Strategy
Pricing a product nobody asked for yet
You cannot survey your way to a price for a thing that does not exist.
Priya Raman
We priced it three times before launch and were wrong twice. The third one held, and the reason it held had nothing to do with the number.
The first price was cost-plus, which anchored us to our own inefficiency. The second was competitor-matched, which anchored us to a product we were not building.
What worked
The third was value-anchored to the thing being replaced: an afternoon of manual work per week, per person. That framing made the number arguable, which made it defensible.
A price you cannot explain in one sentence is a discount waiting to happen.