“Our discounting is out of control. What do we do?”
What your realized price actually is, and a policy your pricing supports.
A CRO or CFO who has seen the average selling price drift and cannot say exactly why.
Every discount was defensible on its own deal. Together they have moved your realized price somewhere nobody chose, and the list price has quietly become a starting point for negotiation. The fastest defensible win in pricing is usually here, and it does not require changing list price at all.
The evidence, before the recommendation.
Nothing here is a market average or a rule of thumb. Every number is computed from your own data or carries the source it came from.
The real number
Realized-vs-list across your own invoices, broken down by segment, deal size, rep and renewal cohort.
Where it leaks
The segments running past what your pricing supports, sized in revenue rather than described as a problem.
What the ceiling should be
A per-tier maximum derived from that tier's go-to-market position and your stance versus the market — computed, not guessed.
What you get, and what keeps going.
One engagement produces something you decide on. What happens next — and on what rhythm — is the section below.
The work product.
- The discount policy: a ceiling per tier, with rep → manager → VP → exec approval bands
- The fences that justify each band, so a deal review argues about one number
- The revenue consequence of enforcing it, modelled on your live book
- The push into Stripe, DealHub or Salesforce CPQ, once you approve it
The ceilings, the approvers, and whether to enforce them at the deal desk or in billing.
Nothing reaches your billing system until you approve it.
A discount policy decays the month after you write it.
Policy holds until the first quarter-end it is inconvenient. What keeps it real is somebody measuring whether it is still being followed, and whether it still fits the pricing underneath.
These read your own data, so they are current the moment a sync lands — no waiting for a reporting cycle to find out what you charged last week.
- Discount waterfall — list to collectedlead
Every step between the price you publish and the cash you bank
- Realized-vs-list by segment, tier, region and deal size
Where discipline holds, and where it has quietly gone
- Commercial audit of terms and concessions
The non-price concessions that leak margin wherever discount policy is enforced
A tracked set of six to eight competitors changes something every two or three weeks. Monthly catches each move within weeks; daily would report nothing almost every day.
- Price-level comparison — is list wrong, or is discounting wrong?
Whether reps discount because list is off the market, or because nobody stopped them
Demand moves with the category, not the week. Simulated respondents are what make a quarterly re-measure affordable at all — a conventional study is priced to be run once.
- Gabor-Granger — what the market actually clears at
The price the market accepts, which is the honest ceiling above any discount floor
A discount floor derived from a list price is wrong the moment that list price changes. So this one does not wait for the quarter — it is rebuilt whenever your own pricing moves.
- The economic value floor — the least defensible pricelead
The number below which a deal breaks the value case, not just the margin
The waterfall diagnoses the problem; the value floor is what makes a discount band defensible rather than a number somebody picked.
Your own book is live because it is your data — the analyses recompute as soon as a sync lands. The rest are cadences a person keeps, not alerts a dashboard fires: your pricing expert does the refresh and brings you the read. Each one either confirms the price you are charging or turns into a proposal, and nothing changes until you approve it.
Where this question usually comes from.
Judge the method before you buy it.
We run this analysis on public pricing pages and publish what we find — outside-in, every claim bounded. It is the closest thing to watching us work before you hire us.
All teardowns →An $8 AI add-on worth about a dollar a seat — withdrawn, and replaced with a $20 tier boundary worth an estimated $120–165M.
Read the Notion teardownBefore you book a call.
What do you need from us to start?
Read-only access to your billing system, or an export of customers, subscriptions and invoices. Competitive and demand evidence we bring ourselves.
Who does the work?
A senior pricing operator, with Albi's agents doing the continuous groundwork on your data. You review a proposal — you are not being handed software to learn.
What if we disagree with the recommendation?
Then it does not ship. Every number arrives with the evidence behind it, so you can argue with the reasoning rather than the conclusion.
Does this end, or continue?
Either. A scoped engagement ends at a proposal you approve or reject. A standing mandate keeps the willingness-to-pay, value and competitive evidence current, and brings you a move when one is warranted.
The Albi workspace
Your engagement runs in a workspace you log into. Your expert works there on your data; you review the evidence, read the proposal, and approve the move. Approved pricing provisions into Stripe from the same place.
- One workspace per pricing initiative, with the evidence behind every number
- The proposal, the working underneath it, and the approval in one surface
- Nothing reaches your billing system until you approve it
Next: the answer where the question gets asked
Not built yetNobody asks a pricing question in a pricing tool. They ask it in the thread where a deal is being argued, on the record where the opportunity lives, or through an agent already halfway through a task. We are building toward Albi answering in those places, from the same evidence — and none of it changes who approves a price.
- In the deal threadChat, wherever your team argues deals — Slack, Teams, or whatever you actually use.
- In your CRMThe guidance on the opportunity record, where the rep already is.
- To your own agentsAn MCP server, so agents you already run can read your pricing evidence directly.
- Through the APIYour own surfaces, your own workflow, the same evidence behind it.
Approval does not move. However the question reaches us, the answer comes back as a proposal a person signs off.
Not the one you're asking?
"Our discounting is out of control. What do we do?"
Bring us the question. A scoping call gets you the shape of the engagement, what your data makes possible, and a number.