Oct 29, 2026 · 26 min · 12 segments
Marcos Rivera, Founder and CEO of Pricing I/O, has grown his solo consultancy into a team of pricing experts serving B2B SaaS companies. But building a specialized business came with a major…
Marcos RiveraGuest
Sam JacobsHost
Asad ZamanHost
But that said, before we jump into the heart of the business problem, I do want to ask this one question, which is what's the most common misconception? What is misunderstood about pricing? And relatedly, what's one insight that somebody can take away with them after listening to this show?
I'll give you one big one, though, that I see all the time, which is pricing's one and done.
I just talked to a CEO last week with lunch, and he said, yeah, I kind of see it as a once every couple years event.
Isn't that it? I said, is your product changing once every couple years? I mean, you need to really sit down and make this more continuous.
Because if you're changing it regularly, obviously you're increasing the value you can capture.
But also you're kind of training your customers that this company's price goes up.
And what I'd noticed was initially when we did it, our customers were like, it was so hard for them to come to terms with it.
conditioning at the end of the day right and think about people who wait for discounts and don't don't buy until the discount season comes around right you condition your buyers they figure it out once you start changing things they're like oh okay this guy's changing every year uh and then they get used to it they kind of get a little ticked off at first but then afterwards they adjust
is there is is there best practices in terms of communication around that because One part of me wants, like I want to optimize, of course, and that's why we're going to be working together, but we also haven't touched pricing in three years.
At the same time, I'm sensitive to your last point, which is, you shouldn't, well, disagree with me here.
Also, there's this complexity of the more often you change prices, the more SKUs you're going to have.
Then there's going to be some kind of technical debt that you're going to accumulate, unless you're changing all SKUs all the time.
And I'm sure there's a system that you've built to manage this, but it does seem like customer comms are really, really important in terms of how you manage, particularly if a company goes, like in Asit's case, from never having changed to, hey, we're going to have some new packages every year that you can consider.
I think the changing in pricing, I want to break down the word change a little bit, right? Because you can do something massively and change your packages and bundles and all sorts of stuff.
But that said, before we jump into the heart of the business problem, I do want to ask this one question, which is what's the most common misconception? What is misunderstood about pricing? And relatedly, what's one insight that somebody can take away with them after listening to this show?
I'll give you one big one, though, that I see all the time, which is pricing's one and done.
I just talked to a CEO last week with lunch, and he said, yeah, I kind of see it as a once every couple years event.
Isn't that it? I said, is your product changing once every couple years? I mean, you need to really sit down and make this more continuous.
Because if you're changing it regularly, obviously you're increasing the value you can capture.
But also you're kind of training your customers that this company's price goes up.
And what I'd noticed was initially when we did it, our customers were like, it was so hard for them to come to terms with it.
conditioning at the end of the day right and think about people who wait for discounts and don't don't buy until the discount season comes around right you condition your buyers they figure it out once you start changing things they're like oh okay this guy's changing every year uh and then they get used to it they kind of get a little ticked off at first but then afterwards they adjust
is there is is there best practices in terms of communication around that because One part of me wants, like I want to optimize, of course, and that's why we're going to be working together, but we also haven't touched pricing in three years.
At the same time, I'm sensitive to your last point, which is, you shouldn't, well, disagree with me here.
Also, there's this complexity of the more often you change prices, the more SKUs you're going to have.
Then there's going to be some kind of technical debt that you're going to accumulate, unless you're changing all SKUs all the time.
And I'm sure there's a system that you've built to manage this, but it does seem like customer comms are really, really important in terms of how you manage, particularly if a company goes, like in Asit's case, from never having changed to, hey, we're going to have some new packages every year that you can consider.
I think the changing in pricing, I want to break down the word change a little bit, right? Because you can do something massively and change your packages and bundles and all sorts of stuff.
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