The decision behind the work
A mature vertical software company had not materially changed pricing for several years. Discounting had become inconsistent, packaging no longer reflected customer value and management feared that a broad reset could put renewal rates at risk.
What Prime did
We analyzed realized price by cohort, feature usage, willingness to pay, discount behavior and contract structure. The work showed that the biggest opportunity was not a single list-price increase but a more deliberate packaging and governance model.
Prime designed a segmented pricing architecture, renewal rules and commercial guardrails, then piloted the changes with selected customer groups before wider rollout. Sales leaders were given clear exception logic so the new model did not become a rigid central policy.
The impact
Average price realization improved by 19% while retention remained at 97%. The company also gained a repeatable pricing process that could evolve with product value instead of relying on irregular one-off increases.
What changed after the engagement
The immediate result mattered, but the larger objective was to leave management with a clearer way to make the next decision. The team finished with a common fact base, a shared view of the value drivers and a governance rhythm that continued after Prime Advisors stepped away.