In SaaS, pricing isn’t just about numbers. It’s about how you connect value to what your customer pays. Many founders know this, but few act on it. This article dives into the reality of value-based pricing across the SaaS industry, one stat at a time. For each stat, we break down what it really means, why it matters, and how you can apply it in your own SaaS business today.
1. 38% of SaaS companies report using value-based pricing as their primary strategy
Understanding the baseline
The fact that 38% of SaaS companies use value-based pricing as their main strategy tells us that while it’s gaining traction, it’s still not the dominant approach. This number shows a clear divide—between those who build pricing around what their customers value most, and those who stick to simpler, more internal-focused methods like cost-plus or competitor-based pricing.
Why it matters
If you’re not using value-based pricing, you’re likely leaving money on the table. You’re also probably misaligned with what customers are willing to pay. This can lead to slow growth, higher churn, and deals that feel hard to close.
How to act on this insight
Start by asking your current users what part of your product delivers the most value. Don’t rely on assumptions. Use interviews and surveys to pinpoint the features they love—and the outcomes they care about. Then, restructure your pricing around those outcomes. If customers say they save 10 hours a week using your tool, tie your pricing to the value of that time saved.
Don’t try to perfect it overnight. Start small. Test one value-based pricing plan with new leads. Compare it to your existing plans. See how it converts. Then slowly roll it out to your wider base.
2. 41% of high-growth SaaS companies use value-based pricing models
Growth correlates with pricing maturity
There’s something powerful in this stat. It shows that high-growth SaaS businesses are far more likely to use value-based pricing than their slower-growing peers. These companies are aligning pricing with perceived customer value—and that’s driving both adoption and retention.
Why it matters
If you’re serious about scaling, you can’t afford to guess at your pricing. You need a strategy that evolves as your product does. High-growth companies understand this. They keep a tight feedback loop between their product team, sales team, and customer success. And they price based on how much value they create.
What you should do
Study the behaviors of your best customers. Look at how they use your product. Which plans are they on? What’s the ROI they’re getting? Use this insight to shape a pricing structure that makes your tool feel like a no-brainer investment.
You can also tier your pricing based on value outcomes. For example, if you offer a scheduling tool, you could price based on the number of meetings booked per month. The more someone gets out of your tool, the more they’re willing to pay.
Keep in mind: growth isn’t just about acquiring users. It’s about monetizing them well. And value-based pricing does exactly that.
3. Only 17% of early-stage SaaS startups implement value-based pricing
Startups aren’t getting it right early enough
This is a warning sign. Most early-stage founders focus on product, go-to-market, and acquisition. Pricing becomes an afterthought. But when only 17% of startups use value-based pricing from the beginning, it means too many are guessing—or copying competitors.
Why it matters
Pricing is one of your biggest growth levers, especially when cash is tight. If you get it wrong, your product might seem too expensive or too cheap. Either way, you’re hurting your chances of product-market fit.
How to avoid this mistake
Don’t wait until Series A to figure out pricing. Build it into your discovery process from day one. When interviewing potential customers, ask not just about pain points—but about how much solving that pain is worth to them.
Use simple value questions like:
- How do you currently solve this?
- What would make this tool worth paying for?
- How would you measure success?
From there, shape your early pricing model based on expected value delivered. It doesn’t have to be perfect. But even a rough value-based approach is better than just picking a number out of thin air.
4. 54% of SaaS companies using value-based pricing see higher net revenue retention
Value-based pricing boosts long-term revenue
Retention is one of the strongest signs of product-market fit. And over half of the SaaS companies using value-based pricing enjoy better net revenue retention. That means their customers stick around—and spend more over time.
Why it matters
Net revenue retention isn’t just about holding onto users. It’s about growing the revenue you get from them month after month. If your pricing model reflects the value users receive, they’re less likely to churn and more likely to upgrade.
What you can do
Map your customer journey and look for moments where value spikes. For instance, if your analytics tool helps a client unlock a major insight after month two, highlight that in your onboarding—and in your pricing justification.
Then, build pricing upgrades around value expansions. If your user adds more teammates, processes more data, or sees better results, make it easy (and natural) for them to move to the next plan.
