Pricing is a GTM decision, not a finance decision
In many B2B SaaS companies, pricing is set by finance or the founders and then handed to sales and marketing to execute. But pricing and packaging shape almost every part of go-to-market – from who you target to how deals are run.
How pricing shapes GTM
Who you can sell to
A starting price of £50k a year rules out small businesses, whatever your marketing says. A £20-per-user plan makes enterprise procurement unnecessary for small teams.
How you sell
Low entry prices support self-serve and product-led motions. High prices require a sales team, a longer cycle and a formal buying process.
How you expand
Usage-based or seat-based pricing creates natural expansion paths. Flat pricing limits net revenue retention unless you add new products.
How you compete
Packaging determines which competitors you are compared with and which features buyers see as standard.
Signs your pricing is working against your GTM
- Deals stall on price in late stages, suggesting value isn't established early enough or packaging doesn't match buyer needs
- Heavy discounting has become the norm to close deals
- Customers buy the lowest tier and never upgrade
- Sales and marketing target different segments from those the pricing was designed for
Bringing GTM into pricing decisions
- Include sales, marketing and customer success in pricing reviews
- Use win/loss data to understand where price is a real objection
- Align packaging with ICP segments, so each tier maps to a buyer profile
- Choose a value metric that grows as customers get more value
- Test changes on new customers first before rolling them out to the base
Conclusion
Pricing is one of the most powerful GTM levers a SaaS company has. Treating it as a shared decision between finance and go-to-market teams leads to better-fit customers, smoother deals and stronger expansion.