Hello. Hi.

I'm Mayank. I'm from Stripe and I'm the

billing solution architect working in

Stripe.

And today we want to talk about AI

pricing. So we've got a billing engine

and a lot of

nowadays a lot of AI companies come to

us talk about how they want to do

billing, how we can help them with their

AI pricing. So based on the research

that our Stripe team has done on in the

over the last 2 years and based on our

experience, we want to share some of the

learnings with you guys.

So as we all know, AI economy is growing

at a record pace.

They they are growing three x faster

than traditional SaaS and based on

uh Stripe data,

this is what we see, right? The top 100

AI companies

took 20 months to get to 20 million ARR

versus the top 100 SaaS companies which

took 65 months. So basically we are

growing at three x faster rate than what

we've seen before.

And though this is great, this is

exciting, but this is bringing new

challenges. The speed of

movement is so great that the companies

are now going global faster. They are

scaling up faster and

pricing that

pricing AI is becoming incredibly

challenging because of the speed that we

see.

So

we know that earlier it was traditional

SaaS pricing. Basically we had 80 85%

gross margins. They were not changing,

right? But with AI it's completely a

different thing, right? The margins are

low and

the margins get impacted based on how

many users are using your system.

So neither pure subscription nor pure

usage-based model offer us a complete

answer, right?

And the simple reason is we have margin

risk from power users. 5 to 10% of your

users can use 80% of your compute.

Uh external costs are unpredictable,

that is your infrastructure pricing,

right? Which can really hurt your

margins.

Technical pricing may overwhelm users.

What we mean by that is

for a product company talking in terms

of tokens, API calls might seem very

uh normal, but people on the other side

do not understand that technical

pricing. For me, for example, if I go

into Gamma,

I don't really mind how many API

calls am I using. I want to see how

many slides or how many decks did I

uh was I able to get out of the price

that I'm paying, right?

And

pricing is not able to keep up with the

product velocity. What might be a

premium feature today in 6 months maybe

a standard feature across. So are you

able to keep up with that pricing?

Uh so what we see at 33% of our

AI-powered business site unpredictable

compute costs as their concern.

41% say that defining the value that is

being delivered is is a concern, right?

And 84% of them talk about that we are

rolling out products faster, but we are

pricing is not keeping up with it.

So that is why what we say in iteration

is a competitive advantage.

The first price that you put in

is is a hypothesis. It is not a

commitment because you are bringing in

new features every week, every month and

with those new features and maybe the

old premium features are becoming

standard. So the pricing has to evolve

with the feature that you put in, right?

So frequent pricing change is a signal

of growth, right? You build the infrast-

infrastructure, you put your pricing in

the infrastructure that can iterate that

allows you to iterate rapidly, right?

So

this chart is one of my favorite. It

shows that hypergrowth companies which

are giving 100% plus year on year

growth, they are changing their pricing

three plus times in the last 2 years.

They are not standing with their

pricing. 49% is, you know, high growth.

They are they've changed three plus and

the low growth companies

are only 22% who have changed it. And

that means that those low growth

companies have a static product, right?

And that is not where you want to be in

today's age.

So now where are these companies moving,

right? If you look at it,

hybrid pricing which was only 6% in 2024

is 41%.

Outcome-based pricing is 5%, right? And

where it has it picked up from? Se-

seat-based pricing, SaaS pricing,

subscription pricing is all declining

because the models are changing.

So as I said, hybrid pricing seven x

increase

and now 56% of AI company leaders are

using hybrid pricing. Like we talked to

all the

all the companies such as Intercom,

Lovable, Eleven Labs, OpenAI and Tropic,

they are all building on Stripe, billing

on Stripe and all of them are using

hybrid pricing and I've also talked with

companies who were SaaS companies so far

which used to

uh help customer build workflows and

they were in SaaS pricing, but now as

soon as they bring

uh LLM AI into their product, then they

are also planning to move on to hybrid

pricing because SaaS pricing then starts

eroding their margins, right?

So to if if this is where we are going,

then

how do we start thinking about pricing?

How do we come to a right price? How do

we define our price? And how then do we

iterate it?

