Ajit Ghuman is the Head of Product Marketing at Narvar, (an enterprise-grade customer engagement platform that helps retailers inspire loyalty beyond reason by enabling seamless post-purchase experiences.
In this episode, shares his experiences and lessons learned around creating effective SaaS pricing models that enable a business to rapidly scale.
Some topics we discussed include:
- Why do businesses believe that pricing is complex?
- Should crafting SaaS pricing models be solely a marketing activity that is part of the traditional 4P’s
- How to go about conducting a pricing analysis
- What are the principles businesses should know in order to be able to price to scale
- What information should they have in order to craft an informed pricing strategy
- What lessons can we learn from other companies in the software space
- The framework that Ajit recommends for businesses to craft their SaaS pricing models
- Why effective SaaS pricing models require marketing and sales to work closely together
- and much more …
Vinay Koshy 0:02
Some time ago, I attended a birthday party along with my daughter, and that this party, they bought out a piñata. And hanging up on a tree and seven-year-old boy was blindfolded. And given a rather colorful stick to have a go with striking the piñata. And so he went at it with great gusto. He was taking these wild shots in the hope of making contact with the pinata, and getting first dibs at the candies or lollies, depending upon which part of the world you might be in. And it struck me that coming up with SAS pricing models can at times feel a bit like that, in that perhaps some companies at the very least look around at the marketplace and competition and go, well, x y, z is is priced on active users. So we'll differentiate by going with tiered pricing and so on. I just I was curious what your observation experiences relate to that door? Am I completely off track?
Ajit Ghuman 1:06
Yes. 100%. In fact, just the other day, I run this community of the the pricing channel on this community called revenue collective. And I saw this article on TechCrunch that says, subscription pricing is dead. And usage pricing is the way to do you know, go forward. And as a marketer, I could see this was written as a marketer, right? Like it has five bullet points, a premise and the world just needs to fit into that premise of usage rates pricing. So when you read such articles, which are kind of like click Beatty, it can feel like that right? Now, let's say assume you don't know anything about pricing, you're like, Well, okay, the world is moving towards this model. And that's what I need to implement, because the experts are telling me this. And I feel like that's where people get stumped. they stumble a little bit, right. There is a lot of dogma out there. And I think what I would love to do is just approach the topic from first principles. And we'll certainly dive into that.
Vinay Koshy 2:06
Hi, and welcome to the predictable b2b success podcast, I am Vinay Koshy. On this podcast, we interview people behind b2b brands, who aren't necessarily famous, but do work in the trenches, and share their strategies and secrets as they progress along this journey of expanding their influence, and making their businesses grow predictably. Now, let's dive into the podcast.
Ajit Ghuman, you are the head of Product Marketing at Narva, is that correct? And that's an enterprise grade customer engagement platform.
Ajit Ghuman 2:38
Vinay Koshy 2:40
And for listeners, you have a rather extensive Product Marketing and technical background, is there anything else that we should add to that very brief introduction,
Ajit Ghuman 2:53
Not really, you know, it's been a decade in the valley seven, eight years doing Product Marketing. So definitely have a passion for bringing products to market. And just recently, over the last few years, I've been focusing a little more on pricing. And that has been actually, you know, it's like a bridge that every function really needs to pay attention to because it helps the business so and that that's part of the, you know, the seed of the conversation. So
Vinay Koshy 3:18
yeah, you've got a book coming out, hopefully in the not too distant future, called Price to Scale, which, again, revolves around this whole idea of pricing and pricing models. But what would you say? Is your personal area of strength?
Ajit Ghuman 3:34
My personal area of strength is really around, I would say, closer to product strategy. So I would put a bucket around everything related to you know, how do you think about product launches? How do you think about development, such that your product actually succeeds? Right? Even in Silicon Valley, there is a lot of you know, you see a lot of companies coming out, but nine out of 10 products are failing to come out not because they're not good products because there is some gap in the material and product market fit so that I would say that's where my strength is and interest lies.
