We help professional service companies create winning pricing and packaging strategies.
From call centers to consultants we’ve helped businesses that primarily rely on billable hours introduce software subscriptions alongside their primary offering and build recurring revenue, more stable customer relationships and better bottom lines.
The issue for most service firms often is that they invent software to increase efficiency in their operations and delivery - only to then having to spend less time delivering the same value to their clients. This erodes the foundation of billable hours and creates the challenge of how to monetize the efficiency gain from software.
We often help with:
- SaaS + service hybrds: integrated offerings that price based on outcomes, not hours.
- SaaS upsells: position SaaS as value-add on top of T&M.
- Value-based pricing: design pricing to capture value across types & sizes of customers.
- SaaS sales: SaaS value narratives and sales motions for service companies.
- Migration: Shift & renegotiate current customers to new SaaS or Hybrid offering.
- Contract Framework: ready Sales and GTM to new SaaS offering
Issues we often deal with:
- Partner organisations: partners misaligned on shift to SaaS.
- Commission structures: current commission structures not fit to sell SaaS.
- Transfer pricing: issues with SaaS revenue recognition across global service firms.
- Customization culture: no culture of saying no to build bespoke solutions to every client.
- Internal stakeholders: internal departments misaligned on shift to SaaS.
- Small markets: software developed to narrow use case and niche market.
- Client IP: software built fully or partially on client IP
- Billing & entitlement: lacking financial infrastructure to sell SaaS.
Recent
Professional services
Projects
Chinese Retail Tech
Pricing & Strategic Advisory to Founder
$50-100M ARR:
European HR-Tech
Pricing Redesign & Implementation
$50-100M ARR:
US HR-Tech
Pricing Redesign & Implementation
$100-500M ARR:
It sounds counterintuitive because as the CFO, I'm normally the one saying let's not spend the money. I kind of felt quite strongly that this is way harder than we think it is. Let's just pay somebody who knows what they're doing.
Pete
,
CFO
I used to work as a consultant, like a more formal kind of consulting approach. The feeling we got from Willingness To Pay was that this was more streamlined. Right-sized. Not necessarily expecting the data and the research to tell us everything.
Haukur Hannesson
,
CEO
AGRInventory