Retention follows perceived value. And value-based pricing keeps that perception high.
5. SaaS firms with value-based pricing grow 25% faster than those using cost-plus pricing
Growth loves alignment
Cost-plus pricing is simple—but outdated. It looks at internal costs, adds a margin, and sets that as the price. But SaaS isn’t about physical costs. It’s about value creation. That’s why companies that shift to value-based pricing grow faster—25% faster, in fact.
Why it matters
In SaaS, your marginal cost of serving one more user is close to zero. So pricing based on cost doesn’t reflect the value you’re delivering—or what customers are willing to pay.
Growth comes when your pricing captures upside. When someone finds massive value in your product, your pricing should scale accordingly.
How to apply this today
Look at your current pricing strategy. Is it based on what it costs you—or on what it gives your customers?
If it’s the former, shift your mindset. Run a value audit. Interview users. Find out what success means to them. Then build packages that scale with that success.
And remember—value-based pricing doesn’t mean charging more. It means charging fairly, based on outcome. It builds trust. And trust is the foundation of faster growth.
6. 29% of SaaS executives cite value-based pricing as the most effective approach
Executive belief drives strategic change
When nearly a third of SaaS executives say value-based pricing is the most effective model, it shows that awareness is growing at the leadership level. This matters because pricing changes often require buy-in from the top.
Why it matters
Executives who prioritize value-based pricing usually see better alignment across product, marketing, sales, and finance. Everyone is working toward pricing that makes sense not just internally, but in the customer’s mind.
It also signals maturity. Leaders who understand the power of pricing tend to invest in pricing teams, tools, and experiments.
What this means for your org
If you’re not already elevating pricing discussions to the executive level, now’s the time. Share this stat with your CEO or board. Build a case for exploring a pricing overhaul. It doesn’t mean scrapping your model overnight—but it does mean treating pricing as a growth lever, not an afterthought.
Executives that champion value-based pricing give their teams permission to experiment. And experimentation leads to better pricing outcomes.
7. 62% of companies with over $10M ARR implement some form of value-based pricing
Larger SaaS companies lean into value
This stat tells a clear story: the more mature your business, the more likely you are to evolve your pricing toward value. It’s a natural progression. As ARR grows, the impact of pricing gets bigger—and so does the pressure to optimize it.
Why it matters
At $10M+ ARR, small changes in pricing can mean millions in new revenue. That’s why value-based strategies become more common. They help unlock expansion revenue, improve customer lifetime value, and reduce discounting.
It’s also a sign of operational scale. Companies that succeed at this level usually have pricing teams or dedicated analysts who test pricing models and run win/loss analysis.
What founders and growth-stage teams can learn
If you’re below this revenue mark, think ahead. Study how larger companies structure pricing. What are their value metrics? How do they align features with pricing tiers?
Start experimenting before you reach $10M. Otherwise, you’ll hit a wall—where churn rises and upsells stall—because your pricing stopped reflecting your product’s full value.
8. Just 24% of mid-market SaaS companies report fully adopting value-based pricing
The mid-market gap
The mid-market is often caught in the middle—too big for simple pricing, too small for a full pricing team. That’s why only 1 in 4 mid-sized SaaS companies fully embrace value-based models.
Why it matters
This is an opportunity. If you’re in the mid-market and you do adopt value-based pricing, you instantly gain a competitive edge. You can price more effectively, reduce churn, and monetize more efficiently.
How to bridge the gap
You don’t need a pricing PhD to start. Build customer segments. Ask: what does each group value most? Then test different value levers.
Maybe you’re charging per user, but your value comes from automation savings. Try a tier based on tasks automated. Or switch to outcomes—like meetings booked or leads generated.
You’re in the perfect spot to make pricing a strategic priority—before it gets too complex to change.
9. Companies that use value-based pricing see a 15% increase in average deal size
Bigger value, bigger deals
When your pricing reflects customer-perceived value, you can charge more—and justify it. That’s why value-based pricing often leads to bigger contracts.
A 15% increase in deal size doesn’t just mean more revenue. It also means more confident customers. When people see clear value, they commit more.