So the

we've got a five-step uh

a five-step framework for this and the

step one of that framework is you define

your value, right?

So what type of value can my product

provide? But not what your product is

doing, but what the what the customer

perceives your product to do. Like

again, like I took an example of Gamma.

For me as a customer, I need that

product to give me my presentation, my

decks. I don't care underneath how many

API calls is it making, where is it

going. My

uh for the for the customer it is the

quality of the deck and the relevancy of

that deck deck.

So 53% of hypergrowth companies have

offered clear value-based pricing that

the customer understands

versus just 26% of low growth peers.

And the way we look at it is

uh there are four broad frameworks on

which the first kind of these companies

are the company that are providing

automation. Like like I uh as a company

I'm helping them to save time and as a

customer what they are looking at it is,

okay, with the time saved I'm saving on

the cost, right?

Second is augmentation.

The number of people remain the same,

but the quality that they come out with

is much better. Like they can produce

images better. Probably for a campaign

provider they can build in better

campaigns more quicker. So they uh those

kind of augmentation the company looks

at it is, okay, I have the same number

of people, but they are more efficient,

they can deliver more value, right?

Third is the enhanced service. Maybe it

gives you an access to a proprietary

software

or some new uh data set that you

wouldn't have access otherwise, right?

For example, if you look at it look at

Stripe and our payment infrastructure,

we can uh do fraud recognition much

better because of the volume that flow

through us,

right?

And finally, the fourth kind of one is

the which gives you an improved results.

Like for example, company like Intercom

who says, I will price you based on the

number of tickets that I solved without

human need. So that is impacting the

direct bottom line. So once we realize

how we are helping the customers, how

our customer perceive it, that is when

we know the value and we know the price

that we can command in the market.

Once we've understood this is the value

that we are providing, then you define

your charge metric.

Like what is the billable unit that is

best representing my value,

right? And then you build features into

a currency that customers understand.

For example, is it consumption-based?

Like for an infrastructure company,

consumption-based might be the right

one. Like how many API calls did I help

you to make, right?

And this aligns to the cost of the

company that is providing that service.

Second could be the workflow-based.

Like how many images that was I able to

generate? How many documents was I able

to summarize? And this aligns to the

product,

and the third is the outcome-based as I

said.

How many business results did I

generate? So if if I am helping the

company to hire people, how many

uh candidate that I have put forward?

How many candidates were hired out of

those candidates resulting in saving

time? Or how many qualified leads did I

generate? Right? So, this aligns to your

customer ROI.

So, now that you've understood the value

that you're providing and you've decided

your charge metric against it,

we will we will see how they change it,

right? Like if you move from

consumption-based to outcome-based, it

is definitely easier to implement

consumption-based is much easier to

implement. But, it is harder to align to

value. Like if I if some company tells

me and says, "I allowed you 1,000 API

calls. I do not know what those 1,000

API calls mean. I want to see how many

decks I generated as in my previous

example."

But, if you go from outcome-based to

consumption-based,

it is easier to sell. Like I can

definitely go to a customer and say,

"I will increase your outcome. I'll

increase your

uh candidate hired, but to attribute

value is difficult."

So, that is where the balance has to be

made and data is required to satisfy and

to make your case.

One of the pro tip is to translate value

with credit. Like bundle the features

into credits. Say that

"I am giving you 100 credits for the

month. And then beneath under the hood

of the credits, you can have your own

models how you get to that." But, that

helps the customer to understand, "Okay,

100 credits and it will translate to uh

this particular ROI."

Once you've done that,

then that is where you pick your pricing

model. Now, is it a subscription fee?

The usefulness of subscription fee or

SaaS fee is predictable revenue.

It gives you a committed customer

relationship. Right?

How And then the second could be the

usage fee,

which scales with customer with protects

margins. But, the downside as I said is

for the SaaS fee,

uh your power users might burn your

margins. And for a usage fee,

uh the customer might be hesitant in

experimenting with your product. Like

going full deep because they do not know

what kind of a invoice will they uh

expend on this.

