulting pays off
The right price can unlock millions in revenue. Consultants bring fresh eyes and proven models. They challenge assumptions and help you avoid leaving money on the table.
What you should do
If you’re B2B and haven’t worked with a pricing expert, consider it—especially if your sales cycle is long, your margins are thin, or your close rates are inconsistent. Even a short-term engagement can yield powerful insights.
If you’re B2C, you may not need a consultant—but you do need testing. Use data from sales, customer behavior, and competitive benchmarks to optimize regularly. If your growth is stalling, external help might be worth exploring.
18. Freemium-to-paid conversion rate is 4.7% for B2C and 9.2% for B2B
Freemium isn’t free growth
Freemium models attract users—but converting them to paying customers is the real game. The numbers show that B2B actually converts better than B2C. While 9.2% of B2B freemium users upgrade, only 4.7% of B2C users do.
This makes sense. B2B users often have clear goals—like saving time or increasing revenue. If the product proves value, they’re more likely to pay.
B2C users, on the other hand, are often browsing or exploring casually. The bar to pay is higher.
What you should do
If you’re B2B and offer freemium, build clear upgrade paths. Show users the ROI of premium features early. Offer success check-ins or onboarding even during the free phase.
If you’re B2C, focus on reducing friction. Simplify the upgrade process, and offer small upgrades at lower prices. Highlight value in terms of daily use or emotional payoff—like joy, productivity, or connection.
And in both cases—track, test, refine.
19. Only 12% of B2B companies update prices monthly, compared to 47% of B2C brands
Agility vs stability
B2C pricing changes fast. Almost half of B2C companies revise prices monthly. This helps them react to market trends, cost changes, or demand shifts. From inflation to social trends, price sensitivity in consumer markets is real.
B2B is much slower. Just 12% update monthly. Most rely on annual or semiannual reviews, especially when dealing with long-term contracts.
The danger of infrequent changes
Waiting too long can leave money on the table. Costs go up, markets evolve, and competitors adjust—but if you don’t, your margins shrink. Worse, outdated pricing can confuse or deter customers.
What you should do
If you’re B2B, start by reviewing prices quarterly. You don’t have to change them each time—but the review process keeps you proactive. Flag products or services with low margins, high churn, or outdated tiers.
If you’re B2C, make sure your pricing updates are backed by data. Avoid reactionary changes. Instead, use customer behavior, sales trends, and competitor moves to guide smart adjustments.
20. 36% of B2B companies link pricing to usage metrics; only 9% of B2C do so
Usage-based pricing grows with value
More than one-third of B2B firms now link pricing to usage. That means customers pay based on how much they use—per seat, per transaction, per API call, or per GB stored.
This model aligns price with value. If a customer grows, they pay more. If usage shrinks, so does the bill. That flexibility builds trust.
In B2C, this model is rare. Only 9% of brands use it. Most consumers prefer fixed prices. Complexity creates friction.
When usage-based works
This model shines in SaaS, infrastructure, and platforms where usage scales naturally. It encourages customer retention and aligns your incentives with theirs—when they succeed, you grow too.
What you should do
If you’re B2B, consider hybrid pricing. Offer a base fee with usage-based add-ons. This provides predictability and scalability. Monitor usage patterns to forecast revenue and offer proactive upsells.
If you’re B2C, only use this model if it’s intuitive—like minutes used, data consumed, or features unlocked. Always explain how charges are calculated, and give users control over limits to avoid surprises.
21. 70% of B2C pricing strategies are marketing-driven; 58% of B2B strategies are finance-driven
Who controls the price?
In B2C, marketing teams lead the pricing conversation. Their goal? Maximize reach, increase conversion, and grow brand perception. That’s why 70% of B2C pricing strategies are designed from a marketing-first view.
The price must match the campaign. It must look attractive in ads, feel fair in store, and align with how the product is positioned.
In B2B, the conversation shifts. Here, 58% of pricing decisions are finance-led. The emphasis is on margin, deal size, and cost recovery.
The trade-off
When marketing leads pricing, creativity thrives—but sometimes at the expense of profitability. When finance leads, the business protects margins but risks missing emotional triggers that influence buying.
What you should do
If you’re B2B, don’t let pricing sit only in spreadsheets. Involve marketing and sales when setting prices. Ask: How will this price be perceived? What does it signal about value?
