Template

Pricing review template

A look at whether your prices still fit: what customers pay and choose, what competitors charge, where deals are lost on price, and whether to change anything.

60 minutesFor Founders or the general manager, product, finance and salesAgenda room

Change the agenda first

The agenda, with a time for each part

What customers pay today10 min
- Which plan do most people choose, and what do they really pay after discounts?
Where price comes up12 min
- In which deals did price decide the outcome, and how?
What the market charges10 min
- What do the alternatives cost for the same job?
What the numbers say13 min
- How did the last change affect sign-ups, upgrades and cancellations?
What to change, and how to test it15 min
- What one change would we try, on whom, and for how long?

How the notes read afterwards

A made-up example, so you can see the shape. In a real call each line carries the words that were said and who said them.

Today. 70% pick the middle plan; average discount 18%.

Lost on price. Mostly firms under 10 people, who compare us with free tools.

Change. Try a cheaper plan for up to 5 users, for new sign-ups only, for 60 days.

Measure. Sign-ups, and how many of them upgrade within 90 days.

Running it well

Look at what customers actually pay, not the price list. Heavy discounting usually means the list price is wrong, or the sales team is.
Ask sales for the real words customers use about price — “too expensive”, “can't get it approved”, “cheaper elsewhere” mean different problems.
Change one thing at a time and for new customers first. Changing prices on existing customers needs notice and care.

Ways to change it

Before a launchPrice the new feature: included, an add-on or a higher plan, and why.

YearlyAdd a review of discounts given and who approved them.

When to skip it. If nothing about customers, costs or competitors has changed since the last review.

Questions

How often should you review pricing?

Most companies look at it at least once a year, and whenever costs, the product or the competition change noticeably.

What should a pricing review look at?

What customers actually pay, which plans they choose, where price wins or loses deals, competitors' prices, and the results of any past changes.

How do you test a price change?

Change one thing, for a defined group — usually new customers — for a set time, and compare sign-ups, upgrades and cancellations with before.

What happens in the room

Everybody joins from the link, with no account. The agenda sits beside the call and each item fills in with what was said about it, under the name of the person who said it.

More templates

Customer advisory board meetingA small group of your best customers meets to hear where the product is going, tell you what they think, and help decide what matters most.Account planning sessionFor one important customer: who matters there, what they are trying to achieve this year, where you could help more, and the next three moves — written down so the whole team plays the same game.Deal reviewOne salesperson walks their manager and a few peers through a single important deal, and the group tests whether it is as real as it looks and what would move it forward.Win-loss reviewLook back at deals you recently won and lost — ideally with the buyers' own words — to learn what really decided them, and change what you sell or how you sell it.Forecast callEach salesperson or team says which deals will close this period and how sure they are, so the business has a number it can plan around.Territory planningDecide who sells to whom next year: split accounts and regions fairly, match them to people's strengths, and set what each territory should bring in.Partner introduction callA first call with a possible partner — a reseller, an agency, another product — to see whether you serve the same customers and could each help the other win.Contract negotiation callWorking through the open terms of a contract with the other side: what each needs, what each can give, and what goes back to lawyers — so the deal closes without surprises.

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