2025年SaaS定价现状报告 第一部分：构建市场领先定价的10大见解

Part 1: 10 Insights for BuildingMarket-Leading Pricing Contents Pricing: The Most Important (and Misunderstood) SaaS Growth Lever ................................................................... 3The Data ............................................................................................................................................................... 4Build Market-Leading Pricing & Packaging: 10 Insights and Recommendations .................................................... 51.Sophisticated Pricing is a Must-Have by $250M ARR2.Complexity is the Rule, Not the Exception – Pricing Does Not Get Simpler by Default3.Pricing via Intuition is Way Too Common (and Kills Growth)4.There’s No Perfect Home for Pricing5.Finding the Right Price is the Hardest Part of SaaS Pricing6.Most Impactful (But Least Used) Pricing Input7.Outcomes-Based Models are Still a Pricing Pipe Dream8.Pure Usage-Based Pricing Officially Comprises 20% of SaaS9.Selling AI Features as Add-On Destroys Adoption10.Internal Alignment is the Key to Effective AI Monetization How to Revamp Your Pricing for H2 2025 ............................................................................................................ 16 Pricing: The Most Important (andMisunderstood) SaaS Growth Lever If you’re not optimizing pricing in 2025, you’re ignoring one of your most important levers for revenue retention andexpansion. 98% of analyzed SaaS companies have some internal pricing function today. However,nearly 60% of these companiesstill find pricing overly complex, leading to muddled strategies and missed opportunities. The result? There’s huge growth potential and competitive upside for SaaS companies thatactually understand pricing andcan execute an effective strategy. But what does a good pricing strategy look like? What tactics are working at similarly sized companies? How are SaaSleaders managing their pricing strategies, teams, and processes today? We surveyed321 SaaS operators and executives– all of whom own or influence pricing decisions – to dig deep intothese and other challenges. Don’t settle for pricing mediocrity.These are the 10 pricing insights and recommendations from the 2025 State of SaaSPricing Report to help you implement a best-in-class pricing strategy. The Data Below is the breakdown of responses from 321 SaaS operators and executives. Group Function:We have a group of people for whompricing is part of their responsibilities. Senior Leader:We have a senior leader (CMO, etc.) forwhom pricing is part of their role. Dedicated Team:We have more than one person who isspecifically responsible for pricing strategy. Committee:We have a formal pricing committee thatmeets regularly to determine pricing strategy. Pricing Leader:We have one person specificallyresponsible for pricing strategy (Director of Pricing, etc.) No Function:We don’t have specific people or teamsresponsible for pricing strategy. Build Market-Leading Pricing & Packaging:10 Insights & Recommendations Sophisticated Pricing Is a Must-Have by $250M ARR T L D R :SaaS Companies at $50-250M ARR are still developing their pricing muscle - with more than 50% using an ‘Ad Hoc’or ‘Emerging’ approach.However, that switch flips at $250M- nearly 70% of the market above this threshold have, at least,‘Defined’ pricing sophistication.If you’re above this revenue threshold and still building, you’re behind. R E S E A R C H H I G H L I G H T S We asked operators to highlight their company’sapproach to pricing and packaging according tofive levels of sophistication: We also asked operators for their leading strategicpricing priority in 2025.As companies’ pricingapproach grows increasingly sophisticated,strategic priorities evolve with strongcorrelation- from better understandingcustomer value as a baseline for “Ad Hoc”operators to simplifying pricing for those truly“Optimized” pricing operators. R E C O M M E N DAT I O N S •Use this framework to ‘peek around the corner’ at what your more advanced peers are prioritizing – and work toemulate. Defined pricing operators should focus on stratification and simplification to help accelerate pricingsophistication. •If you’re beyond $250M ARR but not yet at “Level 3: Defined” in sophistication, establish a pricing committee(leveraging recommendations cited in Insight #4) with a focus on cross-functional perspective, consistent process, andcontinuous improvement to help progress levels. Complexity is the Rule, Not the Exception – Pricing Does NotGet Simpler by Default T L D R :The biggest problem across both pricing structure and packaging – reported by nearly 60% of all respondents– wastoo much complexity, leading to confusion internally and externally.This problem gets worse as companiesgrow larger with two-thirds of Enterprise reporting complexity as a leading pain point. R E S E A R C H H I G H L I G H T S Complexity proved more problematic than lacking scalability, alignment with customer segments and value,