Why it matters
Every percent increase in deal size compounds over time. If you’re doing 100 deals a year, that 15% bump could be the difference between surviving and scaling.
It also changes sales dynamics. Instead of defending price, your reps can sell outcomes. That leads to faster closes and fewer objections.
How to make this happen
Audit your current plans. Are they framed around features—or outcomes? Shift the language. Show the “why” behind each price point. Include ROI examples, benchmarks, or case studies.
You can also reframe your plans around business goals. Instead of “Pro Plan: $199,” say “Growth Plan: built to triple your sales pipeline.” That emotional connection boosts perceived value—and drives bigger deals.
10. 35% of SaaS firms claim their pricing somewhat reflects customer-perceived value
Partial alignment is common—but risky
Only 1 in 3 SaaS firms say their pricing somewhat reflects customer value. That’s a red flag. It suggests most companies are still unsure how to connect pricing with outcomes.
“Somewhat” is vague. It often means they’ve guessed—or copied competitors—without truly validating what customers value most.
Why it matters
Misalignment means missed revenue. If you charge too low, you look cheap. If you charge too high without proving value, you lose the deal. Either way, you’re losing.
Worse, “somewhat aligned” pricing makes it hard to scale. As your product evolves, your pricing model won’t keep up.
How to fix it
Turn “somewhat” into “fully.” Start with a value hypothesis. What results do your best users care about? Then validate it. Run surveys. Interview churned users. Talk to power users.
Use those insights to adjust your pricing levers. If people value speed, maybe you charge for faster workflows. If it’s customer acquisition, tie pricing to leads generated.
The goal: eliminate the guesswork. Make every price point a reflection of value delivered.
11. 9% of SaaS startups say they completely align pricing with customer value metrics
Full alignment is rare—but powerful
Only 9% of SaaS startups say their pricing is entirely aligned with the metrics customers care about. That’s a surprisingly low number—and it highlights a major missed opportunity in early-stage SaaS.
Why it matters
When pricing is built around clear customer value metrics—like cost savings, time saved, or revenue generated—it becomes easier to sell. Prospects don’t need convincing; the ROI is self-evident. And that clarity drives faster sales cycles and stronger conversions.
This stat also shows how hard it is to define and measure value early on. Many startups are still figuring out their ICP and use cases, so pricing often lags behind.
What you can do
If you’re still early-stage, use this as a challenge: aim to be in that 9%. Start tracking metrics that matter to your customers. What do they measure before and after using your product?
Then, use those metrics in your pricing narrative. Instead of just saying “$99/month,” say “save 20 hours/month for $99.” Connect the dots between cost and benefit.
Even a small move toward full alignment can boost conversion and build trust.
12. Value-based pricing adoption has increased by 11% since 2020
The shift is happening
This stat shows clear momentum. In just a few years, value-based pricing adoption has jumped significantly. More SaaS companies are realizing they can’t rely on cost-plus or competitor-based pricing forever.
Why it matters
This growth signals a broader shift in how SaaS companies approach monetization. It’s no longer enough to “be cheaper” or “just match the market.” Buyers want pricing that reflects outcomes.
It also means if you’re not exploring value-based pricing, you’re falling behind.
How to respond
Join the movement. Benchmark your pricing model against leaders in your space. Ask: are we evolving our model—or just maintaining it?
Even if you’re not ready for a full overhaul, start small:
- Add one value metric to your pricing page.
- Create a usage tier based on ROI.
- Train sales to sell outcomes, not features.
The trend is clear. And those who move early benefit most.
13. 48% of SaaS companies experimenting with usage-based billing cite value alignment
Usage is becoming a proxy for value
Almost half of SaaS companies testing usage-based billing say their main reason is better alignment with customer value. This reflects a growing understanding that billing should match how customers experience outcomes.
Why it matters
Usage-based pricing isn’t just about consumption—it’s about fairness. Customers like paying for what they use—especially when usage correlates with impact. And companies benefit too: variable pricing often boosts expansion revenue.
What to consider
If you’re exploring usage-based pricing, define the right usage metric. It should be:
- Predictable
- Easy to understand
- Strongly correlated with outcomes
For example, if your tool improves marketing performance, you might price by the number of campaigns run—or conversions tracked—not by seats or logins.
