Valpex
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Pricing built around value and made to work in practice.

We turn customer evidence, commercial data and strategic ambition into a pricing system your team can put into practice.

Discuss your pricing

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Effective pricing is more than a price point. It connects strategy, packaging, metrics, commercial rules and execution so that customers understand the value they receive and your business captures a fair share of it.

The Valpex pricing engine connects evidence to action.

Our approach is rigorous enough for consequential decisions and practical enough to keep momentum.

No black box and no handover of slides. Your team is involved in the decisions, understands the logic and can run the system after launch.

  1. Analyze

    Build a shared fact base from customer research, commercial data, product economics and team expertise. We check the data in your CRM and billing systems and talk to sales, product and finance, because raw exports mislead: manual adjustments, missing fields and wrong entries distort the picture. We also join customer interviews and sales calls: that is where you hear how customers experience the value and where objections and discounts arise. Every later decision rests on this groundwork.

    Illustrative chart of net price against deal size. A few distorted entries pull the trend drawn from raw CRM data off course; the validated trend, drawn once they are corrected, follows the real pattern.
    • Validated
    • Raw CRM data
    • Distorted entries

  2. Design

    Turn the evidence into coherent strategic choices, packages, metrics, prices and commercial rules. Every package gets a clear role, and every price follows a value logic your team can explain.

    Illustrative value map of price against customer value. Today’s prices are scattered without a clear pattern; the new packages sit on one line, so price rises with the value delivered.
    • New price logic
    • Today’s prices

  3. Test

    Challenge assumptions with customers, data and internal stakeholders before committing to launch. Interviews, willingness-to-pay research and scenario models show which price the market accepts and what the change means for revenue and churn.

    Illustrative chart of purchase intent against price. The tested demand curve stays high for longer than assumed, which shows up to which price customers still buy.
    • Tested
    • Assumption

  4. Implement

    Put the model into systems, conversations and workflows with clear ownership. Price book, billing, sales enablement and customer communication are ready for the same go-live.

    Illustrative rollout plan. Work on systems, sales conversations and workflows runs in parallel and comes together at one go-live date.
    • Preparation
    • Go-live

  5. Control results

    Measure outcomes and feed what the market teaches us into the next improvement cycle. Pricing governance keeps the model effective: clear decision rights, discount guardrails and a fixed review cadence stop prices from eroding.

    Illustrative chart of price realisation over time. Results stay within agreed guardrails; regular reviews catch a deviation early and bring it back on track.
    • Results
    • Guardrails
    • Reviews

We evolve your current pricing — or start from scratch.

Whether your pricing needs an evolution or a fresh start, we decide together at the outset. The method stays the same; only the basis for each decision changes.

  • Build on what is in place

    If the foundation is sound, we start there. Your current pricing shows where it creates value and where it loses it. We fix the weak spots in targeted steps, with fair transitions for existing customers.

    What we draw onPrice and deal history, contracts, usage data, customer interviews and your team’s experience

  • Start from a blank page

    With a new product, a new market or a complete redesign, many factors are still unknown: willingness to pay, usage, cost to serve, how customers and competitors respond. We make them explicit and balance them with clear strategic choices and deliberate risk management.

    How we manage the riskHypotheses, customer interviews, tests and scenarios before launch, then a staged rollout with fixed review points

Pricing strategy starts with the choices that matter.

We establish where pricing can support your business strategy before debating packages or numbers.

A useful pricing strategy defines whom you serve, which value you monetize, how your offer differs and what commercial behavior the model should encourage.

Decisions we make together

  • Customer and segment focus

    Which customers receive distinct value, have different willingness to pay or require a different route to market?

  • Value and differentiation

    Which outcomes matter enough to shape the offer, and where can the product credibly command a premium?

  • Commercial objectives

    Should pricing prioritize acquisition, expansion, predictability, profitability or a deliberate balance between them?

  • Product architecture and cost to serve

    Which technical options — multi- or single-tenant, shared or dedicated database, cloud, private cloud or on-premise, roles and permissions — change cost to serve and customer value, and therefore belong in the offer and the price?

Packaging turns product capability into a clear offer.

We group features, services and usage rights around customer needs rather than the history of the product roadmap.

  • Make differences meaningful

    Each package has a clear customer and reason to buy; feature gating reflects meaningful differences in value rather than arbitrarily withholding functionality.

    ExamplesRoles, workflows, service levels or outcomes

  • Create a natural path to expand

    Customers start with the right fit and grow as usage or realized value increases — through upgrades and AI add-ons that create expansion revenue.

