As the founder of Tsjirpa, a bespoke consultancy specializing in pricing strategy for growth scale-ups, I bring over two decades of strategic and operational expertise to the forefront of business scaling and market adaptation. My journey through cybersecurity, marketing tools, customs solutions, and telecom comes together in a genuine expertise for innovating pricing and packaging design that truly reflects the value of offerings and propels companies forward.

At Tsjirpa, we diverge from traditional pricing consultancy by focusing on empowering teams rather than prescribing solutions. Our philosophy is rooted in the belief that understanding and mastering pricing is a crucial skill set for founders and their teams. It's not merely about setting prices but evolving them alongside your business to continuously capture and communicate the inherent value of your offerings. This approach ensures our clients are equipped to refine their strategies, enhancing their products, services, and market positioning for sustainable growth.

While my work with Tsjirpa is at the heart of my professional endeavors, my roles as a Growth Engineer Consultant at Scaleup Vlaanderen and a Growth Engineer at Sirris complement this by offering a broader perspective on scale-up challenges like internationalisation and internal scaling. These roles enrich my consultancy work, allowing me to draw upon a wide array of experiences and insights when advising clients on pricing strategies that are not only effective but also integral to their long-term vision and success.

In essence, Tsjirpa is dedicated to transforming pricing practices from a static necessity into a dynamic asset, ensuring high-growth scale-ups not only survive but thrive in their respective markets

You know that moment when you ask a customer "What would you pay for this?" and they freeze? They're not thinking, they are pulling a number out of thin air. €20? €50? Whatever they think sounds reasonable.
Most founders end up with, Van Westendorp, Gabor Granger surveys and other willingness-to-pay research. All trying to answer the same question, but the question is wrong.
Here's why: your customer has no reference point. The answer doesn't mean anything.
Willingness-to-pay research is necessary, but asking people directly is often the  wrong approach.
The right way has three parts:
1. Understand what they want to achieve, not what they think your product is worth.
2. Find out what those results are worth to them. Not in abstract money. In real outcomes. "I save 10 hours per week." "My churn dropped 20%." "I automate sales completely." Numbers you can measure.
2. Once you know the value they get, let's say €20,000 per year, you can talk about capturing 10 to 30% of that as your price. That conversation makes sense. 

Test it in conversations, not surveys!

Surveys tell you what people say. A real conversation tells you what they'll actually do. Their actions. 


#SaaS #Pricing #JourneyToBetterPricing

Maarten Laruelle

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