Vinay Koshy 4:06
And is something particular that you feel that businesses don't know about your area of strength, but should,
Ajit Ghuman 4:15
Right, well, the thing is that there is this profession of product marketing, that's a little bit hard for people to understand what it is because in many companies, people with this title do so many different things. So if you put the title aside, what I my observation is nowadays, especially with companies like Google and Facebook, product managers of old, have tended to become more technically oriented as they're building consumer apps. And there is a traditional scale of monetization, go to market, understanding market segments and crafting your products for that, that is being a little lost, at least in the new crop of tech companies. Right? So I'm, I'm just advocating for those basics of outbound product management which he called for Direct Marketing being done well. And if you think about them well in a holistic fashion, my, my, you know, my thesis is that whichever product you're building, you're just going to be a lot more successful
Vinay Koshy 5:11
By traditional marketing. How do you mean things that aren't?
Ajit Ghuman 5:15
So let's say you're coming up with a new product, right? And you say, I have this great idea. But after the idea comes, like, who is my buyer? Who is my customer? How do I provide? Do I know that I'm providing value to them? Do I know that I, actually they're going to pick me when they're out? Trying to buy something, or alternatives? And going through that thought process and figuring out okay, is this going to be viable when I build it? Right, I think that is, that is like a holistic product development journey, as I see it, right. And more often than not, I feel like there are technologists who come out with a problem, there's during times of themselves, but that holistic process, if they don't follow, sometimes they can spend a lot of time building the perfect product that nobody is willing to buy.
Vinay Koshy 6:00
So would you say this is really an issue of them not understanding or knowing about this particular process? Or is that they just feel this is too hard? I'd rather stick to what I know and do best. And therefore, I need to bring in an expert to deal with all that.
Ajit Ghuman 6:21
I think that's certainly the case with a topic like pricing, which is why I've kind of picked it as a subject area of a book because it has a mix of consultants doing this work. And then you think, Well, you know, this is probably hard, because consultants are doing it. And then you read a little bit in MBA, you know, Business School, if you've gone to business school, and you read, you know, complex when Western models conjoint analysis, and you're like this is probably going to be complex. And suddenly you and you look around yourself, and not too many people have a skill set in this, like, Okay, this is too hard, right? Either I'm going to make something up, or I'm going to deal, you know, bring in a consultant later. And it's not really it's like a it's a false dichotomy, actually, with just a little more little more first principles and some questions that you can answer, I think get there on your own as well.
Vinay Koshy 7:09
Okay, so if I was hearing you correctly, am I right in saying that you're advocating for like the pricing to be for SaaS companies to be part of a marketing activity? That includes more of the traditional four Ps?
Ajit Ghuman 7:28
Yes. And, and I mean, 80%? Yes. And 20%? No, 80%? Yes. Because yes, you know, I think it is part definitely part of the traditional four Ps and marketing should definitely drive the process. The part where I say no, is because I feel like this is something that just like a marketing team cannot do. It is a cross functional project. It CEO, the CEO, and CFO should care about this, because it is about margin. It's about revenue, it's about expansion, revenue, and so many other things that they report on. So that's where I feel this is really a company wide executive level, at least sponsored project, which then marketing can drive.
Vinay Koshy 8:08
Okay, and what would be a good place to start with this entire process? Is there a bit of an audit or an analysis that you would recommend doing or something?