So,

pure subscription, pure usage-based was

a thing of the past. Now, as we saw in

the previous slides as well, everybody

is moving into the hybrid model.

So, what is the hybrid model? A hybrid

model will have a base fee and it will

have a scaling fee.

The base fee basically helps you to

establish a relationship with your

customer.

And the scaling fee or the usage fee on

top of it will allow them to experiment

as much as they want and then to pay for

the value that they derive out of your

platform.

So, you are not alienating any of the

user any category of the users.

Once you've established your

uh

pricing,

then you build in the guardrails because

a wrong bill can erode a lot of customer

trust. You might be doing great for the

three, four, five months, but if the on

the sixth month your bill goes wrong,

bill goes very high, then that those

customers go and then you work so hard

to retain those customers,

but then they leave you.

So, what safety feature do you

consider?

Like you are giving them flexible

pricing.

Now, you're building guardrails around

it, right? As the design principle is

fair it's simple here. Build fair

pricing,

but then do not surprise.

So, what what we what we advise people

to do is

put in usage caps.

Like I paid $20 and then I've been given

100 credits.

I say that after 100 credits, I've built

in a usage cap. You either pay more to

go ahead or we will stop and you wait

for the next month. So, that the

it is the customer that has remained in

control of their

uh usages. Right?

You build an automated notification. You

tell them when they've used 50%, 70%,

90% of

uh of their allocated limits because

this is building trust with the

customer. We are not trying to

uh cheat them. We are there trying to

inform them that this is what you've

used. These are the uh thing that you

can go ahead with now. You can top up.

You can do a manual top up. You can do

an auto top up. Or you can pause and

then start the next month when fresh

credits gets allocated to you.

And then you set rate limiting so that

no wrong code is burning through the

limits, right? So, this will protect you

and your customers both.

Once you've done these step one to four,

then the step five is you iterate,

right? You keep iterating.

84% agree that fast pricing adaptation

is a key competitive advantage.

As I said,

your first model is a hypothesis and you

keep building on that pricing as your

product keeps evolving.

You prioritize speed. You do not wait

for the right price right price point

and wait for a year before you put it.

You put a price point there which you

think is the right price point and then

you iterate. You talk to your customers.

Those guys who churn, you talk to them

and ask them why they are churning. Is

it a product-market fit?

Which is then you work on your product.

But, is it high price? Then you work on

your pricing. Right?

If they upgrade, you ask the same

questions. You run AB tests on pricing

to find the optimum point, but you

prioritize speed and you keep iterating.

And then you continuously realign to

your value.

Now, realigning to the value means as

you are rolling out new features,

you've already given them hybrid

pricing. You've already put in number of

credits. Under the hood, you can keep

changing what those credits means. Do do

those 100 credit that you've given them

means five API calls of a certain

category, 10 image generation of a

certain category? Whatever. So, under

the hood you can keep changing them.

But, you constantly

realign the value.

So, this is how all the companies have

been thinking about pricing.

This is how we've been

uh trying to help them. But, what is

most important in all this is

what kind of an infrastructure do you

have for your billing, for your pricing

that is helping you to do this? If every

change costs you

three months, four months, and a lot of

engineering effort,

then it is not worth it. So,

that is why it the infrastructure you

choose determine how fast you can

iterate.

And

uh from our side, the most flexible and

complete billing solution in market

is we've got Stripe and it is not us

that is saying it.

78%

of AI companies are building on Stripe,

which is a testimony in itself.

Most of the AI companies that you see

here

are building on Stripe like I said,

Anthropic, OpenAI, Lovable, Eleven Labs,

Intercom. They're all launching their

billing and

pricing. You might have associated

Stripe with

payments only, but in the last two,

three years we've

uh we've invested a lot into AI billing.

So, we've got Stripe Stripe billing

which allows you to go with subscription

pricing, usage pricing, hybrid pricing.

And as these companies are so quickly

within 10 to 15 months now starting with

the retail PLG motion going to

enterprises, we've got Metronome that

allows you to build all the

all the dif- difficult and complicated

contracts with the enterprises having

minimum commitments,

uh

pre-commitments, uh overage prices. So,

we've got that and we've got the whole

platform that allows you to do uh

payments, tax, invoicing, revenue

recognition

on this AI pricing.

