Most teams price their product once, in a meeting, and then never touch it again. Pricing is the single highest-leverage number in the business — and it deserves the same experimentation as any feature.
Start from value, not cost. What does the customer get in their own terms — hours saved, revenue unlocked, risk avoided — and how do you capture a fair slice of it? Cost-plus pricing leaves most of your value on the table.
Pick a metric that grows with the customer's success: seats, usage, transactions. A good value metric means your revenue rises naturally as customers get more out of the product, without a renegotiation every quarter.
Then test. New pricing goes to new customers first, so you never disrupt existing accounts while you learn. Watch conversion, expansion and churn together — a higher price that converts a little less but expands a lot more is usually a win.
Pricing is never finished. Revisit it as the product's value grows, and treat every change as a hypothesis with a metric attached — not a decision you're stuck with forever.