Ajit Ghuman 8:17
Good question, I think I tend to go back to the evolution of a company, let's talk about a technology company, and where it fit fit. Most often than not, you know, look at b2b companies. And we're on the b2b podcast more often than not, you know, a CEO is the original salesperson, they find an initial set of clients, and they kind of try to standardize pricing somehow, right? I don't find any fault with that, I think any CEO, any founder would go through the same process. By the time they've done it a few times, they're probably busy. And there comes a point where they have I guess, a dozen customers or you know, a certain amount of revenue, which now they have to scale and scale predictively at that, that is the first point at which they need to kind of look at their approach to pricing a little bit more holistically, right, confirm some of their assumptions, see if they need to change, see if their sales engine is aligned with the value the customers are getting. So there are many, you know, two or three fault breaking points that can happen along the way that can leave them unoptimized. And an optimized can mean longer sales cycles, confusion with the buyers, maybe, you know, you're leaving money on the table, which is very often the case. So that's kind of the first step where should they should look at it. But once you go beyond and you become a bigger company, I'm advocating for this to be a regular part of discussions between product managers and product marketers in the product development process. So if you build a muscle for it, then it won't be painful later on. I do see I think natural tendency like as a company becomes big there are like every two or three years as a company scaling. They will see The need for the pricing model change, even if they've done a good job earlier, their market may change or some technology may change, or there might be an underlying process that they're using that has like hard costs involved. So there will be some reason to relook at those points in time.
Vinay Koshy 10:17
So this is really an evolving process, if there were a framework or a set of principles that companies should use, what would that look like? Or what would that be?
Ajit Ghuman 10:30
Yeah, I came up with my own framework. So you know, it's what I call it the PPP hierarchy. And the hierarchy basically is reevaluate or validate your positioning, make sure that it hasn't really changed substantially from before. Or if you assume positioning, at least write it down. So that you know, what is your positioning in the market across different segments, number one, number two based on that then relook at now your packaging, and packaging needs to be catered to your customer segments, right. So package is an offer that is well built for a particular customer segment, that they really will then choose to see that set of capabilities together and see Oh, I like this is for me. So positioning, packaging. And then finally comes the pricing, right? If pricing is the last step in the process, once you have the right offer for the right person, you know what differentiated value that you're offering them, then you decide what is your price point, which is often kind of the least the exact right for a spine is the least important part of it, there are two main decisions that are important. One is your pricing variable. So what is the basis on which you are going to charge if you look at companies that are technology companies, you'll see Amazon charging for storage, if it's s3, you'll see Google Gmail drive image editing. Similarly, on the flip side, you will see companies like Salesforce charging on a per seat basis, because they kind of you know, that's how they think of usage. Older companies, which are lots in the storage space will think of license based models and perpetual models. So that's the value metric. And it's really important to get right. And I can I can give you some examples of companies that have been able to hack better revenue or market penetration if just by tweaking that. And then the final point is pricing structure. So there are two or three pricing structures, there are linear, two part tariffs, three part tariffs, like a cellphone plan. And that's kind of the last thing that gives you a little bit more predictability into your revenue, and can boost your you know, boost your revenue a little bit. So three things positioning, packaging, pricing, and two main decisions between pricing, one is your pricing variable. And the second is pricing structure. And once you kind of decide all that you will come up with a price point when you you know, come up with your main pricing variable, Howard that I feel like is less important and can be changed once your structure is in place.
Vinay Koshy 12:59
So really, the key pivot point, if I'm hearing this correctly, is the ability to stand out in the marketplace, a bid through differentiation or suddenly value. And if that hasn't been nailed down correctly, then you start to run into problems, what would be a good way to ensure that you have a sustainable competitive advantage in that space?
Ajit Ghuman 13:33
So that's a I feel like that's a little bit of a broader question. So the question of let me make sure I understood it correctly, you're asking how can somebody ensure that they are competitive if they have a competitive advantage period for their product?
Vinay Koshy 13:46
Yeah, because at times, companies, at least, this is my observation, a company might start out, put a product out there. And a bit like that penyet example, you know, just go with some pricing, right? And they figured that maybe they're they've got pricing, they stand out in the marketplace, because they're competitively priced or, or they do this one thing a little bit better. But it's not really sustainable in the long run. And they need to kind of go back to the drawing board and rethink the whole whole issue. Right, as opposed to really doing your homework upfront, and ensuring that the value that you talk about is what is associated with your brand. And I stainable for the long term.
