“If your team's still selling features, your packaging is broken. Most CEOs focus on scaling sales, but they overlook pricing and packaging as core revenue levers. When your pricing aligns with the value you deliver, value-based selling becomes second nature, discounting drops, and revenue growth accelerates. You don't need a new product—you need a smarter way to package what you already have.” That's a quote from Roee Hartuv and a sneak peek at today's episode.Hi there, I'm Kerry Curran—revenue growth strategist, go-to-market advisor, and host of Revenue Boost: A Marketing Podcast. Every week, I sit down with the sharpest minds in marketing, sales, and strategy to unpack real-world tactics that drive measurable revenue growth. No fluff—just bold, actionable insights to help you outpace your competition. If you're serious about scaling smarter, hit subscribe and let's boost your bottom line together.Today's episode: Packaging and Pricing—the Key Revenue Strategy Most CEOs Miss. I'm joined by Roee Hartuv, a pricing and packaging expert helping B2B companies unlock hidden revenue and tie pricing to ROI. In this episode, we discuss the critical growth lever most CEOs miss—and how that lever leads to faster expansion, stronger retention, and more confident salespeople.Stay tuned until the end, where Roee shares a practical action you can take today and where to find free resources to help you get smarter about pricing and start driving revenue growth now. Let's go!Kerry Curran, RBMA (00:01.155)Welcome, Roee. Please introduce yourself and share your background and expertise.Roee Hartuv (00:06.326)Hello, and thanks for having me. My name is Roee Hartuv. I currently focus on pricing and packaging as an advisor. Over the past five years, I’ve worked in the broader area of go-to-market excellence, helping transform go-to-market strategies and operations. Before that, I was a SaaS—or software—seller.Kerry Curran, RBMA (00:35.745)Excellent. Thank you, Roee. We’re excited to have you back. This is actually your second time with us. Last time, we covered different stages of go-to-market with a focus on customer success and the importance of net and gross recurring revenue. Today, I want to dive into what you’re focusing on now. Let’s talk about willingness to pay and your specialty at your new company.Roee Hartuv (01:12.236)In the past five years, I’ve helped companies generate more revenue—everyone’s top priority. Most conversations revolve around process improvements, automation, or AI-enabled productivity, all aimed at increasing win rates and reducing churn. I’ve done all that, but I realized one lever delivers the best ROI and is often the quickest and simplest to pull: pricing and packaging.Once I understood that, I decided to spend most of my time there—helping companies increase revenue by getting pricing and packaging right. You don’t necessarily need a new product; you need a smarter way to package what you already have. That’s what we do at Willingness to Pay: pricing and packaging, and we’ve seen great results.Kerry Curran, RBMA (03:02.094)I agree. Companies spend a lot of effort cutting costs and increasing efficiency, yet overlook pricing. When prospects contact you, what business challenges are they trying to solve?Roee Hartuv (03:43.564)When they come to us, they already sense a pricing or packaging issue—and most companies have one. Early on, no single person truly owns pricing. Is it finance, the CRO, product, or product marketing? Because no one owns it, pricing often stays untouched for years while products, features, and value grow. For example, a client recently added a fantastic AI feature but decided to charge only $5,000 a year—far below the value it delivers.The main problem is that companies don’t adapt pricing and packaging to market dynamics. As a result, they leave money on the table. The most common pain we hear: “Our sellers keep talking features instead of value. They give big discounts, and we know we’re underpricing.” That’s the core challenge: enabling value-based selling through better packaging.Kerry Curran, RBMA (05:12.399)Beyond revenue growth, pricing can boost average contract value and reduce churn. Still, many leaders hesitate to raise prices. What objections do you hear most, and how do you address them?Roee Hartuv (05:38.68)Two big fears: First, customer success worries that price increases will trigger churn. Second, sales fears that higher list prices will tank win rates—“We’re already discounting!” We mitigate these with a four-step process:Internal validation—get input from sellers and stakeholders. Customer interviews—talk to 5–20 close customers using a structured methodology. We start with value proposition, then packaging, then pricing model, and only last reveal price levels. Controlled sales test—roll the new model to a small “demo” team and watch results. Phased rollout—once it ...
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