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“The price increase is almost complete with the phase 1 customers and went really well with an average increase of around 88%, against a target of 40%! At the same time, attrition was very low.  In the end, when I look back, it is mainly due to the excellent preparation with you, the analysis of the stickiness criteria, the convincing and clear narrative and a consistent implementation with open discussions and permanent guidance and support from Willingness To Pay.” ­

– Christopher Schaffert, CEO at Intellior

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About

Intellior is a leading German software company specializing in business process management (BPM) and Governance, Risk, and Compliance. Over 300 businesses across 60 locations use their software and consulting services to streamline operations, mitigate risks, and ensure regulatory compliance. 

Learn how Willingness to Pay helped Intellior migrate from a focus on perpetual licensing to a SaaS pricing model and grow ARR.

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Situation: Legacy perpetual licensing slowed SaaS transition and revenue growth

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“I couldn’t stop wondering about the untapped potential in our price redesign. We needed someone to redesign our model in a way that minimizes churn and helps us grow sustainably.”

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Intellior had become an industry leader with a growing portfolio of 300+ blue-chip clients. However, their complex perpetual license model restricted ARR because the pricing was based on complex packaging of modular features rather than the value the solution provided to different types of customers.

Early on, this modular structure facilitated growth and logo acquisition. But as the perpetual license structure only charged customers once, Intellior’s ongoing monetization was based on low maintenance fees and professional services, hurting their unit economics.

This was offset by adding more offerings like charging for various applications, interfaces, and integrations, but this started a vicious cycle of product complexity, technical debt and multiple exceptions across various individual customer agreements and contracts. 

The situation not only severely limited the monetisation of current customers but also created constant friction for customers to expand use cases and grow with the product.

Finally, because the pricing model did not align with business outcomes, some enterprise customers had trouble justifying the investment, limiting Intellior’s potential to expand upmarket.

Before partnering with Willingness To Pay, an internal analysis at Intellior uncovered substantial pricing potential. This led to a planned 40% price increase and the need to shift to a SaaS pricing model that would maximize ARR, enable future price adjustments, and support scalable growth without risking customer churn.

‍What we did: Capturing customer value and ARR with a streamlined SaaS pricing model

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“Our SaaS structure allows us to continuously drive more revenue and also supports future price adjustments in a way that’s standardized and clear for all customers.”

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We worked with a core group of Intellior’s senior people to understand how their product generated value for customers, how it was sold, and how it fit together with the substantial professional service division of Intellior.

We used this analysis to guide the design process, allowing the group to align on a new packaging and pricing framework that:

• Kept what worked but clearly articulated a new Enterprise and several Service offerings.
• Removed the seat-based pricing to allow easier expansion.
• Redesigned prices and discounts that scaled with customer employee size and were benchmarked against competitors.

The new framework scaled pricing according to the number of total employees in a matrix against the number and type of use cases deployed. This allowed for simple and straightforward pricing flexibility across customer segments, industries, and sizes while still allowing a lot of flexibility in product choice.

We also eliminated fees for editor licenses, which would allow for a ‘new deal’ narrative and promote expansion across the customer’s organisation with less friction.

The packaging structure includes features like language and content translation, a solution for managing complex global processes, a smart scaling package of editors, and Intellior’s flagship risk management app that puts teams in control by enabling rapid, structured risk assessment and smarter decision-making.

We then set new price points for professional and enterprise customers based on mystery-shopped data, churn analysis, and customer value.

The new pricing and packaging was validated with low-risk customers before gradually expanding to higher-value accounts. 

We also did a comprehensive ‘stickiness analysis’ where we quantified churn risk based on product choice, switching costs, historical spend on professional services, as well as fit with competitors to gauge if some customers should have only a limited price increase or have it phased in more slowly.

This produced a three-stage roadmap with an account-level plan for migrating existing customers with minimal churn, ensuring Intellior’s sales teams had confidence in the new model prior to launch.

By running pricing as a design process, mapping packaging to customer segments, and validating each step incrementally, Intellior was able to shift from feature-based pricing to a scalable employee-based structure that better captured value across customers, all while minimizing churn risk.

Outcome: 88% increase in ARR for 120+ customers 

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“We doubled the ARR value of the customers we approached so far. Even with such a significant price increase, our attrition remained surprisingly low.”

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Here’s a list of the key results that Intellior achieved through our project:

1. 88% executed price increase (double the initial 40% target)

2. 88% increase in ARR realized across 120+ accounts, including price increases over 100% in key segments

3. Above 95% customer retention

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Today, Intellior has a clear, streamlined SaaS packaging and pricing structure, with higher price points that capture customer value and increase ARR as the company introduces new products.

Pricing was increased by 88%, more than double the initial goal of 40% that we had as a joint objective for the project. As of April 2025, phase one of their migration plan has been completed, generating an 88% increase in ARR for 120+ customers with price increases over 100% in key segments.

The new model accommodates customers with different employee bases and clearly articulates Intellior’s value propositions to attract enterprise customers while stabilizing revenue at a much higher level than with the old on-prem perpetual model.

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