Webinar: Pricing and Packaging for Nordic B2B SaaS

Value-based pricing means setting prices based on what customers are willing to pay for the outcomes your product delivers, rather than on your costs or competitor price points. For B2B SaaS companies, this typically means identifying the business value your product creates for each customer segment and using that as the anchor for your pricing model. Across our portfolio, companies that shifted to value-based pricing saw ARR per customer increase by 30%, with NRR staying above 100%.

A few signals stand out: customers rarely push back on price during sales conversations, your NRR is below 110%, your pricing hasn't changed in more than two years, or your highest-tier package sells as frequently as your entry-level one. The five analyses we cover in the webinar give you a structured way to assess where your pricing actually stands relative to the value you deliver.

Feature-based packaging groups capabilities into tiers based on what's technically available. Good/Better/Best packaging is built around customer-perceived value: what outcomes matter to different segments, what they are willing to pay for those outcomes, and how to design tiers that create a natural upgrade path. The distinction matters because feature-based packaging often gives away high-value functionality at the entry tier, leaving limited room to expand revenue from existing customers.

AI introduces new cost structures and new value creation patterns that traditional seat-based or flat-fee models struggle to capture. Three pricing approaches are emerging: consumption-based (price per API call, token, or transaction), workflow-based (price per automated process or task completed), and outcome-based (price tied to a measurable business result). Each has different implications for revenue predictability and customer willingness to pay. Which model fits your business depends on how your product creates value and how measurable that value is.

The most important factor is internal alignment before any customer-facing change. Sales, CS, and leadership need to understand the rationale and be equipped to handle pushback. On the customer side, price increases land better when they are tied to a clear value narrative, communicated with adequate notice, and paired with visible product improvements. Grandfathering existing contracts for a defined period is often worth the short-term ARR trade-off to protect relationships.