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Pricing & monetization

Everyone optimises the path to revenue. Nobody owns the price.

Your billing system knows what you invoiced. Your CRM knows what you discounted. Neither knows what you could have charged, what you're quietly giving away, or what a price change would do to the plan. Beacon models the price of your revenue — before you move it.

Start free See segments & cohorts
The decision nobody owns

Your biggest revenue lever lives in a spreadsheet.

Price is treated as a given — a number that arrives from somewhere else and gets typed into the model. So it drifts. Discounts deepen, uplifts go unapplied, and nobody sees the gap until the renewal.

The billing system
Knows
Every invoice you sent, to the cent.
The catchNothing about what you could have charged — only what you settled for.
The deal desk
Knows
The discount approved on each deal, one at a time.
The catchThat deal by deal, the whole book is re-pricing itself downward.
The price list
Knows
What you decided to charge, last time you decided.
The catchWhether it still holds — your customers changed, the list didn't.
Price isn't an input you type in.It's a number Beacon measures, keeps current, and holds the plan to.
What you set vs what you collect

Every package, ranked by the price you actually collected.

Not the price list — the money that reached the invoice. Where the gap opened, how deep it goes, and what to do about each one.

PackageWhat's happeningPrice collectedRevenueApproved discountMove
Enterprise
Negotiated · 40 accounts
Every deal renegotiated from zero.
61% of list
$7.5M
31%
Fix
Platform add-on
Cross-sell · mid-market
Discounted to close, then never re-priced.
68% of list
$1.4M
27%
Fix
Growth annual
Mid-market · 170 accounts
Annual uplifts written in. Rarely applied.
72% of list
$11.2M
22%
Fix
Team annual
Core mid-market · 125 accounts
Holding its price, quietly compounding.
91% of list
$6.1M
8%
Scale
Starter self-serve
SMB · 2,600 accounts
List price, paid in full, no negotiation.
98% of list
$7.8M
1%
Protect

Illustrative — across $34.0M of revenue. Price collected is what reached the invoice, as a share of list. It's always lower than list minus the approved discount, because discounts aren't the only thing that erodes a price.

Where these numbers come from
Your contracts — list price, approved discount, uplift terms, ramps and renewal dates, from your CRM.
Your invoices — what was actually billed and collected against each of them, line by line.
Your usage and segments — consumption per account, on the same segment definitions your forecast uses.
The evidence

Three questions behind every pricing decision.

What you're really collecting, what your customers would actually pay, and what's changed about them since you priced them.

Enterprise, taken apart: where 39 points of list price went.
deepest leak
List price
100%
Discount your deal desk approved
−31
Annual uplifts written in, never applied
−5
Ramps and credits never closed out
−3
Price collected
61%

Your deal desk approved 31%. You're collecting 39% below list. Nobody approved the other eight points — they leaked out one unapplied uplift at a time, across 40 contracts.

Recoverable without renegotiating$1.0M a year
Do nowApply the 19 uplifts already in the contracts
What each segment would pay, against what you charge it.
room above the price
Mid-market
What they'd pay
88%
What you charge
72%
16 points of room — $1.1M a year
Enterprise
What they'd pay
79%
What you charge
61%
18 points of room — $0.8M a year
Room to price$1.9M a year
Do nowTest a 6% uplift on mid-market renewals first
How “what they'd pay” is worked out
From what comparable accounts in the same segment already accept, how heavily each one uses what it bought, and how it behaved at its last renewal.
It's the one modelled number on this page, so it's shown as a range and never as a fact. Everything else here is arithmetic on your own invoices.
Your customers changed. Your price didn't.
priced on evidence
AccountWhat changed since you priced themThey grewYour price
Northwindpriced Mar 2024
Raised a Series B. Headcount 40 → 180. Product usage up 240%, health strong, every seat active.
4.5×bigger
±0%unchanged
Vantagepriced Aug 2024
Acquired and moved upmarket. Seats +85%, usage up, but two workflows never adopted.
2.1×bigger
+6%at renewal
Kestrel Labspriced Jan 2025
Headcount flat, usage down 12%, two champions left. No funding news in 18 months.
0.9×smaller
±0%hold

Northwind is four and a half times the company it was when you priced it, and pays exactly what it paid then. That's not an elasticity guess — it's a funding round, a headcount, and a usage curve, next to a price that never moved.