And if you’re worried about revenue volatility, blend fixed and usage-based elements. Offer a base fee + usage tier. That gives you stability while aligning better with value.
14. 20% of product-led SaaS firms use value-based pricing tied to user outcomes
Product-led doesn’t mean “low-touch” forever
One in five product-led growth (PLG) companies use pricing tied directly to user outcomes. This is a shift from the traditional PLG model where the focus was often on freemium or flat-rate plans.
Why it matters
PLG companies collect rich user data. They can see how customers interact, where value is realized, and how behavior changes over time. This data creates the perfect foundation for value-based pricing.
When PLG firms move to outcome-based pricing, they unlock new monetization layers—without disrupting the user experience.
How to make it work
If you’re PLG, mine your user analytics. Find patterns in behavior that correlate with value moments. Maybe it’s when users automate their first task, invite a team, or hit a milestone.
Then, build pricing nudges around those moments. Show users what they’ve accomplished—and how upgrading helps them go further.
Value-based pricing in PLG isn’t about hard selling. It’s about showing the user what they’ve already gained—and inviting them to invest in deeper impact.
15. 50% of value-based SaaS firms update pricing annually to reflect evolving value
Value isn’t static—your pricing shouldn’t be either
Half of SaaS companies using value-based pricing revisit and revise their pricing every year. That’s a key habit—and one that keeps pricing aligned with a changing product and customer base.
Why it matters
If your product is evolving—and your customers are changing—but your pricing stays the same, you’re creating friction. Customers might feel overcharged or underwhelmed. Your sales team might struggle to justify outdated tiers.
Annual reviews help prevent this. They also force you to revisit value metrics, refine messaging, and ensure alignment across teams.
What to do
Set a yearly pricing audit on your roadmap. Look at:
- How customer usage has changed
- Which features are driving the most success
- What your competitors have done
- Where your customer value story has shifted
Then adjust your pricing—not just the numbers, but the structure, messaging, and packaging.
And involve cross-functional teams. Product, marketing, customer success, and finance all have insights that shape value perception.
Pricing isn’t a set-it-and-forget-it function. It’s an evolving strategy. Treat it that way.
16. 44% of VC-backed SaaS companies explore value-based pricing pre-Series B
Investors are pushing for smarter monetization early
Nearly half of venture-backed SaaS startups explore value-based pricing before hitting Series B. That’s a strong signal that investors are now expecting more strategic pricing earlier in the company lifecycle.
Why it matters
When VCs back a SaaS company, they want efficient growth. Value-based pricing directly supports this by improving monetization, reducing churn, and driving net dollar retention.
It also shows that the market is maturing. Founders are no longer waiting for late-stage funding rounds to optimize pricing—they’re doing it when ARR is still growing aggressively.
What this means for your roadmap
If you’re VC-backed—or aiming to raise soon—bring pricing experiments into your Series A narrative. Show how your pricing model is evolving to reflect what users actually care about.
You don’t need a final model. You need a framework. Share how you define value, how you collect feedback, and what metrics you’re testing.
VCs are no longer impressed by freemium plans and vanity metrics. They want to see strategic monetization—and value-based pricing fits that bill.
17. 57% of SaaS companies using persona-based pricing incorporate value tiers
Value-based pricing and personas go hand-in-hand
More than half of SaaS firms that use persona-based pricing also incorporate value-based tiers. This reflects a deeper understanding: different users value different outcomes—and will pay differently to achieve them.
Why it matters
Segmenting by persona lets you tailor pricing around specific needs. A solo founder might care about automation. A sales manager might want reporting. A VP might prioritize team collaboration.
When your pricing reflects those differences, you convert better, retain longer, and unlock more upsell opportunities.
How to implement this
Start by mapping your personas:
- What is their core job?
- What outcomes do they want?
- What barriers do they face?
Then design value tiers around those outcomes. Label your plans clearly, not by feature set—but by value proposition. Instead of “Basic / Pro / Enterprise,” try “Automate,” “Optimize,” and “Scale.”
Make sure each tier answers a specific persona’s most pressing need—and reflects what success looks like for them.
