1. 1
   Validate the problem with a paid commitment.once

   • Ask qualified customers to pay, pre-order, or fund a manual version before investing in automation.
   • A polite no is useful. Ask what outcome, urgency, or proof would have made the purchase worthwhile.
2. 2
   Choose subscription only when the value genuinely recurs.once

   • Subscriptions fit ongoing workflows, fresh data, hosting, support, or value delivered every month. They create predictable revenue but also churn pressure and a permanent service obligation.
   • One-time pricing fits a finite deliverable or durable tool. It is easier to understand, but growth depends on new sales and the price must cover future support.
   • A lifetime deal can fund an early version, but cap the offer and model the long-term infrastructure and support cost first.
3. 3
   Start paid-first instead of defaulting to a free tier.once

   • Free tiers add support, abuse, infrastructure, and low-intent feedback. A demo, short trial, refund window, or paid pilot often tests demand more cleanly.
   • Use a permanent free tier only when marginal cost is tiny and a proven network effect, distribution loop, or upgrade path makes free users strategically valuable.
4. 4
   Make the offer and checkout simple.once

   • Start with one clear offer or two meaningfully different plans. Describe the result, buyer, billing interval, limits, cancellation, and refund policy before checkout.
   • Charge enough to deliver the promised outcome well. Cheap pricing does not rescue a weak problem and can attract the least suitable customers.
5. 5
   Interview buyers, lost deals, and cancellations every month.daily

   • Look for repeated language about value, objections, missing proof, and the moment customers decide to leave.
   • Change one major pricing variable at a time so you can understand the result.
6. 6
   Measure activation, retention, refunds, and support cost by plan.daily

   • Revenue without retention can hide a poor offer. Retention without healthy margin can hide an expensive service business.
   • Raise prices for new customers when value and demand justify it; do not surprise existing customers without clear notice and a fair transition.

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