Decision Library
Pricing is a decision, not a guess
A price encodes who you can serve, who you cannot, and whether high-cost users can make the unit economics fail. Argumont scores competing packaging options against explicit criteria instead of averaging opinions.
What a pricing decision is
Pricing is not only 'what number feels right.' It is a structure: flat, usage, hybrid, seats, minimums, overage, and who is excluded. Changing the number without changing the structure often leaves the original risk intact.
Your current proposal is one contestant on the Decision. The Challenger should try to defeat it. The Strategist should search for a packaging design that is not a trivial rename.
Common mistakes
Teams copy a competitor's public list price without knowing discounting, cost to serve, or which customers those competitors actually want.
Another mistake is treating willingness-to-pay interviews as verified facts when they were hypothetical. Hypothetical answers are estimates or opinions until purchase behavior confirms them.
What evidence matters
Contribution margin at realistic usage, conversion at the proposed entry price, support and billing load, and competitive substitutes. User-supplied costs should be stored as user-confirmed, not independently verified, until a source supports them.
If you say average inference cost is $0.84, Argumont should keep that as business data you provided, then show how it moves gross-margin scores.
How Argumont evaluates pricing
Criteria such as revenue potential, conversion, gross margin, customer value, competitive positioning, and billing complexity are weighted so they total 100%. Scores are whole numbers with reasons you can open.
Confidence is not 'the models agreed.' It falls when willingness-to-pay data is missing or when a small cost change would reverse the ranking.
Challenge and appeal
If hybrid packaging wins over a flat $39 plan, the verdict should explain what the flat plan got right, why it still lost, and which cost or conversion facts would change the verdict. You can challenge that conclusion independently.
What to weigh
Revenue potential
Expected revenue if the packaging actually sells, including expansion.
Conversion
Whether the entry price and story help or block first purchase.
Gross margin
Whether heavy users can make the plan unprofitable.
Customer value
Whether buyers receive enough for the price asked.
Competitive positioning
How the offer sits against substitutes, not only against one rival.
Billing complexity
Whether finance, support, and customers can explain the invoice.
Where it goes wrong
Unlimited flat plans
A few high-usage accounts can erase contribution margin.
Usage surprise
Customers reject metered pricing after the analysis assumed they would accept it.
Discount leakage
List price analysis ignores the actual close price.
Example decision
I think Argumont should charge $39 per month flat. Challenge this and find a better option. A serious run should consider metered usage, a higher flat price, and a hybrid design, then show why the winner won.
Questions
- Can I just ask a chatbot for a price?
- You can. Argumont is for when you need an inspectable analysis record between options, with claims, evidence status, and reversal conditions.
- Do you pick the highest price?
- No. The highest price can lose on conversion, competitive position, or implementation burden.
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