18. 13% of SaaS companies admit their pricing doesn’t reflect product value at all
A wake-up call for pricing complacency
More than 1 in 10 SaaS firms openly admit that their pricing is completely disconnected from product value. That’s a problem—and a massive opportunity for improvement.
Why it matters
When pricing doesn’t match value, users feel confused, underwhelmed, or overcharged. It also makes it nearly impossible for your sales and CS teams to drive adoption or expansion.
Most importantly, it limits your ability to grow sustainably. If you’re not charging based on outcomes, you’re capping your revenue potential—especially with high-value customers.
What to do immediately
Run a simple pricing self-assessment:
- What do your customers actually achieve with your product?
- Does your pricing scale with those achievements?
- Are there high-usage customers paying the same as light users?
If the answers are unclear or misaligned, you need to rebuild. Start with customer interviews. Use qualitative data to rebuild your pricing logic from the ground up.
This doesn’t mean raising prices—it means matching pricing to the real, measurable value you deliver.
19. 39% of surveyed SaaS CFOs advocate transitioning to value-based frameworks
The finance team is on board
CFOs aren’t just focused on budgets—they’re pushing for smarter revenue. Nearly 4 in 10 SaaS CFOs now support transitioning to value-based pricing models. This reflects a shift in how finance views pricing: not as a static cost structure, but as a dynamic growth lever.
Why it matters
When finance supports pricing changes, you gain momentum. Many pricing initiatives stall because the numbers don’t make sense to the CFO—or because there’s no clear forecast.
But CFOs who understand value-based pricing bring rigor to the process. They help model scenarios, analyze impact, and validate assumptions.
How to collaborate cross-functionally
Bring your CFO into early discussions. Share case studies, test hypotheses, and align on key metrics. Ask:
- What does high-margin growth look like?
- How can pricing support ARR and LTV targets?
- What value metrics do we already track?
A strong CFO can turn a good pricing idea into a revenue-accelerating reality. Treat them as a partner—not a roadblock.
20. 23% of firms using AI/ML tools for pricing strategy have shifted to value-based models
Smart tools make smart pricing easier
Almost a quarter of SaaS companies that use AI or machine learning in their pricing strategy now operate with value-based models. That’s a promising sign that tech is finally catching up with pricing complexity.
Why it matters
Value-based pricing is data-intensive. You need to understand usage patterns, success metrics, churn triggers, and more. AI/ML tools help parse this data at scale—and surface insights humans might miss.
They also make it easier to personalize pricing, experiment with tiers, and forecast impact with more precision.
How to get started
You don’t need a full AI stack. Start with what you have. Use CRM and product analytics to track key value events (e.g. time saved, features adopted, usage spikes). From there, test correlations between those events and retention or upsells.
If you’re further along, explore ML-based pricing tools. These platforms can cluster customers by value signals, recommend new pricing tiers, and even run automated A/B tests.
The goal isn’t to hand off pricing to machines—it’s to use machines to uncover value faster.
21. 32% of companies report resistance from sales teams when shifting to value-based pricing
Pricing is a culture shift—not just a number change
Nearly a third of SaaS companies face pushback from their sales teams when transitioning to value-based pricing. That’s not surprising—salespeople are often the frontline, and pricing changes can feel like shifting the rules mid-game.
Why it matters
Without sales buy-in, even the best pricing strategy can fall flat. Sales teams may revert to discounting, miscommunicate value, or avoid selling higher-tier plans if they don’t understand the new logic.
But this resistance is solvable—and often reflects training gaps, not true opposition.
How to fix it
Start by educating your sales team. Don’t just say “we’re using value-based pricing”—explain what that means in the customer’s world. Show them:
- What outcomes justify the price
- How to sell ROI, not features
- How to use pricing as a conversation, not a script
Arm them with value stories, proof points, and tools like ROI calculators. The more confident they feel in the pricing, the more they’ll champion it.
And involve them in the pricing process. Ask for feedback. Let them test pricing in the field. When sales owns the model, they’re far more likely to support it.
22. 16% of companies report implementing value-based pricing by using ROI calculators
Tangible proof builds trust
Just 16% of SaaS firms use ROI calculators as part of their value-based pricing strategy. That’s a missed opportunity—because calculators help quantify value, build confidence, and shorten the sales cycle.