If you’re B2C, make sure finance has a seat at the table. Pricing should excite your audience, yes—but it also needs to be sustainable. Balance growth with unit economics.
Cross-functional pricing teams are the future—start building one now.
22. 85% of B2B pricing models incorporate implementation or onboarding fees vs. 12% of B2C
Why B2B includes setup costs
Most B2B products aren’t plug-and-play. They require customization, integration, training, or migration. That’s why 85% of B2B pricing includes implementation or onboarding fees.
These fees cover the cost of getting customers up and running. They also help weed out low-commitment buyers who aren’t serious.
On the B2C side, only 12% include such fees—typically in services like coaching, healthcare, or premium concierge offerings.
The value of onboarding
Charging for onboarding can signal quality—but it can also deter adoption if positioned poorly. Customers don’t want to feel like they’re paying extra for something that should be included.
What you should do
If you’re B2B, frame onboarding fees as value-added. Show how the process reduces ramp-up time and improves results. Offer it as a flat rate or bundle it into the first year’s pricing.
If you’re B2C and offering a high-touch service, consider a nominal setup fee to reinforce perceived value. Just be transparent and explain what customers are getting.
Always link fees to outcomes—not just effort.
23. 39% of B2B customers expect price negotiation; only 7% of B2C customers do
Haggling isn’t dead in B2B
Almost 4 in 10 B2B buyers expect to negotiate price. It’s part of the culture. Whether it’s about volume, contract length, or scope, B2B buyers are used to discussing terms.
On the other hand, only 7% of B2C customers expect to negotiate. They usually accept the sticker price or wait for a sale.
Negotiation as a value lever
For B2B, negotiation creates a chance to explore value-based pricing. It lets you understand buyer priorities and adapt the offer. But it also introduces risk—discounts can erode margins fast.
What you should do
If you’re B2B, train your sales team to negotiate on value—not price. Equip them with scripts, fallback positions, and pricing calculators. Set discount ceilings and approval workflows.
If you’re B2C and run high-ticket products (like luxury or custom goods), consider adding a limited-scope negotiation option—through chat, phone, or personal concierge.
For most B2C products, though, stick to transparent pricing and occasional promotions. Haggling just isn’t part of the playbook.
24. 67% of B2C brands test price elasticity at least annually; 29% of B2B companies do
Understanding how price affects demand
Price elasticity testing measures how sensitive your customers are to price changes. B2C brands do this often—67% test at least once a year. They want to know how much they can increase prices without hurting sales.
B2B companies lag behind. Only 29% run elasticity tests, often because of fewer transactions or complex deal structures.
But this means B2B leaves money on the table—or overcharges and loses deals without realizing it.
What you should do
If you’re B2C, keep testing elasticity but dig deeper. Look at product bundles, competitor reactions, and timing. Not all price sensitivity is immediate—some plays out over months.
If you’re B2B, try simulated elasticity tests. Offer different pricing packages to different segments. Track close rates, deal sizes, and objections. You don’t need thousands of data points to learn something useful.
Elasticity isn’t a luxury—it’s a roadmap.
25. 51% of B2C pricing relies on competitor benchmarks; 43% of B2B pricing does
Watching the competition
More than half of B2C pricing strategies are shaped by what competitors charge. In crowded markets, this is necessary. Consumers compare prices constantly. If you’re not in the ballpark, you lose.
In B2B, 43% benchmark competitors—but it’s trickier. Pricing is often hidden behind calls, quotes, or custom contracts. Still, competitors shape expectations.
The trap of reactive pricing
It’s smart to know where you stand. But if you set prices only based on competitors, you risk becoming a follower. You ignore your value, brand, and unique model.
What you should do
If you’re B2C, use competitor pricing as a sanity check—not a blueprint. Know when to match, undercut, or rise above. If your product is superior, price it like it.
If you’re B2B, get competitive intelligence from buyers, sales teams, and win-loss analysis. Don’t just guess—build shadow pricing models. Then price based on the full picture: competitor benchmarks, customer value, and your cost base.
26. Customer lifetime value (CLTV) drives pricing in 72% of B2B companies and 49% of B2C
Pricing for the long game
In B2B, 72% of companies base their pricing strategy around customer lifetime value. That’s smart. CLTV helps you balance upfront discounts against long-term profits. If a client stays for 5 years, it’s worth investing more in the acquisition.
For B2C, this number drops to 49%. Many brands focus too heavily on first-purchase margins, missing the chance to nurture loyalty.
