Monday Price Point:​

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At the enterprise level or at any larger ACV most pricing negotiations have several elements, such as:
1) Price paid
2) Length of contract
3) Terms of renewal
Most SaaS vendors focus on '1' and sacrifice '2' and '3'.
So they would prefer:
A) $100K a year for 3 years and a 10% cap on renewal, subject to agreement.
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Over:
B) $85K a year for a 1 year contract with auto renewal.
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This is the likely outcome of the two contracts over the next 6 years:
A) $100K +$100K +$100K +$110K +$110K +$110K = $660K
B) $85K +$100K +$115K +$130K +$145K +$160K = $735K
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So a +11% total revenue and a +45% end-state ACV, which is also going to be a +45% contribution to enterprise value. Also: NRR on A is 102, while NRR on 'B' is 114.
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This naturally assumes that your product is delivering value and that the customer is happy with the purchase.
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But if that is the case, then a 10-15% annual increase in pricing is not extreme.
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And yes: it requires you to renew the account every year, but an annual renewal with a good contract, that allows you to tell the customer what the new price is and their only formal response is to cancel, is far superior to a Mexican standoff every 3 years triggered by the "subject to agreement"-language.
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Two reasons this short sightedness happens:
1) Time: it takes 5 years for the above 'B' structure to net more cash than 'A'.
2) Incentives: most sales rep commission structures are laser focused on '1' and provide a lot of wiggle room on '2' and '3'
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No surprise: the short-term price-now strategy wins short term, while the long-term strategy wins in the long term.

How to do it:

Do not sign multi-year contracts unless you are forced to (e.g. tenders).​
Instead do 1 year contracts with an auto-renew function where you unilaterally determine the price at each renewal.​

Use this language:

"Look, we're going to keep developing this solution every year to solve your problem better and better. For that reason we don't know what the product will look like 3 years from now, which is why it doesn't make sense for either of us to agree on a price today.
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Further: if you locked us in on a price now, you would just incentivise us to take all new functionality and try to sell it to you as add-ons instead of just including it in the existing product. This just creates complexity for everyone and forces us to spend time on conversations and developments that create no value.
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Instead, we will provide fair pricing to you by always giving you the price that we can sell to new customers, that don't have any lock-in or sunk cost in the product."
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SaaS is naturally a long game - so play long.