Under-priced against their own growth11 accounts
Do nowTake Northwind to renewal with the evidence attached
Where the outside picture comes from
From inside: product usage, seats, adoption, support load, health and the value each account has actually realised.
From outside: funding rounds, headcount trajectory, acquisitions and market moves.
Where a private company has no public signal, Beacon says so — no signal, no gap, never an estimate dressed up as one.
The lever Wave 2

Move the price. Watch what it touches.

A price change is the widest lever in the company — it reaches revenue, margin, renewals and expansion at once. Run it as a model first, against what your customers have actually accepted before.

Change to list price
+6.0%
Drag to model the move
−12%+25%
Net revenue effect+$0.99Mover 12 months
Gross margin78.8%floor 76% — clear
Renewals at risk150.5% of accounts
Net revenue retention105%after the change
Inside your bandalready accepted
At the edgesome segments only
Past itroutes for sign-off
Inside your band Every segment has accepted a move this size before — your customers have paid between 4% below and 9% above list. Modelled only: nothing changes until it's agreed.

Illustrative model — the real curve is built from your own contracts, renewals and accepted price history, segment by segment. A modelled move is never a live one.

Weighed against the plan Wave 2

Three ways to price next year, against the company you're building.

A pricing decision isn't a price question, it's a plan question. Each option runs as a whole company — the ending, the funding, the valuation, the runway, the hires — against the growth target already signed off.

No round, no move
Hold the runway
Change nothing. Grow on what the book already earns, never below the runway floor.
The pricing plan
Push price
One 5% move on the book you keep. Pricing funds itself — no round.
The committed plan
Grow hard
The $52M growth target, funded by the round.
Ends at
$46MQ2 2028
$48MDec 2027
$52MDec 2027
Where the money comes from
No roundmargin holds the floor
No round+$1.9M — 5% on the $38.1M you keep
$30Mthe round, Mar 2027
What the company is worthone multiple, ~5.4×
~$250M
~$260M
~$280M
Runwayfloor 12 months
Never below 12the plan’s definition
Above the floorthroughout — pricing covers it
~14 moat the window, two above the floor
Hires the plan fundsrevenue-carrying seats
+1at most — today’s team carries it
+8funded by the price move
+22funded by the round
Two of the three need no round, and the distance between them is one price move — $1.9M on the book you already keep. Only Grow hard reaches the $52M growth target.
What holding the price costs
Found late · repriced after the year
$490k

A year collected at a number you had already outgrown.

Caught early · on Beacon
$0

Repriced at the renewal, during the year, inside the band your customers already accept.

The cheapest fix on the whole bill: the renewal does the work if you move before it. The other five problems, priced the same way, are on the price of not knowing.

What the scenarios are built from
All three start from the same sealed company forecast, so none of them quietly uses different assumptions.
The revenue target, margin floor and runway floor are the ones already signed off — read here, never re-entered.
The three plans are the target page’s own three — one set of endings everywhere, valued at one multiple: the one the company’s round is priced at.
Before you commit Wave 3

Test the price on a cohort before the whole book pays it.

You don't have to model your way to an answer. Put new customers on two prices, wait for the outcomes that actually matter, and read what happened — then change the list price knowing instead of hoping.

Control
Today's price
$2,400 / year
Winner
+12%
$2,690 / year
New customersover 4 months
312
308
Signed up
4.2%
3.8%−0.4 pts
Still here at 12 months
88%
89%+1 pt
Expansionnet revenue retention
111%
117%+3 pts
Worth per customerfirst 12 months
$2,740
$3,150+15%
Fewer signed up, and every one is worth 15% more — and they stayed. Conversion alone would have told you the opposite. Raise the list price.
Your existing customers aren't an experiment They get a staged rollout with a held-back group instead — one renewal cohort moves, a matched one doesn't, and you read the difference. Same evidence, without treating people who already pay you as a test.
Too few customers to tell? Beacon says so Below the minimum cohort size there is no result — just a note that it can't tell you yet. A confident-looking number from 40 customers is worse than no number at all.
One pipeline, one plan

Price is what the whole pipeline transacts in.

Marketing prices the offer, sales prices the deal, customer success prices the renewal, finance plans the cash against all three. When price is a measured number instead of an assumption, every one of those forecasts gets more honest — and they finally agree with each other.

Pricing → Marketing → Sales → Customer Success → Finance → One sealed forecast
See sales intelligence See marketing intelligence
Stop guessing at the biggest number you own

Price on evidence, not on nerve.

Start free Book a call

Free at any size. Connect your billing and see what you set against what you actually collected — usually within a day.