Ajit Ghuman 14:35
I agree. Agreed. Yeah, I mean, I'll give you an example. You know, public example. For instance, one of the folks I spoke to in the, in my book, which alludes to it like which explains what this problem is. So there's a company called mixpanel. We've all heard of them. Yeah, they provide product analytics. For the longest time. They charged customers on the basis of events, right events, so something that they could measure on there and easily And they thought, well, it's a good enough proxy, it served their needs for a long time. But as they grew their business, right, they had new customer segments. And these new customer segments didn't think in terms of events, right? They're like, well, I'm using so many events. But I don't know what value I'm getting. Some would say that right? On the flip side, when the salesperson is trying to sell you, Hey, this is the pricing. Like, I don't think in terms of events, right? I haven't, I don't know. And so then they had to change their pricing metric to track monthly tracked users. So it's really about how many users you are tracking with the product that you're building online that, you know, is proportional to the value that you are receiving at the end of the day. And then that aligned the core value proposition of their product to the pricing model. So many times that's the problem. Your product has a good value proposition, a differentiated value proposition, but a lack of a good variable associated with it causes friction in the sales process and creates confusion for customers and maybe even churn. So that's that it's a fixable problem. The harder problem is, if you lose competitive edge at the, you know, at the segment level, and if your product stops being competitive, I would venture to say then pricing cannot help you. Because then your product to develop more better products for your segment.
Vinay Koshy 16:22
Okay, and packaging, what should we be aware of with that?
Ajit Ghuman 16:26
Yeah, I think that's number one. Number one point on packaging is that right now, there is a little bit of selective bias happening as people think of packaging, and I'll tell you why a lot of packaging, so you know, there's a very good company called price intelligently, they publish podcasts, they look at the pricing page of certain company, they critique it. But the thing is that people think that that is what packaging is every come many companies as companies put a good better best model on their website. And as a result, if you are a no waste, you think well, that is what is packaging, right? That's what you see, but go to buy a Mustang car, they'll put like a similar, three different cars together, right. And you can choose which model you want to buy, I think this sort of approach works well, for high high volume, high market size products, where you're trying to provide, you know, different segmentation for the target market. However, when we're talking about b2b, and I've worked at companies like Medallia, which were totally fortune 500, and global 2000, where packaging has to be thought really differently, and really modularly to account for the needs of companies in different industries. And also account for different sizes of companies, like a hospital might have totally different needs than a hospitality company, for example. And they may value different feature sets. That's where the commonly seen packagings like good better best model starts to starts to not fit right you need provide more more variability and modularity. So that's one broader observation on packaging is that needs to be it's dependent, totally dependent on the type of market you're going after.
Vinay Koshy 18:07
Okay, sir. And you've mentioned a few examples. But is there anyone that you can think of that's really stood out, at least in your mind, because of their approach to pricing and, and
Ajit Ghuman 18:24
I have a case study, which I, it's one that I remember a lot, and it's instructive, similar to my experiences at my current firm, which I cannot speak in too much detail about, but I can speak about this case study. So I spoke with a pricing expert, his name is Gianni Chang, he works at Koopa software, he was the head of pricing at gainsight, when he came in gainsight, had this good, better best model. And even and then they had this enterprise offering, which had no pricing at that time. So good, better best. But everybody would select the the middle package, right? $10,000, everybody's just selecting that. The problem is that they had a product that was almost blue ocean, it was not in an existing category, they could really have gone and charge a lot more. And so what they were seeing is that they this somewhat dogmatic approach to pricing was leading to lower revenues. But also a lot of shells were right, they would sell something within a package. But the customers would only use certain features and not use the other. And then then there is like negotiation, Hey, can you know if I'm not using this? Can you charge me lower? And so he then did a proper analysis of what are the features? How do they map to these different customer segments? Right. They were solving a lot of use cases, right. And when you're solving a ton of use cases, it's very often hard to fit it in just three buckets like that. It's very often more helpful to give more flexibility to your sales team to customize scenarios and train them better on how to fit these packages to one customer. Right? So he modularize the packages more that greatly increase DSPs. And then how to train the sales team to sell in this new value driven way. Right. And I, you know, I think of this many times in, there are two types of sales motions. One is the Indian bizarre sales motion where you're trying to buy a shoe, and you go to the bazaar, and you're like, I'm going to haggle over price and I'm going to buy a shoe. Right? That doesn't work in enterprise software, because it's not a shoe right? People don't even have a name for it many times, and you have to sell the value. And good sales teams will do it. I think we just if you do the bizarre model, many times when you're offering more value, yeah, I just feel like companies are leaving so much money on the table, right. And that was one example where that was happening. So when you look at it a little bit more intelligently about the use cases. And the value in Drive, you can play with different variables, different models of pricing, like your base structure could be based on one value. But your add ons could be based on different capabilities. And that can really help you maximize revenue as well as reduce still, you know, the lands.