Why it matters
Customers don’t always intuitively understand the value your product provides. ROI calculators translate outcomes into dollars saved, hours recaptured, or revenue gained.
They make abstract value concrete—which makes pricing easier to justify.
What to do now
Build a simple ROI calculator. It doesn’t need to be fancy. Start with a spreadsheet that includes:
- Key value drivers (e.g. time saved, conversions, leads)
- Inputs the customer can estimate
- Outputs that show monthly or annual benefit
Use this in demos, pricing pages, or post-trial conversations. You’ll see fewer price objections—and more “this makes sense” moments.
As you grow, invest in interactive ROI tools embedded in your site. They’re powerful lead magnets and strong close tools in one.
23. 43% of SaaS companies say customer feedback heavily influences their pricing structure
Voice of customer fuels pricing insight
Almost half of SaaS companies say customer feedback plays a major role in shaping their pricing. That’s good news—because value-based pricing starts with understanding what your customer values.
Why it matters
Customer feedback reveals what features matter, which plans feel fair, and where friction arises. It shows you how customers interpret value—before you try to price it.
It also fosters trust. When customers feel heard, they’re more likely to accept pricing updates or new tiers.
How to implement this
Set up ongoing pricing feedback loops:
- Include pricing questions in NPS surveys
- Ask “Which plan feels best aligned to your needs?”
- Run interviews with churned and upgraded users
- Include pricing questions during onboarding
Make sure to analyze by segment—what a solo founder values is different from what a growth-stage team needs.
And don’t just gather the data. Act on it. Use the insights to reshape your pricing tiers, rename plans, or add new value metrics.
Pricing isn’t a one-time decision—it’s a customer-informed process.
24. SaaS companies with value-based pricing models see 19% lower churn on average
Value equals stickiness
This is one of the clearest arguments for value-based pricing: churn drops. On average, companies using this model see 19% lower churn. Why? Because customers stay longer when pricing makes sense.
Why it matters
Churn kills growth. It eats away at revenue, increases CAC, and lowers LTV. Reducing it—even slightly—has massive downstream impact.
When pricing reflects the value a customer actually receives, they’re more likely to renew. They see the ROI. They feel good about the price. And they stay.
How to achieve this
Audit your pricing against churn data:
- Are lower-tier customers churning more?
- Do high-churn cohorts have misaligned plans?
- Is there a gap between what’s promised and what’s delivered?
Then adjust your plans to better reflect real-world value. Simplify where necessary. And educate customers on what they’re getting—especially in onboarding.
A pricing model that tracks with customer outcomes creates alignment. And alignment keeps users around.
25. 26% of firms tie pricing directly to customer KPIs and success metrics
KPI-linked pricing is the next frontier
A growing group of SaaS companies—26%—are linking pricing directly to customer-defined KPIs. This is a bold form of value-based pricing. Instead of assuming value, they let the customer define it.
Why it matters
When you tie pricing to outcomes the customer tracks—like MQLs generated, deals closed, or time-to-resolution—you make pricing feel fair. The better your product performs, the more they pay.
This builds a partnership dynamic. You’re not just a vendor—you’re aligned to their success.
How to implement this approach
This won’t work for every product. But if your tool drives measurable business impact, consider KPI-aligned tiers.
Start with pilot customers. Define success together. Then agree on pricing structures based on those metrics.
For example:
- An analytics platform might charge per revenue insights surfaced
- A support platform might price by resolution speed gains
- A sales enablement tool might price by opportunities closed
This creates win-win pricing—and reduces negotiation friction dramatically.
26. 31% of usage-based SaaS companies define usage in terms of perceived value drivers
Usage isn’t just volume—it’s value
Almost a third of usage-based SaaS companies define “usage” based on value drivers, not just raw consumption. This means they aren’t just charging per API call, seat, or GB—they’re charging based on outcomes users care about.
Why it matters
Traditional usage metrics often misrepresent value. A company might make 1,000 API calls without gaining any real ROI—or just 10 calls that produce a massive business result. Smart companies recognize this and redefine usage to reflect perceived value.
