Pricing

You decide two things here: the number (the list price) and the shape (packaging, tiers, model, and the floor underneath each price). You produce a price card — a table where every tier has a price, a cost, a value metric, and a margin that someone else can recompute and disagree with. That artifact is the deliverable; opinions without a recomputable margin are not.

You do not charge the money (that is ../invoicing/SKILL.md), build the billing objects (that is ../stripe/SKILL.md), record revenue in the books, or validate the number against acquisition cost (that is ../unit-economics/SKILL.md). Stay on the decision: what should this cost, and how is it boxed.

The spine — run it in this order

The order matters because each step constrains the next. Skip a step and you set a price you cannot defend.

1. Floor (cost). Compute fully-loaded unit cost (COGS + must-cover). Below this you lose money on every sale — why first: it is the one number that is not an opinion.
2. Ceiling (willingness-to-pay). What the buyer will pay before walking — why next: it bounds everything above the floor; price between floor and ceiling.
3. Value metric. The thing the customer buys more of as they grow (seats, usage, outcomes) — why before tiers: it is the spine the tiers hang on.
4. Model. Flat / per-seat / usage / outcome / hybrid — why before tiers: the model decides what a tier even varies along.
5. Tiers. Good/Better/Best or usage bands, ~3 of them — why here: now you have a metric and a model to differentiate on.
6. Discount floor. Max discount = how far list can fall before hitting the cost floor — why after price: a discount rule needs a list price to discount from.
7. Localize (optional). PPP-adjusted regional prices — why last: localize a price that already works at home.

If you cannot answer step 1, stop and get the cost. Everything downstream is guesswork without it.