Vinay Koshy 21:10
And that's certainly are instructive. m. a little bit curious. So if I understand this correctly, pricing is not just a marketing function, but something that really needs to have sales involved. So you're almost advocating host leaf functioning, marketing and sales team as part of this whole process. Would that be correct? 100%,
Ajit Ghuman 21:31
I would just this there is one caution that there is a recommendation and a caution. So always talk to your sales team, I'm always trying to hear from them, because they have more time than I have in the market, they're talking to prospects every day, especially the more experienced people in any company who have been selling for a long time, they really have a pulse for which of your product features, we are going to try more value if you are in that lucky position where you have a long standing sales team, right? It would be it would be sad if you didn't get that feedback. So yes, totally get that feedback. But only know take it with a pinch of salt at all times right sales, say this feedback is also dependent on how their comp plans are structured, they will maybe not always advocate for how it impacts the bottom line and margin at the end of the day. So while you should take the feedback, you as a pricing, you know, whoever is doing pricing at the company should really at the end of the day, have a discussion with your CEO or CFO, make sure what are the high level goals for your pricing model right are you trying to maximize market share? Are you trying to maximize profit, and that will change how you price in the market. Right. So strategy, they cannot help with strategy, you need to get direction and you need to set strategy. But then you sales team to get market feedback, because very often if if you give them a model that is too cookie cutter, they may not even use it. So that's where you kind of have to figure out one is setting the pricing to his adoption. If every salesperson adopts it is happy with it as easy to find it easy to use, then suddenly you will that's where you get leverage from pricing, right? Every deal start to model this new structure
Vinay Koshy 23:19
like it, is there a recommendation that you wouldn't make in terms of being able to continually feed this kind of information back into the marketing? Thought prayers,
Ajit Ghuman 23:31
right? I yes, I think I definitely think here like data, data rules. And many times while we all say we are data driven, it takes a lot of work to pull data together. If you are asked, you know if you have deals in your CRM system, in no company is the data ever good. You know, I run a report every quarter I look at all the opportunities, I look at my contracts. I make a spreadsheet, I figured out what you know, if we made a mistake in list pricing, I'll fix it and see what should have been the pricing model what we sold it at what was the discount? What was the region, and then I do a thorough analysis based on unit prices and see what happened. And now that I'm doing it quarter after quarter after the close of each quarter, we are seeing trends, right. We know this is what happened during COVID. Right? We had a dip in X, but our revenues were good. And then here is how we move through the end of the year. That sort of transparent data on discounting is and other parts and ESP is super valuable. Tomorrow, your head of sales may come and say well, I need more discounting because this product you know it's too overpriced. And then you look at Well, actually I did the math, the discounting rates didn't go up. That's where you date super helpful to have this data on a running basis
Vinay Koshy 24:48
as much as you can. So for an individual or individuals who are grappling with this whole idea of do we go with prestige pricing in our cost plus price. single value based pricing, skimming pricing, it can seem to be a bit of a mosh pit, so to speak, yes. How would we decide on what strategy is best? by going through the framework? And I guess the repricing, you're talking about pricing variable and pricing structures? How would those two help us determine which
Ajit Ghuman 25:24