How to apply this
Look at your usage metric. Ask:
- Does it match when customers feel success?
- Is it predictive of renewal or upsell?
- Does it feel fair to users?
If not, change it. Maybe you charge per “report generated,” “project completed,” or “deal closed” instead of generic activity. This not only justifies your pricing but also incentivizes deeper product engagement.
27. Only 8% of surveyed companies use a pure value-based pricing model without blending
Pure value pricing is rare—but aspirational
Just 8% of companies rely purely on value-based pricing without blending in other models (like tiered, usage-based, or cost-plus). This shows how complex pricing really is—and how few companies go all-in on value.
Why it matters
Pure value-based pricing is difficult to operationalize. It requires:
- Deep customer insight
- Strong data infrastructure
- Buy-in across product, sales, and finance
But it’s also the most aligned with outcome-based selling. Customers love it because they feel seen and understood. And companies benefit because they maximize willingness to pay.
What you should take away
Don’t worry about being 100% value-based from day one. Blending is fine—as long as value is the anchor. Use traditional models for simplicity, but wrap them in value logic.
For example, even if you charge per seat, justify the seat price based on value delivered. That’s how you move toward value-pricing maturity over time.
28. 47% of SaaS marketers agree pricing should evolve to reflect user-perceived benefits
Marketers are driving the value narrative
Nearly half of SaaS marketers believe pricing should be tied to user-perceived benefits—not just cost, usage, or market averages. This underscores how central messaging is to pricing success.
Why it matters
Your pricing doesn’t just live on a spreadsheet. It lives on your website, in your sales calls, and inside your customer’s mind. If your marketing team isn’t helping shape and communicate value, you’re missing out.
User-perceived benefit is about how customers feel. And perception drives willingness to pay.
How to involve marketing
Make pricing part of your positioning strategy. Define value props not just by feature, but by benefit:
- What pain does this solve?
- What transformation does it create?
- What does success look like?
Then build your pricing page around these answers. Use testimonials, before/after use cases, and ROI narratives. Don’t just say “$99/month”—say “$99 to automate a week’s worth of manual work.”
Great pricing isn’t just math. It’s marketing.
29. 12% of firms use segmentation to implement multiple value-based pricing variants
One price doesn’t fit all
Only 12% of SaaS companies segment their users and offer multiple value-based variants tailored to those segments. That means most firms still rely on broad, one-size-fits-all pricing—even when customer value varies wildly.
Why it matters
Different customers see value in different ways. A small startup might value simplicity. A large enterprise might prioritize analytics, compliance, or support.
When you price based on average value, you either:
- Undercharge your power users
- Overcharge low-usage segments
Segmentation fixes this. It ensures pricing reflects real-world needs.
How to start
Build customer personas and define value metrics for each. Then create plans or pricing logic that matches each group’s outcomes.
You don’t need 10 SKUs. Just start with 2 or 3:
- One for cost-sensitive customers
- One for ROI-driven users
- One for enterprise needs
Tailor the messaging, packaging, and upgrade logic to each.
The more your pricing matches real value, the more customers will say “this feels right.”
30. Companies with mature pricing functions are 2.2x more likely to adopt value-based pricing
Pricing maturity unlocks growth
Companies that treat pricing as a strategic function—not just a one-off task—are over twice as likely to adopt value-based pricing. That’s the clearest signal yet: pricing sophistication drives pricing evolution.
Why it matters
Mature pricing functions have:
- Dedicated ownership (not a side job)
- Cross-functional input
- Ongoing experimentation
- Deep user research
They’re not guessing—they’re iterating. And they outperform.
How to mature your pricing
Start small. Assign a pricing owner. Run one test per quarter. Set up analytics to track churn, LTV, expansion, and discounting. Talk to 5 customers per month about value.
Treat pricing like product. Build, test, learn, improve.
And most importantly: make value your North Star. The more you center pricing around outcomes—not cost, usage, or competitors—the more pricing becomes a growth engine.
Conclusion
SaaS companies are no longer just building software—they’re delivering outcomes. And in that world, pricing based on perceived value is no longer a differentiator—it’s a necessity.