    ExamplesCapacity, additional teams, advanced capabilities or bolt-ons

  • Keep the decision simple

    The offer contains enough choice to serve distinct needs without forcing buyers to decode unnecessary complexity.

    ExamplesA focused set of plans with explicit trade-offs

The model determines how revenue grows with customer value.

We choose a pricing model and value metric that fit buying behavior, product usage, cost-to-serve and the value customers receive.

  • Subscription & per-seat

    A recurring fee creates predictability; per-user or active-user pricing fits when access and collaboration shape value.

    Possible metrics

    • Per user
    • Per workspace
    • Per product tier

  • Usage-based

    Charges scale with consumption. For AI, credits or units translate volatile compute and inference costs into understandable measures.

    Possible metrics

    • Transactions
    • Tokens or credits
    • GPU utilization

  • Outcome-based

    Cost-per-task or success-based pricing links the price to a completed action or a verified commercial result.

    Possible metrics

    • Resolved cases
    • Revenue generated
    • Cost saved

  • Hybrid & BYOK

    A platform fee plus variable usage balances predictability and growth; BYOK can clearly separate AI cost risk from software value.

    Possible metrics

    • Base plus usage
    • Seats plus outcomes
    • Commit plus overage

There is no universally superior model. The right choice makes the value exchange understandable, measurable and commercially sustainable for both sides.

Price optimization is a system, not a one-off increase.

We identify where the current price book loses value, then prioritize changes by impact, evidence and implementation risk.

  • Price levels and fences

    Set defensible price points and rules for segments, plans and deal sizes, using ARPA and ACV as relevant signals.

  • Discount architecture

    Replace ad hoc concessions with approval levels, give-get rules and visibility into margin leakage.

  • Expansion and migration

    Create fair paths for existing customers and turn growing value into expansion revenue without losing sight of NRR, GRR or churn.

  • Measurement and governance

    Anchor a focused dashboard of ARR/MRR, LTV:CAC and CAC payback with clear review cycles and decision rights.

The objective

A stronger fit between price and value that improves revenue quality without sacrificing durable customer relationships.

Pricing only creates value when the team gets on board first, and then the market follows.

We work alongside product, finance, sales and customer success to turn the chosen design into daily commercial practice.

  1. Prepare

    Translate the design into rules, systems, ownership and a realistic rollout plan.

    What your team receives
    Price book, governance and implementation roadmap

  2. Enable

    Equip customer-facing teams to explain value, handle objections and negotiate consistently.

    What your team receives
    Messaging, sales tools and training

  3. Launch

    Coordinate customer communication, contract changes and migrations across relevant segments.

    What your team receives
    Launch plan, migration paths and customer communication

  4. Learn

    Track market response and commercial performance, then improve the model with real evidence.

    What your team receives
    Performance dashboard and review cadence

Pricing makes a difference.

A small numerical example withot binding figures. Easily simulate your payback period.

Your revenue today

Per year, as % of ARR

Approx. project fees

We calculate with realistic scenarios: no averages, but your actual growth dynamics, month by month. That creates real value, which in most cases pays for itself completely in under twelve months. You benefit from it right away and for the long term.

ROI calculatorEstimate

More revenue from new customers per year
CHF 125,000
25% more on CHF 500,000 of new business
Payback
8 months
from the go-live of the new pricing
Bar chart of the first twelve months after go-live: the summed extra revenue grows every month and covers the investment of CHF 25,000 after 8 months.

Where the extra revenue comes from

  • Clear discount rules
  • Prices based on customer value
  • Upgrades and add-ons

An estimate, not a promise. Assumption: new customers arrive over the year; existing customers are grandfathered and keep their prices. In reality we also develop individual measures and strategies for them to raise net revenue retention (NRR).

Check the potential with your data

Our work together starts with a pricing audit.

A manageable first step before you invest in a larger project. The audit is modular, so its scope follows your starting point.

Request a pricing audit

You receive a concrete action plan that turns weak spots and untapped potential into prioritized measures.

What the audit covers

  • Analyze your starting point

    We analyze your current pricing and packaging and the commercial data behind them: prices, discounts, contracts and usage.

  • Shed light on current challenges

    We show where your pricing loses value today, for example through discounting, churn, weak expansion or new products without clear monetisation.

  • Conduct targeted interviews

    Conversations with your team in sales, product and finance uncover weak spots and untapped potential. On request, we also join customer interviews and sales calls.

After the audit

  • Implement it yourself

    Your team implements the action plan on its own, with clear priorities and no further commitment.

  • Implement it with us

    We implement the plan as your partner, alongside your team, from design and testing through to go-live.