So,

yeah, this is where we are right now

helping all our AI companies in the

market.

So, yeah, this this is me happy for any

questions

that you have.

Yes, please.

This is super interesting.

With the advice around changing your

pricing model fairly often,

one of the risks is that that can cause

frustration with customers and then they

might churn because of the

sort of the instability and it's less

predictable for them what their cost

structure is going to be.

So, have you got any advice around like

how to Yeah, so so what what people are

doing and what we also enable them to do

is they sell credits, right? But, what

do those credits mean? Like you got in

let's say

today in January you had one feature

that was your premium feature. It was

not replicated anywhere in the market

and you had assigned five credits for

that feature under the hood, right?

In six months, that feature becomes

standard feature. The pricing had

dropped and in the meanwhile you brought

in new features because you are also

competing in the market, right? So,

for the customer, he just see 100

credits.

Under the hood, you are changing these

these calls or permutations like what

feature means how many limits. So, the

it is remain transparent for the

customer, it remains fair for the

customer, but based on your product

feature, you can keep changing pricing.

Plus, we can we also have features where

it allows you to grandfather pricing

like you bring in a new version.

I who have been using it still keeps

getting it on the same price, but the

new users have to pay more.

Yes, please. At what ACV do you start to

get better rates and more of an

enterprise management structure? Like,

how how much payment volume do I have to

do before I can start to get better

discounts? So, again, more on the sales

side,

but it depends on the volume like your

payment volume and your billing volume.

Basically, we like we we have a

platform.

We allow you to use as much of a

platform as you want or as little of it

as you want, right? And then depending

on the volume that is coming and we we

bring in all together. Let's say you are

using uh payment and billing together

but not using tax, that is fine. You

bring your payment and billing and then

our sales people start getting into it.

The sticker price, of course, is there

for everybody to see.

I'm not really sure on what is the

threshold that you know, start bringing

the price down because that's more on

the sales side, but do come over to our

uh booth. We've got some sales people

there. They'll be able to give you a

better answer to this. I've explained

you the mechanism, but the threshold

they'll be able to answer.

Yes, please.

Your thoughts on the presentation was

really interesting. Thank you. And one

thing I'm wondering,

how does for example the pricing model

of like big AI labs relate to this

iterative pricing?

I feel like

AI labs often have like multiple plans

which have like very constant pricing.

And then

like the roll out of features always

happen first on the expensive plans and

then they trickle down to like That is

true. the lower pricing.

And I don't really see like they don't

really use like iterative pricing in

their pricing. No, no, they they use it

under the hood. So, for them, for you,

like even if you go to 11 Labs, you'll

see four kind of plans there, right? Uh

let me call it good, better, best, and

then enterprise, right? You will just go

for you go for the best, right? They

will keep adding features or removing

features from one plan to the other. The

pricing will

They will try to remain constant with

the pricing for you, but inside it the

features will keep moving and that is

why they want to give it give you

credits or we advise that you give

credit to the customer so that the

all these features doesn't start

interacting with pricing. Okay, like the

customer facing prices stay stay

constant but linked to which plan? Yes,

they they let me say not the pricing the

customer facing plan remains constant,

right? Price might change again, but the

features will keep changing because it

has been abstracted by credits on the

top. Okay. Right, that's it. Yeah, you

had a question, sorry. Um

Yes, sir.

My question is does your platform

provide like a way to

record every transaction in your

system like

Every transaction.

Uh

that costs something and the user we can

track it. Yeah, so what what we do is

like

if the prompted like you make a prompt,

uh the customer is ingesting some uh

calls, you will send those calls to us.

You will tell us like we have all kind

of pricing in there. Tiered pricing,

dynamic pricing, uh dimension-based

pricing. You tell us what kind of

pricing does it go and then it it comes

in, we are able to rate it and price it

for you. And then you can get the whole

report on exactly why

why the invoice is what it is so we can

give you all the detailed pricing.

Right?

Thank you.

All right, if you have any other

question, then please feel free to come

to our booth, floor three, right? Thank

you so much.

