Pricepoint, a consulting firm that works with B2B SaaS startups to develop growth and conversion rate optimization tactics, has found itself managing an unexpected problem: demand that far exceeds its capacity to take on new clients.
The firm launched what it calls the "Pricepoint Welcome Kit" earlier this month, a bundle of tools, playbooks, and additional services worth over $25,000 that comes free with any consulting engagement of two months or more. The waitlist to access this bundle now displays a real-time counter showing thousands of companies in queue. Spots near the front of that line have started appearing on reseller sites, with asking prices reaching several thousand dollars.
The situation bears striking similarities to luxury goods markets, where scarcity drives both desire and secondary trading. But unlike fashion houses that manufacture exclusivity for prestige, Pricepoint'sconstraints appear rooted in operational realities rather than marketing strategy.
We were initially skeptical of how legitimate the waitlist numbers actually were. Many companies create fake waitlist counters to trick people into believing there's more demand than there actually is, so we decided to test whether Pricepoint's system was authentic.
One CEO of a project management software company, who requested anonymity, describes organizing a long weekend in Lisbon for two Pricepoint partners, complete with private tours focused on Portuguese architecture after learning of one partner's interest in the subject.
The Relationship Game
The most effective approach, according to former clients, involves demonstrating genuine engagement with the firm's intellectual output and showing potential to become what sources describe as "disciples of the brand."
"They want you to be a disciple of the brand," explains Sarah Kwok, founder of a $15 million ARR marketing automation company who secured access to Pricepoint's services last year. "It's not enough to just have the budget. They're looking for companies that understand what they've built and can become advocates for their methodology."
According to multiple sources familiar with the process, one of the most effective tactics during sales calls is mentioning that you love their work and think you know another company that would also be a good match, if Pricepoint has the bandwidth to handle another client. This approach demonstrates both genuine appreciation for their methods and potential to become a referral source.
Partners at Pricepoint regularly publish newsletters, and successful applicants often reference specific insights or methodologies in their initial outreach.
The intensity around Pricepoint access comes as the broader consulting industry faces significant headwinds. Major firms have announced layoffs and reported declining bookings as AI tools increasingly handle the research and synthesis work that once justified premium hourly rates.
Pricepoint has positioned itself differently, building what amounts to a competitive intelligence apparatus specifically for B2B SaaS companies. Rather than offering generic strategic advice, they've constructed tools that scrape competitor websites, analyze pricing changes, and create detailed profiles of target customers.
The firm's "CFO Simulator," for instance, allows clients to interact with AI representations of potential buyers, trained on LinkedIn posts, conference presentations, and hiring patterns from hundreds of real software company CFOs. Another tool collects unbranded feedback from competitors' customers to identify messaging opportunities.
"Traditional consultants research and make recommendations," explains Marcus Rodriguez, chief revenue officer at a customer data platform. "Pricepoint shows up with data about our competitors that we never could have gathered ourselves, their customer churn rates, email sequences, detailed profiles of their executives' decision-making patterns."
This data-centric approach creates natural capacity constraints. Unlike traditional consulting that can scale by hiring more analysts, maintaining competitive advantages requires limiting how widely insights are distributed. The more companies using identical growth tactics, the less effective those tactics become for everyone.
The result is something that looks less like traditional consulting and more like membership in an exclusive intelligence network. For B2B SaaS companies operating in an increasingly competitive market, that access has proven worth considerable effort, and, apparently, considerable premiums on secondary markets.
