“Our tiers don't make sense anymore. How should we repackage?”
What goes in which tier, what fences them apart, and what it does to the base.
A Head of Product or founder whose tiers accumulated rather than were designed.
Features were added to whichever tier the last deal needed them in. Now the top tier is a grab bag, the middle tier is where everyone lands regardless of fit, and nobody can explain what separates them. Customers negotiate on features because the fences do not hold.
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.
What each segment values
Feature importance and part-worths per segment from conjoint and MaxDiff, so tier boundaries follow demand rather than history.
Where the fences hold
Which differentiators actually move a buyer up a tier, and which are being given away in negotiation because they never fenced anything.
How the set packages
Tier-by-tier feature comparison across your competitive set, with the source behind each observation.
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 new tier structure: what is in each, and the fence that separates them
- Price points per tier, anchored on the value model and cross-checked against WTP
- Where every current customer lands in the new packaging
- The migration: who moves, who is grandfathered, and what it costs
The packaging, the fences, and how the existing base is handled.
Nothing reaches your billing system until you approve it.
Packaging ages faster than price.
Tiers are a bet about what buyers value together. Every release you ship and every competitor repackaging moves that bet, quietly, until a deal review exposes it.
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.
- Product audit — what each tier actually gets used for
Whether the tier a customer bought is the tier they use
- Usage audit across the feature set
Which features earn their place in a tier and which are ballast
- Tier migration and upgrade rates
Whether your fences move anyone up, or only irritate them
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.
- Feature comparison across competitor tierslead
What the category now treats as table stakes, and what is still worth fencing
- Use-case coverage — what gets bundled where
Which jobs the market bundles together, and where you are out of step
- Tier normalisation
That good-better-best means the same thing on both sides of the comparison
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.
- MaxDiff — what buyers actually value mostlead
The ranking of features by what buyers would give up last
- Choice-based conjoint — fence and bundle testing
Whether a proposed fence genuinely moves someone up a tier
A value model is wrong the day you ship something that changes the offer, not on a date. Quarterly is the floor; any release that moves what the buyer gets pulls it forward.
- Driver model per segment — which features carry the value
Which features carry the economics, so the top tier earns its price rather than collects leftovers
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 tiers don't make sense anymore. How should we repackage?"
Bring us the question. A scoping call gets you the shape of the engagement, what your data makes possible, and a number.