[applause]

[music]

So that is why what we say in iteration

is a competitive advantage.

The first price that you put in

is is a hypothesis. It is not a

commitment because you are bringing in

new features every week, every month and

with those new features and maybe the

old premium features are becoming

standard. So the pricing has to evolve

with the feature that you put in, right?

So frequent pricing change is a signal

of growth, right? You build the infrast-

infrastructure, you put your pricing in

the infrastructure that can iterate that

allows you to iterate rapidly, right?

So

this chart is one of my favorite. It

shows that hypergrowth companies which

are giving 100% plus year on year

growth, they are changing their pricing

three plus times in the last 2 years.

They are not standing with their

pricing. 49% is, you know, high growth.

They are they've changed three plus and

the low growth companies

are only 22% who have changed it. And

that means that those low growth

companies have a static product, right?

And that is not where you want to be in

today's age.

So now where are these companies moving,

right? If you look at it,

hybrid pricing which was only 6% in 2024

is 41%.

Outcome-based pricing is 5%, right? And

where it has it picked up from? Se-

seat-based pricing, SaaS pricing,

subscription pricing is all declining

because the models are changing.

So as I said, hybrid pricing seven x

increase

and now 56% of AI company leaders are

using hybrid pricing. Like we talked to

all the

all the companies such as Intercom,

Lovable, Eleven Labs, OpenAI and Tropic,

they are all building on Stripe, billing

on Stripe and all of them are using

hybrid pricing and I've also talked with

companies who were SaaS companies so far

which used to

uh help customer build workflows and

they were in SaaS pricing, but now as

soon as they bring

uh LLM AI into their product, then they

are also planning to move on to hybrid

pricing because SaaS pricing then starts

eroding their margins, right?

So to if if this is where we are going,

then

how do we start thinking about pricing?

How do we come to a right price? How do

we define our price? And how then do we

iterate it?

So the

we've got a five-step uh

a five-step framework for this and the

step one of that framework is you define

your value, right?

So what type of value can my product

provide? But not what your product is

doing, but what the what the customer

perceives your product to do. Like

again, like I took an example of Gamma.

For me as a customer, I need that

product to give me my presentation, my

decks. I don't care underneath how many

API calls is it making, where is it

going. My

uh for the for the customer it is the

quality of the deck and the relevancy of

that deck deck.

So 53% of hypergrowth companies have

offered clear value-based pricing that

the customer understands

versus just 26% of low growth peers.

And the way we look at it is

uh there are four broad frameworks on

which the first kind of these companies

are the company that are providing

automation. Like like I uh as a company

I'm helping them to save time and as a

customer what they are looking at it is,

okay, with the time saved I'm saving on

the cost, right?

Second is augmentation.

The number of people remain the same,

but the quality that they come out with

is much better. Like they can produce

images better. Probably for a campaign

provider they can build in better

campaigns more quicker. So they uh those

kind of augmentation the company looks

at it is, okay, I have the same number

of people, but they are more efficient,

they can deliver more value, right?

Third is the enhanced service. Maybe it

gives you an access to a proprietary

software

or some new uh data set that you

wouldn't have access otherwise, right?

For example, if you look at it look at

Stripe and our payment infrastructure,

we can uh do fraud recognition much

better because of the volume that flow

through us,

right?

And finally, the fourth kind of one is

the which gives you an improved results.

Like for example, company like Intercom

who says, I will price you based on the

number of tickets that I solved without

human need. So that is impacting the

direct bottom line. So once we realize

how we are helping the customers, how

our customer perceive it, that is when

we know the value and we know the price

that we can command in the market.

Once we've understood this is the value

that we are providing, then you define

your charge metric.

Like what is the billable unit that is

best representing my value,

right? And then you build features into

a currency that customers understand.

For example, is it consumption-based?

Like for an infrastructure company,

consumption-based might be the right

one. Like how many API calls did I help

you to make, right?

And this aligns to the cost of the

company that is providing that service.

Second could be the workflow-based.

Like how many images that was I able to

generate? How many documents was I able

to summarize? And this aligns to the

product,

and the third is the outcome-based as I

said.