Why CLTV matters
When you understand how much a customer is worth over time, you can price smarter. You can afford better onboarding, more generous trials, or better support—because you know the payoff.
What you should do
If you’re B2B, keep using CLTV but update your models regularly. Churn, upsell rates, and customer success performance all affect this number. Align your pricing tiers, onboarding plans, and discount rules to long-term value, not just deal size.
If you’re B2C, segment your customer base. Track repeat purchases and referral behavior. Don’t treat all customers the same—invest more in those who spend more over time. Your pricing should reflect that.
27. 59% of B2B firms report using value-based pricing; only 22% of B2C companies do
Pricing tied to perceived value
Value-based pricing sets prices based on what the customer believes the product is worth—not just cost or competitor benchmarks. It’s powerful, and 59% of B2B companies now use it.
This model makes sense in B2B because solutions are often complex and outcomes measurable. If your software saves a company $500,000 a year, charging $50,000 feels like a deal.
Only 22% of B2C brands use value-based pricing. That’s because consumer perception shifts faster and is more emotional.
What you should do
If you’re B2B, build value stories into your pricing. Use ROI calculators, customer case studies, and onboarding metrics to show results. Frame your price as a fraction of the value delivered.
If you’re B2C, you can still use value-based thinking. Instead of highlighting features, emphasize benefits: time saved, beauty enhanced, confidence gained. Don’t be afraid to charge more if you truly deliver more.
28. 31% of B2C pricing teams operate independently; 76% of B2B pricing is cross-functional
Collaboration vs silos
Most B2B pricing decisions involve finance, product, marketing, and sales. That’s why 76% of firms build cross-functional pricing teams. It helps align goals, avoid blind spots, and drive consistent pricing strategy.
In B2C, 31% of pricing teams operate independently—often within marketing. While this speeds up decisions, it can cause disconnects between pricing, brand positioning, and customer expectations.
What you should do
If you’re B2B, maintain a strong pricing committee. Make sure each stakeholder understands their role. Pricing touches every part of the business—treat it that way.
If you’re B2C, bring in voices from customer service and finance. Marketing may lead pricing, but frontline teams know what people complain about. Finance ensures the model holds up under scrutiny.
Cross-functional teams might move slower, but they often move smarter.
29. 83% of B2C companies offer seasonal pricing; only 15% of B2B firms do
Timing matters more in B2C
Consumers are highly seasonal buyers. That’s why 83% of B2C companies use seasonal pricing. Think holiday sales, back-to-school discounts, or summer clearance events.
In B2B, only 15% use this tactic. That’s because purchase timing is driven by budgets, fiscal years, or strategic planning—not holidays.
Still, some B2B categories—like event software, tax tools, or education services—can benefit from seasonal promotions.
What you should do
If you’re B2C, make sure your seasonal pricing doesn’t just feel like a gimmick. Offer real value, and limit how long discounts last. Plan campaigns around customer needs, not just the calendar.
If you’re B2B, look for natural seasons in your buyer’s cycle—end-of-quarter, trade show prep, or annual planning. Use those windows to launch bundled offers or limited-time incentives.
Seasonal pricing works when it feels timely and useful—not forced.
30. Automated pricing tools are used by 41% of B2C companies, versus 18% in B2B
Letting machines set the price
Automation can optimize pricing in real time based on data like inventory, demand, competitor moves, or user behavior. That’s why 41% of B2C companies use pricing automation tools.
From e-commerce to ride-sharing, dynamic adjustments happen without human involvement.
In B2B, only 18% use these tools. The buying process is more complex, and prices are often part of a conversation—not a button click. But automation can still play a role in setting base prices, applying rules, and flagging anomalies.
What you should do
If you’re B2C, automation is your ally. But don’t lose the human touch. Use algorithms to test and learn—but let strategy guide your price floor and ceiling.
If you’re B2B, start with rule-based automation. For example, adjust pricing tiers based on usage or assign discounts based on deal profiles. Use software to guide sales teams with smart recommendations—not replace them.
Automation isn’t about removing humans. It’s about helping them make better decisions faster.
Conclusion
Pricing is more than a number. It’s a message. It tells your customers what you believe your product is worth—and what they should expect in return.
As we’ve seen, B2B and B2C companies approach pricing very differently. Each model has its strengths, risks, and best practices. The key is to understand your buyer, know your value, and adjust with purpose.
