Designing a streamlined monetization strategy for growth
A leading payments provider needed a coherent and value-based monetization strategy to strengthen its core business and expand into new segments.
The client had grown rapidly by combining strong payment solutions with value-added software solutions. Over time, however, competitors had narrowed the gap. Customer acquisition slowed, churn increased, and commercial discipline weakened.
Its largely one-size-fits-all approach did not reflect the different needs and willingness to pay of target customers. The client asked us to develop its monetization strategy for its next phase of growth by enabling growth in new segments while better capturing value from existing segments.
Combining our expertise with customer-level data, cross-industry best practices, and customer research to design the monetization strategy
We combined internal analysis, external benchmarks, customer research, and financial modelling to develop a market-tested monetization strategy.
Working closely with the client, we assessed the existing proposition, offer structure, pricing, discounting, sales processes, and recent deal performance. We combined customer-level data, document reviews, and stakeholder interviews with our payments expertise, competitor benchmarks, and market best practices.
Based on this assessment, we developed and refined options for differentiated packages, price metrics and models, list prices, discounting, and negotiation levers. We then tested the concepts with existing customers, prospects, and sales teams to understand segment-specific needs, willingness to pay, and likely market acceptance.
Finally, we used financial modelling and back-testing on existing customers and pipeline deals to calibrate price levels and assess the commercial implications. We translated the recommendations into practical guidance for customer migration, discounting, negotiations, sales enablement, and implementation.
A transformed, streamlined and sustainable monetization approach delivering a 28% ARR improvement
Our work translated into more than $50 million in estimated margin impact and established a strong foundation for future growth.
Working with the client, we delivered:
A use-case-led offer structure: We redesigned the offer around customer use cases and the jobs each customer needed the solution to perform
A new pricing philosophy: We moved the client away from all-in pricing toward the distinct monetization of key components of its value proposition.
Segment-specific commercial models: We created a simple, streamlined offer for smaller customers that gradually became granular and tailored for larger customers.
Value-based price levels: We calibrated new list prices according to the value delivered and willingness to pay across customer use cases and needs.
More disciplined discounting: We introduced formal volume-based discounting and delegations to improve consistency and orient seller discretion.
A comprehensive migration approach: We defined how to migrate merchants to the new offer structure and how to re-price them, developed communication and value arguments, and established guidance for handling objections and providing concessions.
Stronger commercial capabilities: We helped the client quantify and communicate its impact, trained sales teams in value selling, and developed a structured negotiation approach.
Our work gave the client a clearer and more disciplined way to serve customers with different needs, buying processes, and willingness to pay. It helped the client transition to a sustainable setup that could support growth across SME, mid-market, and enterprise segments in existing as well as new markets.
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