so I would say that they are where you choose, you know, the, the structure that the variable that more or less I don't think changes necessarily with strategy. But the price point will change based on the strategy. So let's say us, you have a new, you know, it's like a service like Google Drive, right, and you said, My pricing variable is per GB, and I'm going to price like a cell phone plan, like cell phones, you spend $50, you get five GB, then you spend $70, you get seven and 90 is unlimited, for example, right? I think the exact dollar figure is where the skimming or cost plus and all of that, that comes into play. So I'll leave you with two things. One is that that number of the price point that is dependent on your business strategy, and that's where you kind of have to look at, okay, if my positioning is premium, do I really want to be a premium sort of brand and forego market share to get get higher margin, right, that may be a decision you make as a brand. So that is a decision a conscious decision. And based on all of the data, you will say, well, instead of it being $50 per bundle, or whatever, I want to charge 80, because that's what you know, that's how much we are, we have a big enough market, and we will still get enough logo acquisition through that. So that is a decision. The second point, and this is just a example of things that you may want to think about is companies can make this decision more easily. So if you think about software, companies can make this decision more easily if they devote the costs are a little bit devoid of the applications or most of the brands that live at the application layer, they can kind of make any decision, change the price point and, and have more freedom and flexibility to do so I think where companies may want to put more thought and attention to this, and where margins can be heard as if they are closer to the hardware or infrastructure layer. Because then as usage increases, costs increase as a linear variable. And for companies like that, you may have to think, okay, am I going to do cost plus? Or is it just going to be value based because then it can start to have some contradictions. So more more, you know, if you are an application layer, I think you can have a lot of freedom for executing whatever strategy you want. If you are tied to hard cost very strongly, then you have to be a little careful model a couple of scenarios to see how your margin nets out.
Vinay Koshy 27:56
What about pricing when it comes to adding new features or new products? To your existing line?
Ajit Ghuman 28:05
Yep, in everything is an eight depends answer. But I'll give you an example I was we had a panel at revenue collected the other day about add ons. And we were talking about a company that has sales enablement software. So most type of the software is sold on a per seat basis. But okay, so maybe the base platform is sold on a per seat basis, and you came out with a new module. If you also charge like $5 per seat or something, you may not get that much amount of money back from it. However, in this case, the the gentleman who land pricing for this company said, well, we're just going to charge a capability based model, right. So they're basically two models usage or capability. They just said, well, it's 15 to 20% of arr. And that gave them substantially more expansion revenue, at the same sort of usage based pricing structure. So many times your add ons can have different structures, depending on the value they bring, as long as your customers are happy to adopt it. So you can choose right, I would say just don't be Don't be dogmatic, try to look at a couple of different ways of charging for a new feature. So if you have a platform, you can still have a different way of charging for it and increase expansion revenue. Expansion revenue is where a lot of money is made in SAS nowadays, and there have been studies done, where upsell motions really drive a lot of value. So So that's, you know, that's one example. There can be other, but just, just don't, don't feel like you're trapped. Actually, you're more degrees of freedom, even for new features, then you may think,
Vinay Koshy 29:38
okay, it would make sense to go through that same framework that you were talking about earlier, for new, new features and
Ajit Ghuman 29:45
products, it would make sense, but more often, I think what you realize is that you're probably already have some decent assumptions on positioning and packaging, and you're making some decisions on the pricing variable again, and then you can take the decision, right? It's like checklists. Do I need to change this? Do I think I can get more benefit if I change the variable or the structure. And what I the only thing I would say is after having conversations with nine or 10 pricing experts, the number one thing I heard is don't be afraid to change your assumptions for new features, which is what I think is the hardest thing. common pattern is we have a new feature. We don't know what to do with it. It's $5,000. Or it's $10,000. And every pricing expert I've spoken to said, No, no, don't don't do that. Just try to be a little bit more courageous in trying to figure out if there is a better model, because you probably can get more money out of your new feature,
Vinay Koshy 30:39
