A pricing vision needs to be co-designed with a product vision.

They are fundamentally intertwined; mis-matching them will lead to a non-viable plan.

The right match can be orders of magnitude better than the wrong match; a switch from pushing a boulder uphill to skiing downhill.

Often the change to a different pricing structure will have a J curve–a slight dip in the short-term before (hopefully) a much better path.

There is no analysis to make a pricing decision obvious or a no-brainer; to some degree it requires a strategic declaration from the leader at the very top, and a commitment to the new plan.