How many business results did I

generate? So if if I am helping the

company to hire people, how many

uh candidate that I have put forward?

How many candidates were hired out of

those candidates resulting in saving

time? Or how many qualified leads did I

generate? Right? So, this aligns to your

customer ROI.

So, now that you've understood the value

that you're providing and you've decided

your charge metric against it,

we will we will see how they change it,

right? Like if you move from

consumption-based to outcome-based, it

is definitely easier to implement

consumption-based is much easier to

implement. But, it is harder to align to

value. Like if I if some company tells

me and says, "I allowed you 1,000 API

calls. I do not know what those 1,000

API calls mean. I want to see how many

decks I generated as in my previous

example."

But, if you go from outcome-based to

consumption-based,

it is easier to sell. Like I can

definitely go to a customer and say,

"I will increase your outcome. I'll

increase your

uh candidate hired, but to attribute

value is difficult."

So, that is where the balance has to be

made and data is required to satisfy and

to make your case.

One of the pro tip is to translate value

with credit. Like bundle the features

into credits. Say that

"I am giving you 100 credits for the

month. And then beneath under the hood

of the credits, you can have your own

models how you get to that." But, that

helps the customer to understand, "Okay,

100 credits and it will translate to uh

this particular ROI."

Once you've done that,

then that is where you pick your pricing

model. Now, is it a subscription fee?

The usefulness of subscription fee or

SaaS fee is predictable revenue.

It gives you a committed customer

relationship. Right?

How And then the second could be the

usage fee,

which scales with customer with protects

margins. But, the downside as I said is

for the SaaS fee,

uh your power users might burn your

margins. And for a usage fee,

uh the customer might be hesitant in

experimenting with your product. Like

going full deep because they do not know

what kind of a invoice will they uh

expend on this.

So,

pure subscription, pure usage-based was

a thing of the past. Now, as we saw in

the previous slides as well, everybody

is moving into the hybrid model.

So, what is the hybrid model? A hybrid

model will have a base fee and it will

have a scaling fee.

The base fee basically helps you to

establish a relationship with your

customer.

And the scaling fee or the usage fee on

top of it will allow them to experiment

as much as they want and then to pay for

the value that they derive out of your

platform.

So, you are not alienating any of the

user any category of the users.

Once you've established your

uh

pricing,

then you build in the guardrails because

a wrong bill can erode a lot of customer

trust. You might be doing great for the

three, four, five months, but if the on

the sixth month your bill goes wrong,

bill goes very high, then that those

customers go and then you work so hard

to retain those customers,

but then they leave you.

So, what safety feature do you

consider?

Like you are giving them flexible

pricing.

Now, you're building guardrails around

it, right? As the design principle is

fair it's simple here. Build fair

pricing,

but then do not surprise.

So, what what we what we advise people

to do is

put in usage caps.

Like I paid $20 and then I've been given

100 credits.

I say that after 100 credits, I've built

in a usage cap. You either pay more to

go ahead or we will stop and you wait

for the next month. So, that the

it is the customer that has remained in

control of their

uh usages. Right?

You build an automated notification. You

tell them when they've used 50%, 70%,

90% of

uh of their allocated limits because

this is building trust with the

customer. We are not trying to

uh cheat them. We are there trying to

inform them that this is what you've

used. These are the uh thing that you

can go ahead with now. You can top up.

You can do a manual top up. You can do

an auto top up. Or you can pause and

then start the next month when fresh

credits gets allocated to you.

And then you set rate limiting so that

no wrong code is burning through the

limits, right? So, this will protect you

and your customers both.

Once you've done these step one to four,

then the step five is you iterate,

right? You keep iterating.

84% agree that fast pricing adaptation

is a key competitive advantage.

As I said,

your first model is a hypothesis and you

keep building on that pricing as your

product keeps evolving.

You prioritize speed. You do not wait

for the right price right price point

and wait for a year before you put it.

You put a price point there which you

think is the right price point and then

you iterate. You talk to your customers.

Those guys who churn, you talk to them

and ask them why they are churning. Is

it a product-market fit?

