FORMULA:
  Price = max(Cost x Multiplier, Cost + ValueCapture% x ClientValue)

  Where Multiplier and ValueCapture% vary by engagement type:

  DIAGNOSTICS (low-risk entry points):
    Price = Cost x 1.5
    Rationale: fixed 33% margin. Client perceives as affordable entry.
    No value capture % -- keeps price predictable and accessible.
    Example: 4 person-days x EUR 1,200 = EUR 4,800 cost -> EUR 7,200 price

  CAPABILITY BUILDING (workshops, coaching, residencies):
    Price = max(Cost x 1.4, Cost + 3% x ClientValue)
    Rationale: 29%+ margin floor, captures upside when value is high.
    Example: 8 person-days = EUR 9,600 cost, value EUR 137K
      Floor: 9,600 x 1.4 = EUR 13,440
      Value: 9,600 + 3% x 137K = EUR 13,710
      Price: EUR 13,700 (value capture wins, 30% margin)

  ENTERPRISE TRANSFORMATION (long-term, org-wide):
    Price = max(Cost x 1.4, Cost + 2% x ClientValue) + optional Success Fee
    Rationale: lower value %, higher absolute numbers. Success fee aligns incentives.
    Example: 25 person-days = EUR 30,000 cost, value EUR 120K
      Floor: 30,000 x 1.4 = EUR 42,000
      Value: 30,000 + 2% x 120K = EUR 32,400
      Price: EUR 42,000 (floor wins, 29% margin)

SUCCESS FEE (optional, Course 2-3 only):
  15% of base price, payable if agreed KPIs hit within 6 months
  KPIs must be: measurable, time-bound, jointly defined before engagement
  Examples:
    - Defect rate reduction >= 30% (Dojo)
    - Developer throughput increase >= 15% (Forge)
    - Internal trainers certified and 2 cohorts delivered (Academy)
    - 3+ teams onboarded with >60% adoption (Wiring)
  Purpose: reduces client risk perception, recovers margin on proven outcomes

SWEET SPOT: 5-6x ROI (industry consensus: Consulting Success, Simon-Kucher)
ACCEPTABLE RANGE: 3-10x ROI
BELOW 3x: client will question value -- strengthen ROI narrative or reduce price
ABOVE 10x: you are undercharging -- raise price or add success fee component

CHECK: Price / ClientValue should be 10-20% (client keeps 80-90%)
  If ratio < 10%: you are leaving money on the table
  If ratio > 25%: client will comparison-shop

Step 1: QUANTIFY customer value
  Annual savings = (Baseline Cost - Cost With Service) + Revenue Uplift
  Time saved = Hours saved x Hourly rate of person saved
  Risk reduced = Probability of incident x Cost of incident
  Scaling factor = Number of people/teams affected

Step 2: CALCULATE price using Hybrid Formula above
  Select engagement type (diagnostic / capability / enterprise)
  Apply appropriate formula
  Verify ROI is in 3-10x range

Step 3: VALIDATE willingness-to-pay
  Van Westendorp (4 questions):
    "At what price too cheap (quality concern)?"
    "At what price a bargain?"
    "At what price getting expensive but still acceptable?"
    "At what price too expensive?"
  Plot curves -> intersection = acceptable price range

Step 4: ANCHOR with high-value tier first
  Present highest tier first in every context
  Anchoring increases average contract value 15-20% (Simon-Kucher)
  Middle tier becomes "obvious choice" via contrast effect

SCARCITY PREMIUM:
  Limited capacity = genuine scarcity (not fabricated)
  "We onboard max 2 enterprise clients per quarter" (if true)
  Senior practitioners on every engagement (no junior rotation)
  Scarcity justifies 30-50% premium over larger firms

EFFICIENCY PREMIUM:
  No internal politics, staffing rotations, or methodology compliance overhead
  Faster delivery = lower elapsed time for client
  Lean cost structure = healthy margins at lower absolute prices

CAPACITY SIGNALS:
  Utilization > 75% for 3+ months -> raise prices (market signal)
  Turning down work -> you are underpriced
  Price is a queue management tool, not just a revenue tool

ANCHORING AGAINST BIG FIRMS:
  McKinsey charges EUR 11,000-22,000/day per consultant
  Boutique at EUR 2,400/day looks like extraordinary value by comparison
  Frame: "Senior-only team at 1/5 the price of Big 3"

