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Help users validate willingness-to-pay, select the right value metrics, and continuously optimize pricing and packaging to drive growth.
Passed 19 of 22 test cases with the skill, and 19 of 22 without it.
and 1 more in the full report
2 fixed17 passed either way1 still failing2 broke
Tokens, turns and time describe resource use, not a dollar price.
One of 2 test cases the skill fixed. Same model, same prompt, with and without the skill.
We are launching an AI-native B2B productivity app, and we're struggling to decide how to bill our customers. Could you give us a comprehensive monetization plan? Please outline how we should identify our core value metric, suggest qualitative and quantitative methods to study customer willingness to pay, and explain how to structure our feature tiers and AI additions.
| Checked | Without skill | With skill |
|---|---|---|
| Recommends the 2x2 AI Feature Role Matrix using breadth of usage and willingness to pay to categorize AI features into leader, filler, bundle enhancer, or add-on. | Missed | Passed |
| Advises reviewing and iterating pricing every 6 to 12 months. | Missed | Passed |
| Addresses hypothetical bias in willingness-to-pay surveys by recommending incentive-compatible pricing research methods. | Missed | Passed |
The instructions your model reads when the skill loads.
Design and iterate on pricing models that capture the true value of your product.
Help the user with pricing strategy & optimization using insights from 7 guests and posts across Lenny's Podcast and Newsletter.
Jason Cohen: "Your prices are way too low because you just guessed and you haven't changed them. What often happens is you raise prices and signups don't change."
Stagnant or low pricing can inadvertently signal low quality to high-value customers who equate higher costs with higher-tier solutions.
Madhavan Ramanujam: "When we talk about pricing, many people quickly gravitate to dollar figures. That's just a price point, that's a dollar figure. But when we think about price, we think about it as a measure. Like liter is a measure of volume, price is a measure of value."
True product-market fit requires validation of price, as willingness to pay is the ultimate measure of how much customers actually value the product.
Naomi Ionita: "Do not set it and forget it. I see companies do this, where they labor over designs and features. And they build this perfect product that's delightful to use. And then pricing's sort of plucked out of thin air, and then they don't revisit it."
Pricing and packaging should be iterated on every 6 to 12 months rather than treated as a static decision made at launch.
From "Pricing your SaaS product": "In the beginning, the actual number you're charging isn't that important. There are some exceptions, but for the most part, you should first be figuring out the range you're in: a $10 product, $100 product, $1k product, etc. Don't waste time debating $500 vs. $505, because this doesn't matter as much until you have a stronger foundation beneath you."
Early on, focus on establishing the correct order of magnitude and value metric rather than agonizing over exact dollar amounts.
From "Pricing your SaaS product": "A “value metric” is essentially what you charge for. For example: per seat, per 1,000 visits, per CPA, per GB used, per transaction, etc. If you get everything else wrong in pricing, but you get your value metric right, you'll do ok. It's that important."
Choose a proxy metric that is easily measured and trusted so that revenue expands automatically as the customer receives more value.
test cases passed, vs 19 / 22 without
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