集里怎么说它

• 《增长停滞怎么办？Jason Cohen 的四步诊断法》(00:19起):本集说定价是诊断停滞的第二步，认为 SaaS 公司的价格往往定低了，且受限于微观经济学的供需曲线谬误；真实情况是，涨价不仅不会吓跑客户，反而因为筛选了目标市场并改变了产品定位，使需求不降反升
• 《Gamma 联创复盘：押注空白页，赌出一亿用户》(12:04起):本集说 AI 产品的商业化是移动的靶子，没有一种定价模型能一直有效；他们用 10/25/100 美元分层筛选偏好，定价自然揭示用户偏好。

① 提到它的金句

16 条

作为房间里工程方面的声音之一,不得不对业务团队说不,真的非常不舒服——就是那种:好主意,但这需要我六到八个月去重新架构并重构我们在业务定价上做的每一个假设。
I found it really uncomfortable to be one of the engineering voices in the room, having to tell no to business teams on like, you know, fantastic idea, but it’s going to take me six to eight months to re-architect and refactor every assumption we’ve made around pricing in the business.
—— Alvaro Morales · [04:48]

指向原始笔记的链接

基于消费的定价其实是围绕这样一个理念:如何避免买回来吃灰的软件,如何避免为那张办了却不去的健身房会员付费,真正做到只为消费的东西付费。
Consumption-based pricing is really around this idea of how do we avoid the shelfware or how do I avoid paying for that gym subscription that I pay for but don’t go for and really only pay for what I consume.
—— Alvaro Morales · [11:22]

指向原始笔记的链接

太多现有计费方式把定价当作一次性的——设好就不管了——错失了一个事实:你必须持续地演进它。
Too many existing approaches to billing just rely on pricing as like a one-and-done, you set it and forget it, and you miss on the fact that you have to kind of keep evolving it.
—— Alvaro Morales · [19:00]

指向原始笔记的链接

如果行业变化得那么快,而你的工程团队和我当年一样告诉你调整定价需要一年,也许你就在竞争中撑不住了。
If the industry is changing that fast and your engineering team, much like me, is going to tell you it’s going to take a year to shift pricing, maybe you’re not going to stand up to the competition.
—— Alvaro Morales · [24:34]

指向原始笔记的链接

我希望 Orb 以让公司发布定价的速度和它们发布产品的速度一样快而闻名。
I want Orb to be known for enabling companies to ship their pricing as quickly as they’ve shipped their products.
—— Alvaro Morales · [37:43]

指向原始笔记的链接

大约只有 5% 的公司可能处于真正的基于结果的定价模式中。
About 5% of companies are probably in a true outcome-based pricing model.
—— Madhavan Ramanujam · [00:45]

指向原始笔记的链接

但他们讲述故事的方式是，你每天支付一美元，以便在一周内真正获得四个小时的生产力回报，然后突然之间定价看起来就不太离谱了。
But the way they kind of told the story was that you pay a dollar a day for actually getting four hours of productivity back in the week, and then suddenly the pricing doesn’t look too off.
—— Madhavan Ramanujam · [13:35]

指向原始笔记的链接

他说，一家公司的真正定义是定价权。
He said the true definition of a company is a pricing power.
—— Madhavan Ramanujam · [53:19]

指向原始笔记的链接

定价不是你可以脱离战略的其他部分而单独旋转的旋钮。
Pricing is not this knob that you can turn separate from the rest of your strategy.
—— Jason Cohen · [49:13]

指向原始笔记的链接

最大的重点是定价不仅仅是页面上的那个数字。它是定位，它是他们的预算如何运作，它是它是如何构建的。
the largest point is pricing is not just the number on the page. It’s positioning, it’s how their budgets work, it’s how it’s structured.
—— Jason Cohen · [46:08]

指向原始笔记的链接

所以这是一个非常敏感的地方，去采纳一个完全集成的解决方案，而现在它拥有对你的完全定价杠杆，对吧？
And so it’s a very sensitive place to be bought into a fully integrated solution that now has complete pricing leverage over you, right?
—— Andrew · [33:47]

指向原始笔记的链接

我们发布那个东西之后头六周里签下的头十二、十四笔交易,每一单的定价模式都完全不同,因为我们在通过那些对话不断迭代。
The first twelve or fourteen deals that we signed in the first six weeks after we launched that thing. Every single one had a completely different pricing model because we were iterating through it, through those conversations.
—— Andrew Antos · [03:58]

指向原始笔记的链接

对我们来说，我们想在定价上变得非常激进。这里正在发生的巨大变化是，开源模型真的在追赶那些实验室。
For us, we want to get really aggressive on pricing. The big sea change happening here is that open-source models are really catching up with the labs.
—— Eric Simons · [24:52]

指向原始笔记的链接

在 72 小时内，我们上线了基于用量的定价，你可以升级到想要的使用量。在那之后几周内，巴克莱，一家投行，写了一份报告发给他们的全部客户，说，「我们认为这家叫 StackBlitz 的、籍籍无名的公司，Bolt,所采用的这种模式，最终会成为这类产品的定价方式。」
Within 72 hours, we shipped usage-based pricing, where you could upgrade to the amount of usage you wanted. Within a few weeks of that, Barclays, an investment banking outfit, wrote a report they sent to their whole client base that said, “We think this model, that this random company StackBlitz, Bolt, has, is actually going to end up being how this stuff gets priced.”
—— Eric Simons · [27:38]

指向原始笔记的链接

我认为把自己限制在用户数上——说实话，我觉得按用户定价已经是过去式了。
I think restricting yourself on users, I think user-based pricing is a thing of the past, honestly.
—— Ron Gabrisko · [72:27]

指向原始笔记的链接

还在做按用户定价的那些公司，它们正受到围攻，因为人们的员工数并没有增长，他们可能在增长的是智能体。
I mean, the companies that are doing user-based pricing are, you know, they’re under siege because people aren’t growing employees by, you know, they might be growing agents.
—— Ron Gabrisko · [72:37]

指向原始笔记的链接

② 出现在这些集

2 集

• 《增长停滞怎么办？Jason Cohen 的四步诊断法》 — 作为概念
• 《Gamma 联创复盘：押注空白页，赌出一亿用户》 — 作为概念

③ 关联

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