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ENT 403 · Unit 5 of 6

Pricing, Packaging and Revenue Models

Startup Go-to-Market and Founder-Led Sales

Start unit · 4 lessons →

Learning objectives

  • Test partnerships and channel experiments
  • Apply "Pricing, Packaging and Revenue Models" to a real venture decision
  • Contribute to your ICP and persona dossier deliverable

Unit overview

#LessonCore idea
1The Business Context for Pricing, Packaging and Revenue ModelsCore frameworks for this unit
2Tools and Techniques for Pricing, Packaging and Revenue ModelsCore frameworks for this unit
3Managing Complexity in Pricing, Packaging and Revenue ModelsCore frameworks for this unit
4Pricing, Packaging and Revenue Models: Executive SynthesisCore frameworks for this unit

Complete all four lessons, then finish unit assessments on this page.

Unit assessment

Complete each section below. Score 80%+ on the quiz to finish this unit's assessment.

50% applied project30% case work20% knowledge checks

Exercises

Apply what you learned in this unit with structured practice.

ExerciseApplied practice: Pricing, Packaging and Revenue Models45 min
Complete a focused practice exercise on **Pricing, Packaging and Revenue Models**. 1. Choose a real company, product, or situation you know. 2. Apply one core framework from this unit to analyze it. 3. Write your analysis in 300–500 words with a clear recommendation. 4. Cite at least one credible source.

Deliverable

300–500 word analysis document saved to your portfolio under ENT 403.

Rubric

  • • Framework applied correctly (not just named)
  • • Specific evidence from a real example
  • • Clear recommendation with tradeoffs acknowledged
  • • Professional writing with source citation
ExerciseDrill: Pricing, Packaging and Revenue Models30 min
Work through the practice problems in the unit lesson without looking at notes. Then check your work against the lesson and write a short reflection: - What you got right - One mistake you caught - One concept to review before the next unit

Deliverable

Problem solutions + 150-word reflection in your ENT 403 workbook.

Rubric

  • • Attempted all practice items before checking answers
  • • Honest reflection on errors
  • • Identifies a specific review action

Case analysis

Analyze a case using frameworks from this unit.

CaseCase analysis: Pricing, Packaging and Revenue Models60 min
Analyze a real business case through the lens of **Pricing, Packaging and Revenue Models**. Choose a public company event, HBR-style case, or documented decision. **Deliverable structure:** 1. Situation summary (150 words) 2. Analysis using this unit's frameworks (400 words) 3. Recommendation (150 words) 4. Risks and what would change your mind

Deliverable

2-page case write-up in your portfolio.

Rubric

  • • Case facts are accurate and sourced
  • • Analysis uses unit frameworks explicitly
  • • Recommendation is justified with tradeoffs
  • • Risks are specific, not generic

Knowledge quiz

Check your understanding before marking the unit complete.

1. RelayOps chooses "active on-call engineer" as value metric instead of flat per-seat. Why?

2. RelayOps Growth tier prepay ACV computes as: platform $3,800 + 10 engineers × $220 + 5 rotations × $225 monthly, ×12 ×0.9 annual prepay ≈ $41,040. What does the 0.9 factor represent?

3. Northwind deal shows list $45,600, 10% prepay, 5% volume, 3% end-of-quarter discount → net ~$35,568 vs target $41,040. What is the primary managerial concern?

4. RelayOps expansion revenue from overage rotations (3 × $550) illustrates:

5. WTP (*willingness to pay*) anchor for RelayOps: downtime cost $12K/hour, 30% reduction in MTTA saves ~$4K per incident. This supports:

6. RelayOps grandfathering 18 legacy customers during metric migration reduces ARR drag by ~$91K vs forced immediate uplift. Trade-off:

7. Executive synthesis projects ARR path: $920K → $2.76M with 46 customers at $41,040 ACV, NRR 118%, churn 8%. Which lever is most sensitive in bear case?

8. Which mistake violates RelayOps pricing discipline?

Next unit: Building a Repeatable Go-to-Market Engine →