Which is then you work on your product.

But, is it high price? Then you work on

your pricing. Right?

If they upgrade, you ask the same

questions. You run AB tests on pricing

to find the optimum point, but you

prioritize speed and you keep iterating.

And then you continuously realign to

your value.

Now, realigning to the value means as

you are rolling out new features,

you've already given them hybrid

pricing. You've already put in number of

credits. Under the hood, you can keep

changing what those credits means. Do do

those 100 credit that you've given them

means five API calls of a certain

category, 10 image generation of a

certain category? Whatever. So, under

the hood you can keep changing them.

But, you constantly

realign the value.

So, this is how all the companies have

been thinking about pricing.

This is how we've been

uh trying to help them. But, what is

most important in all this is

what kind of an infrastructure do you

have for your billing, for your pricing

that is helping you to do this? If every

change costs you

three months, four months, and a lot of

engineering effort,

then it is not worth it. So,

that is why it the infrastructure you

choose determine how fast you can

iterate.

And

uh from our side, the most flexible and

complete billing solution in market

is we've got Stripe and it is not us

that is saying it.

78%

of AI companies are building on Stripe,

which is a testimony in itself.

Most of the AI companies that you see

here

are building on Stripe like I said,

Anthropic, OpenAI, Lovable, Eleven Labs,

Intercom. They're all launching their

billing and

pricing. You might have associated

Stripe with

payments only, but in the last two,

three years we've

uh we've invested a lot into AI billing.

So, we've got Stripe Stripe billing

which allows you to go with subscription

pricing, usage pricing, hybrid pricing.

And as these companies are so quickly

within 10 to 15 months now starting with

the retail PLG motion going to

enterprises, we've got Metronome that

allows you to build all the

all the dif- difficult and complicated

contracts with the enterprises having

minimum commitments,

uh

pre-commitments, uh overage prices. So,

we've got that and we've got the whole

platform that allows you to do uh

payments, tax, invoicing, revenue

recognition

on this AI pricing.

So,

yeah, this is where we are right now

helping all our AI companies in the

market.

So, yeah, this this is me happy for any

questions

that you have.

Yes, please.

This is super interesting.

With the advice around changing your

pricing model fairly often,

one of the risks is that that can cause

frustration with customers and then they

might churn because of the

sort of the instability and it's less

predictable for them what their cost

structure is going to be.

So, have you got any advice around like

how to Yeah, so so what what people are

doing and what we also enable them to do

is they sell credits, right? But, what

do those credits mean? Like you got in

let's say

today in January you had one feature

that was your premium feature. It was

not replicated anywhere in the market

and you had assigned five credits for

that feature under the hood, right?

In six months, that feature becomes

standard feature. The pricing had

dropped and in the meanwhile you brought

in new features because you are also

competing in the market, right? So,

for the customer, he just see 100

credits.

Under the hood, you are changing these

these calls or permutations like what

feature means how many limits. So, the

it is remain transparent for the

customer, it remains fair for the

customer, but based on your product

feature, you can keep changing pricing.

Plus, we can we also have features where

it allows you to grandfather pricing

like you bring in a new version.

I who have been using it still keeps

getting it on the same price, but the

new users have to pay more.

Yes, please. At what ACV do you start to

get better rates and more of an

enterprise management structure? Like,

how how much payment volume do I have to

do before I can start to get better

discounts? So, again, more on the sales

side,

but it depends on the volume like your

payment volume and your billing volume.

Basically, we like we we have a

platform.

We allow you to use as much of a

platform as you want or as little of it

as you want, right? And then depending

on the volume that is coming and we we

bring in all together. Let's say you are

using uh payment and billing together

but not using tax, that is fine. You

bring your payment and billing and then

our sales people start getting into it.

The sticker price, of course, is there

for everybody to see.

I'm not really sure on what is the

threshold that you know, start bringing

the price down because that's more on

the sales side, but do come over to our

uh booth. We've got some sales people

there. They'll be able to give you a

better answer to this. I've explained

you the mechanism, but the threshold

they'll be able to answer.

Yes, please.

