SaaS companies scale revenue not by adjusting price points, but by creating distinct packages for different segments. The same core software can be sold for vastly different amounts to enterprise versus mid-market clients by packaging features, services, and support to match their perceived value and needs.

At $15M ARR, Flipsnack dedicates its small 6-person sales team exclusively to high-value enterprise accounts with special needs. This prevents diluting sales focus on low-ACV deals, allowing a self-serve motion to handle their other 28,000 customers efficiently.

When presented with a hypothetical 10x ARR acquisition offer, the 100% bootstrapped founder didn't reject it but delayed the conversation. His focus is on executing the shift to enterprise, believing the company's value will increase significantly in the near term, demonstrating a "grow through the offer" mindset.

To increase average deal size, introduce a new, much higher-priced package (e.g., $100k) and pitch it as your primary offer. Commit to selling it hard. For clients who object, you can then downsell to your original core offer (now priced at $35k), which appears incredibly reasonable by comparison. This captures whales and boosts conversions on your main offer.

Selling a small, cheap "land" deal to an enterprise customer is dangerous. When you try to expand, they will question the 10x price jump, making it nearly indefensible. Start with a price ($75k-$150k) that reflects enterprise value to avoid being trapped by a low initial anchor.

To combat high CACs, Palta increases LTV by offering entirely separate subscriptions for additive features, not just pricing tiers for the core product. For example, a body scanner subscription alongside a workout subscription. This strategy of upselling distinct value can increase total LTV by 20%.

Instead of pursuing complex, open-ended consulting projects, partners can scale more effectively by creating productized, "turnkey AI" offerings for specific business units like legal or marketing. This approach lowers the adoption barrier for customers by delivering predictable results for a defined use case, making it easier to sell into departments or smaller businesses.

Counterintuitively, selling high-value solutions to wealthy individuals or large companies often involves less friction. Affluent buyers with significant pain points focus on the value of the solution and have the budget, simplifying the sales cycle.

Exponential valuation growth often comes from fundamentally repositioning a product to command a much higher price, not just increasing sales volume. This strategy, which multiplied one company's sale value by over 100x, requires deep market understanding to turn a low-value proposition into a high-ticket one.