TREND: Major firms moving from fixed fee -> performance-based
  Driven by: AI shortening "doing" time, focus shifting to outcomes
  Structure: Base fee (60-70%) + performance bonus (30-40%)
  Implication: Success fee model is industry-validated, not experimental

GOOD (Starter / Essentials)
  Purpose: Capture SMB, reduce purchase risk, land-and-expand entry
  Features: Core value, limited seats/usage, self-serve
  Price: 30-40% of Better tier
  Goal: Prove value quickly, upgrade trigger built in

BETTER (Professional / Growth) -- TARGET tier
  Purpose: Main revenue driver, optimal value/price ratio
  Features: Full core + advanced features, standard support
  Price: 100% (baseline for ratio calculation)
  Goal: 60-70% of customers land here

BEST (Enterprise / Scale)
  Purpose: Large accounts, price anchor, expansion revenue
  Features: All features + enterprise security + dedicated support
  Price: 2.5-4x Better tier
  Goal: Anchor perception AND capture high-value accounts

DECOY MECHANICS:
  Best makes Better look like a bargain
  Good makes Better look like a logical upgrade
  Price gaps: small Good->Better, large Better->Best
  Expected distribution: 20% Good / 65% Better / 15% Best

| Feature          | Good | Better | Best | Upgrade Trigger         |
|------------------|------|--------|------|-------------------------|
| Core capability  | Yes  | Yes    | Yes  | --                      |
| Advanced feature | --   | Yes    | Yes  | User hits limit in Good |
| Enterprise need  | --   | --     | Yes  | Compliance/scale need   |
| Support level    | Docs | Email  | Ded. | Response time SLA       |
| Usage limit      | Low  | Medium | High | Growth exceeds cap      |

ANCHORING (most important for pricing):
  Present highest tier first in every context
  Use precise non-round numbers: EUR 47,400 not EUR 48,000
  Show "was / now" only with genuine price history
  ROI as multiple: "8.3x return" not "730% ROI"

SOCIAL PROOF:
  Logo bar of similar companies above pricing table
  "Most Popular" badge on Better tier (if true)
  Testimonials from peers in same segment

RECIPROCITY:
  Free ROI calculator or audit before pricing discussion
  Genuine value delivered before the ask
  Pre-proposal gift: relevant industry insight

SCARCITY (genuine only):
  "We onboard 3 enterprise clients per quarter" (if true)
  Limited implementation capacity (if true)
  Never: fake countdown timers or false urgency

COMMITMENT:
  Free trial -> paid (foot-in-the-door)
  Pilot project -> full engagement
  Assessment -> implementation

TARGET PRICE: The price you want to achieve

SEQUENCE:
  Offer 1: 65% of target (extreme anchor)
  Offer 2: 85% of target (large concession)
  Offer 3: 95% of target (small concession)
  Offer 4: 100% of target (precise non-round number + non-monetary item)

RULES:
  Each concession smaller than the last (signals approaching limit)
  Use precise numbers at final offer (EUR 47,350 not EUR 47,000)
  Add non-monetary concession at final offer (extra training day, extended warranty)
  Never split the difference on price -- add/remove scope instead
  Calibrated questions when pushed: "How am I supposed to make this work at that price?"

INPUTS:
  Monthly new customers (MNC)
  Average Contract Value (ACV) -- annual
  Average customer lifetime (months)
  Monthly sales+marketing spend (S&M)
  Gross margin (%)

CALCULATIONS:
  CAC = S&M / MNC
  ARPU = ACV / 12
  LTV = ARPU x Avg lifetime x Gross margin %
  LTV:CAC ratio (target: >3:1, excellent: >5:1)
  CAC Payback = CAC / (ARPU x Gross margin%) -- target: <12 months

BENCHMARKS (2025):
  SMB:        CAC payback 8-12 months  | LTV:CAC 3-5:1
  Mid-Market: CAC payback 14-18 months | LTV:CAC 3-4:1
  Enterprise: CAC payback 18-24 months | LTV:CAC 2-3:1

HEALTH CHECK:
  LTV:CAC < 1:1 -> unsustainable, reduce CAC or increase LTV
  LTV:CAC 1-3:1 -> borderline, optimize
  LTV:CAC > 5:1 -> healthy (or underinvesting in growth)
  CAC Payback > 24 months -> cash flow risk