Mid-Market SaaS Package Unlocks New Revenue Growth
The Challenge
A growth-stage B2B SaaS company had strong enterprise and SMB offerings, but its good/better/best stack had clear gaps in the mid-market tier. This left revenue on the table and hindered enterprise pipeline growth by failing to provide a compelling mid-market offering.
Our Approach
Sized the opportunity: Assessed customer segment size, competitive positioning, and mid-market revenue potential to inform packaging decisions, set the headroom of this package at $60-100M.
Structured features strategically: Reviewed full list of features, classifying them as table-stakes, pricing levers, value-add, or stickiness levers, defining their role in packaging.
Defined pricing gates: Used data analysis to set usage limits (users, messages, etc.) and optimize pricing to align with peers.
Optimized tiering & differentiation: Adjusted the full good/better/best stack (SMB → mid-market → enterprise), removing or reallocating features to create meaningful mid-market differentiation and a compelling value narrative.
Piloted and validated: Ran handpicked customer pilots to test the new mid-market package, gathering user research before beta sales and full rollout.
The Impact
New product launched within 6 months of designing, with a $2M annual target that it's on track for (already realized $0.5M a few weeks in).