I think certainly does. Doing research help with with some of the feedback and data that you need for pricing. So things like surveys or jumping on the phone, and speaking to a customer right now. More the application. So authorities,
Ajit Ghuman 30:59
Yeah, totally. So you know, if you are a company with a larger n or like sample size of customers, surveys are a great approach. There are simple pricing surveys that just ask, you know, is this price too expensive or too low, and you can get a cumulative distribution of pricing, that's a very basic way of doing it. There's one Western off approach, there is also conjoint analysis, which can be really good if your product is closer to being a commodity, not a commodity, staple, per se, but closer to being a commonly understood product. That's when that's where surveys are easier to understand. If you think you have a complex product, an enterprise product, which may have many capabilities may not be an existing product category, then you should have, then I actually tend to do more like PowerPoint presentations, organized 10 to 15, interviews with customers, representative samples, and then pitch like show them the demo and then ask them forced right structured questions on pain points, benefit pricing and pricing structure. So that's the only thing if it's easy enough to do I think surveys, like as long as the customers can understand it. So it's a great gives you a lot more confidence in data. Otherwise, if you if they find those hard to understand what the product is, then you know, the in person interviews and PowerPoint is helpful.
Vinay Koshy 32:19
Is there anything else that you feel we need to highlight in terms of being able to really pin down our pace our pricing strategy,
Ajit Ghuman 32:28
I think it's not really that there's anything else to pin down it is just, you know, we just think about it a little more is that is what I'm advocating for is it rather than it being a back of the mind type of thought process, which is in many companies like sales operations teams are running pricing, it is such a big lever that is often missed, that CEO or a CFO should definitely be looking at every every if not and every you know, major inflection point every couple of years, because you can definitely get a lot more ROI from the product, which will then feed more, you know, more growth for your company. So it's just just keep it keep it Top of Mind, just know that it is a very big leverage driver.
Vinay Koshy 33:10
Okay. And your book, when is it coming out?
Ajit Ghuman 33:14
Well, yeah, it is coming out. Hopefully, at the end of the month, I'm going to be self publishing on Amazon. And if you want, if your viewers are interested to get a little bit of a discount, then they can come to my website, it's a Jeep common.com forward slash forward slash pricing dash book. And I'm happy to happy to accommodate.
Vinay Koshy 33:34
Excellent. I'll put a link to that in the show notes. If you were listening to this episode, what would you say is your top takeaway?
Ajit Ghuman 33:44
If I was listening to this same episode, you know, I just say it as a person who thought this was a hard topic as a young product marketer in another company that was growing a lot where I had a boss I really looked up to, and even he did not have that much experience saying Oh, we'll pass it off to consultants. Don't do it. It's good for your career. It's good for your company. And you will you may even look like you know superstar when you do it and achieve good results in your company. So don't fear it.
Vinay Koshy 34:15
Certainly excellent. Ajit, if listeners are curious, and they would like to find out more and connect with you, where would you recommend they head to?
Ajit Ghuman 34:25
Happy to connect on LinkedIn, we have a pricing channel, there are a couple of places to just learn. So we have a pricing channel on revenue collective, it's a community of revenue leaders. It's not my community. I am member just like others. I know the product marketing Alliance has a very busy Slack channel. So they have a pricing Slack channel where they're I feel like there are 1000s of people on there. So plug yourself into some of these places, you will definitely find a lot of answers to your questions.
Vinay Koshy 34:51
Okay. Excellent. Thank you so much.
Ajit Ghuman 34:54
Thank you. Thanks for having me.
Vinay Koshy 34:56
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- Learn from Mark Edwards and Neil Cumming – Sustained Competitive Advantage: 9 Simple Elements to Deliver Long Term Business Growth
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- Discover How Rob Walling Bootstrapped Drip into a 7 Figure SaaS Business
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