Price and package it

Pick a first price, then change it later without losing the customers you have.

4 steps, 16 questions underneath, read for leading a gtm team

1. 1
   Pricing and packaging

   What to charge, what to charge for, how to package it, and how to change it later without losing people.

   Should I price in rupees for India and dollars for everyone else?

   The gist If you sell to Indian SMEs, price in rupees, include GST in the displayed number, and support UPI and domestic cards, because dollar pricing on a card that fails on recurring charges kills conversion. If your buyer is an Indian enterprise with global operations, or your product is global first, dollars are usually fine. Expect India pricing to land meaningfully below your US list price, and think of that as segmentation rather than a discount. What you must avoid is a single global price that is simultaneously too high for Tier 2 India and too low for a US enterprise. Use geo-based pricing pages, set the expectation clearly, and make the India tier a real package rather than a cheaper version of the same thing.

   📄 SaaS Pricing in India: The Rupee vs Dollar Dilemma India Deals with the mechanics nobody else covers: UPI AutoPay versus international cards for recurring billing, GST and tax invoice differences, geo-IP ... 4 questions on pricing and packaging →
2. 2
   Who you sell to

   Picking a customer worth chasing, and knowing early when a deal is not one.

   How do I get the team to actually use the ICP instead of nodding at a slide and then doing what they want?

   The gist An ICP that lives in a deck is decoration. Make it operational: turn it into fields in the CRM, into the lead scoring, into the list an SDR is allowed to prospect, and into a disqualification reason that a rep is rewarded for using. Then put teeth on it, publish win rate and cycle length split by in-ICP and out-of-ICP so the cost of ignoring it is visible to everyone every month. Reps follow incentives, not documents, so if off-ICP deals pay the same commission you have already lost the argument.

   📄 A Framework for Defining and Refining Your ICP Five questions you can answer this afternoon from data you already have, including the underused one about what objections churned customers gave y... 4 questions on who you sell to →
3. 3
   Expansion, upsell and churn

   Growing revenue inside accounts you already have, and stopping the leaks.

   How do I move net revenue retention from around 100 percent to 120 percent?

   The gist Do it in the right order. First stop the leak, because expansion built on a leaky base is exhausting: fix involuntary churn, then find the segment doing most of your gross churn and either serve it properly or stop selling to it. Only then build the expansion motion, and be specific about which of the three types you are pursuing (more seats, a second product to the same buyer, or the same product to a new department), because they need different plays and different people. Give someone the NRR number as their number. Diffuse ownership is why most companies stay parked at 100.

   📄 8 Things I Learned from Dave Kellogg About Net Dollar Retention The Gainsight CEO on why CS should own an NDR number rather than just a churn number, including the idea of giving every CSM their own book of MRR ... 4 questions on expansion, upsell and churn →
4. 4
   Forecasting and GTM metrics

   Pipeline coverage, stage conversion, CAC payback, magic number, and calling a number you can defend to a board.

   How do I call a quarterly number I can actually defend to my CEO and my board?

   The gist Build it three ways and show the range, not a single figure: bottom up from deal level commits with entry criteria applied strictly, top down from historical stage conversion applied to today's pipeline (the version that ignores rep optimism), and a capacity view of productive reps times realistic productivity. If the three land within about ten percent of each other, call the middle and sleep. If they diverge badly, that divergence is the real finding and you should present it as such rather than quietly averaging it away. Then say out loud what would have to go wrong for you to miss and what would have to go right to beat it. A number offered with its assumptions is defensible, a number offered alone is just a promise.

   📄 The Definitive Way to Measure and Grade Sales Forecast Accuracy Defines accuracy against the day one forecast rather than the revised one, which is the single change that makes the metric honest. Includes the gr... 4 questions on forecasting and gtm metrics →