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“Unlike external consultants who offer solutions without knowing your business, Willingness to Pay immersed themselves in our product. They built a framework that perfectly aligns with our business needs.”

­– Michael Gram, Founder, CEO and Board Member at MapsPeople

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1. Value-based product and pricing model that drives upsells
2. Pricing validation among key internal stakeholders
3. Sustainable sales process for both go-to-market partners and end users
4. 99% faster signing on an enterprise deal
5. 75% increase in the overall contribution of the property segment to new business deals and new business revenue

About

‍MapsPeople is a NASDAQ listed indoor mapping SaaS company with over DKK 175M ARR that provides customizable and interactive indoor maps. Some of the world’s most prestigious companies, such as Google, Cisco, and Ricoh, trust the dynamic mapping platform to power a range of smart building technologies, such as wayfinding, desk booking, and occupancy. MapsPeople has over 370 customers across verticals like healthcare, education, transportation, and entertainment.

Situation: Maximizing revenue from high-value customers was stalled by unstructured pricing

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“Our pricing model couldn't keep up with our product's growing complexity. As industry leaders, we needed a SaaS pricing model that reflected customer value.”

­– Michael Gram, Founder, CEO and Board Member at MapsPeople

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By 2021, MapsPeople had grown from a small software provider to one of the top three global indoor mapping companies, serving third-party solution vendors and Fortune 500 clients. Their fixed fee subscription model, however, limited ARR and ACV since it charged users by the area to be mapped—a large mall would pay more for simple maps than smaller banks using advanced 3D modeling maps.

This simple pricing structure initially supported early-stage growth and logo acquisition. However, as the company scaled, the relationship between pricing and customer value became less linear, restricting growth potential. The structure also made the sales process unsustainable, as new features were bundled in the fixed fee, failing to monetize the additional value.

The framework was misaligned with the complexity of MapsPeople’s customer verticals, including airports, stadiums, offices, and healthcare facilities. The size-based pricing didn't align with customer value—the highest-paying companies had the largest surface area, not the most value.

The company also partnered with third-party software providers with their own packaging structure–so MapsPeople’s rigid model made it harder to adjust pricing based on the value of the mapping integration.

Finally, some customers didn't know their total mapping area upfront, so accurately estimating cost was almost impossible.

MapsPeople needed a tiered, value-based product and pricing model to drive ARR and ACV, and make sales more scalable across all sizes and types of customers.

What we did: Transforming oversimplified pricing into a scalable, value-based framework

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“Willingness to Pay had a very structured approach which supported our pricing transformation. They worked closely with our teams to get company-wide approval and create product tiers that captured customer value.”

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We worked with MapsPeople’s Chief Sales Officer and Product Marketing Managers to identify value drivers and create a taxonomy for specific segments based on customers’ size, verticals, and use cases.

We used this information to design a value-based packaging structure that differentiated based on map features and complexity

The new framework has four distinct tiers based on different levels of mapping detail to scale with customer needs and support higher ACV and ARR. These include:

(1) a self-service tier for smaller customers with standard mapping needs and limited complexity,
(2) a guided tier for mid-sized clients requiring onboarding assistance and access to templated configurations,
(3) a tailored tier for advanced customers needing customized integrations and dedicated support, and
(4) an enterprise tier offering full-service implementation, SLA-backed support, and bespoke data architecture designed for complex environments.

This packaging structure allowed for differentiated pricing, supported future product roadmap and scaled the sales process.

We shifted the pricing model from monthly to annual subscription and added a flat base-fee for SMB and mid-market customers to monetize every feature and service, such as an upfront mapping setup, and create a substantial price floor for customers with smaller areas. We added  a custom fee to the enterprise tier to enable negotiations.

For our software partner-integrated offering we added a usage-based component that grows revenue in line with the number of software end-users.

We designed the framework to boost customer lifetime value and encourage upsells. Each tier aligns increased pricing with tangible enhancements in both features and services, ranging from richer visual experiences and real-time data integrations to personalized onboarding and proactive support. Premium capabilities are offered at attractive price points that are perceived as fair. This ensures that as customers scale or require more advanced use cases, the value proposition of moving up a tier is both clear and compelling.

We involved MapsPeople’s top management early in the pricing design before rolling it out in phases across the rest of the organization. We also held Q&A sessions to ensure the implementation proceeded as planned.

We then supported MapsPeople's sales team by testing the new pricing with a small group of low-risk customers. After successfully completing the sales test, we gradually rolled out the new model, starting with new customers and moving on to existing ones.
This incremental approach managed risk at every step, built confidence in the sales team and ultimately allowed for a better result.

Outcome: Value-based product and pricing framework that drives growth

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“Successful pricing transformation requires two elements: a dedicated team who owns the project and unanimous buy-in from top management. Willingness to Pay brought both, ensuring our project's success and long-term growth.”

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Here are the highlights of MapsPeople’s results:

1. Value-based product and pricing model that drives upsells
2. Pricing validation among key internal stakeholders
3. Sustainable sales process for both go-to-market partners and end users
4. 99% faster signing on an enterprise deal
5. 75% increase in the overall contribution of the property segment to new business deals and new business revenue

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For MapsPeople it was the packaging that created the biggest value unlock. The new model allowed for both an easier sales process and a higher average price point - as well as for far less custom or individualised deal-making to compensate for the inflexible offering.

The new framework also allowed for Sales teams and Product teams to align on the value delivered to customers and to create a stronger sales motion that created a shorter sales cycle despite an overall higher ACV - allowing MapsPeople to sign a six-figure enterprise deal 99% faster than the company’s average sales cycle.

New packaging allowed expansion revenue to grow and NRR increased from ~100 to 111.

After launching the new pricing in late 2022, MapsPeople saw a sharp increase in new sales and proceeded to grow 102% in 2023.