超越席位制：生成式AI的定价框架

Beyond seats: Pricingframework for GenAI PwC Strategy& Value Creation December 2025 Agenda 1.The strategic imperative of GenAI032.Evolving GenAI capabilities:Enhancing vs. Transformative043.Why monetising GenAIdeserves new thinking?064.Price model075.Offering structure116.Spend level127.Where to start?138.About Strategy&149.About the authors15 The strategic imperative of GenAI Generative AI (GenAI) has quicklyemerged as a defining force inenterprise software, fundamentallyaltering how digital products createand deliver value. Software firmsare embedding GenAI across theirofferings, while AI-native playerspush boundaries with moreautonomous, agentic systems.This innovation raises a pressingcommercial question: how shouldthese capabilities be priced andmonetised? Before addressingthis monetisation question,it is important to understand howGenAI is being deployed acrossthe technology landscape – and howdifferent types of capabilities give riseto different pricing opportunities. Evolving GenAI capabilities:Enhancing vs. Transformative We observe two broad archetypes of GenAI integration in software, each representing a different level of technologicalsophistication and customer impact. Exhibit 1 “Strategy& – Future of Software”, Archetypes of GenAI offerings Understanding the archetype of the GenAI offering is crucial not just when designing its monetisation strategy,it also has profound implications on product positioning and go-to-market models. Evolving GenAI capabilities:Enhancing vs. Transformative While both archetypes are advancing, the long-term trajectory favours Transformative capabilities. PwC’s “Beyondthe hype: Practical applications of AI in private equity” research in 2025 shows current investment is concentratedon Enhancing capabilities – with 69% focused on personal productivity tools like Copilot and ChatGPT, and 63%on functional efficiency improvements. By contrast, only 19% of current investments are targeting business modelreinvention, and just 13% end-to-end process transformation. However, the forward-looking picture flips: 67%of respondents plan to prioritise end-to-end process transformation instead over the next two years. Exhibit 2 PwC’s “Beyond the hype: Practical applications of AI in Private Equity”, June 2025 This signals a decisive shift and suggests that also monetization efforts will need to adapt as more transformativecapabilities are deployed. Why monetising GenAI deservesnew thinking? Determining how to package, price, and position GenAI capabilities, whether Enhancing or Transformative, requires adifferentiated approach. To guide the assessment, we created a GenAI monetisation framework, outlining a set ofemerging market behaviours and expected patterns across four dimensions. Exhibit 3 S& Commercial Excellence GenAI monetisation framework Each dimension (model, structure, and level) pose a fundamental rethink on how value is created, delivered, andcaptured, diverging substantially from traditional SaaS pricing (typically seat-based, tiered packages, with grossmargins often exceeding 80%, etc.). As a result, we are observing various trends: Price Models are evolving Offering Structuresget modularised Spend Level taps intocross-functional budget As autonomous GenAI reduceshuman input, its usage carriessubstantial yet degressive costs,predetermined flat seat-based pricingloses relevance. Output or outcomemetrics in a pay-as-you-go tieredmodel better reflect how to measureAI-driven value creation. Autonomous GenAI substitutesspecific human work, offeringstructure must reflect the valueof task performed and domainof expertise to deliver it, demandingmore tailored modules. Transformative GenAI capabilitiesshift purchasing from IT to businessunits, where larger budgets are tiedto headcount or service delivery. This framework is not intended as a prescriptive model but offers a conceptual lens to interpret market behaviours andanticipating how pricing strategies may evolve between Enhancing and Transformative GenAI as they deepen in valueand integrate more fully into operations. Price model With GenAI features, the roleof price model (disentangled forsimplicity in three components:“metric”, “variability”, “curve”) ispivotal in the overall monetizationto ensure full price-value alignmentand risk mitigation. Exhibit 4 Metric When deciding what metric (i.e. thebasis on how to measure the valuedelivered) to use, software vendorsface four broad categories: Input,Activity, Output, and Outcome. The more the following statementshold true, the more likely a companyis to select an output or outcomeas a metric for its Enhanced orTransformative GenAI capability: Depth of specialisation –Is the GenAI capabilitydomain-specific orworkflow-integrated? 01 02 Performancemeasurability –Towhat extent can theAI’s output be clearlymeasured and directlyattributed to a definedresult or outcome? Ownership of jobto be done –What levelof human oversight isrequired (user