Your thoughts on the presentation was

really interesting. Thank you. And one

thing I'm wondering,

how does for example the pricing model

of like big AI labs relate to this

iterative pricing?

I feel like

AI labs often have like multiple plans

which have like very constant pricing.

And then

like the roll out of features always

happen first on the expensive plans and

then they trickle down to like That is

true. the lower pricing.

And I don't really see like they don't

really use like iterative pricing in

their pricing. No, no, they they use it

under the hood. So, for them, for you,

like even if you go to 11 Labs, you'll

see four kind of plans there, right? Uh

let me call it good, better, best, and

then enterprise, right? You will just go

for you go for the best, right? They

will keep adding features or removing

features from one plan to the other. The

pricing will

They will try to remain constant with

the pricing for you, but inside it the

features will keep moving and that is

why they want to give it give you

credits or we advise that you give

credit to the customer so that the

all these features doesn't start

interacting with pricing. Okay, like the

customer facing prices stay stay

constant but linked to which plan? Yes,

they they let me say not the pricing the

customer facing plan remains constant,

right? Price might change again, but the

features will keep changing because it

has been abstracted by credits on the

top. Okay. Right, that's it. Yeah, you

had a question, sorry. Um

Yes, sir.

My question is does your platform

provide like a way to

record every transaction in your

system like

Every transaction.

Uh

that costs something and the user we can

track it. Yeah, so what what we do is

like

if the prompted like you make a prompt,

uh the customer is ingesting some uh

calls, you will send those calls to us.

You will tell us like we have all kind

of pricing in there. Tiered pricing,

dynamic pricing, uh dimension-based

pricing. You tell us what kind of

pricing does it go and then it it comes

in, we are able to rate it and price it

for you. And then you can get the whole

report on exactly why

why the invoice is what it is so we can

give you all the detailed pricing.

Right?

Thank you.

All right, if you have any other

question, then please feel free to come

to our booth, floor three, right? Thank

you so much.

[applause]

[music]

And uh from our side, the most flexible and

complete billing solution in market

is we've got Stripe and it is not us

that is saying it.

78%

of AI companies are building on Stripe,

which is a testimony in itself.

Most of the AI companies that you see

here

are building on Stripe like I said,

Anthropic, OpenAI, Lovable, Eleven Labs,

Intercom. They're all launching their

billing and

pricing. You might have associated

Stripe with

payments only, but in the last two,

three years we've

uh we've invested a lot into AI billing.

So, we've got Stripe Stripe billing

which allows you to go with subscription

pricing, usage pricing, hybrid pricing.

And as these companies are so quickly

within 10 to 15 months now starting with

the retail PLG motion going to

enterprises, we've got Metronome that

allows you to build all the

all the dif- difficult and complicated

contracts with the enterprises having

minimum commitments,

uh

pre-commitments, uh overage prices. So,

we've got that and we've got the whole

platform that allows you to do uh

payments, tax, invoicing, revenue

recognition

on this AI pricing.

So,

yeah, this is where we are right now

helping all our AI companies in the

market.

So, yeah, this this is me happy for any

questions

that you have.

Yes, please.

This is super interesting.

With the advice around changing your

pricing model fairly often,

one of the risks is that that can cause

frustration with customers and then they

might churn because of the

sort of the instability and it's less

predictable for them what their cost

structure is going to be.

So, have you got any advice around like

how to Yeah, so so what what people are

doing and what we also enable them to do

is they sell credits, right? But, what

do those credits mean? Like you got in

let's say

today in January you had one feature

that was your premium feature. It was

not replicated anywhere in the market

and you had assigned five credits for

that feature under the hood, right?

In six months, that feature becomes

standard feature. The pricing had

dropped and in the meanwhile you brought

in new features because you are also

competing in the market, right? So,

for the customer, he just see 100

credits.

Under the hood, you are changing these

these calls or permutations like what

feature means how many limits. So, the

it is remain transparent for the

customer, it remains fair for the

customer, but based on your product

feature, you can keep changing pricing.

Plus, we can we also have features where

it allows you to grandfather pricing

like you bring in a new version.

I who have been using it still keeps

getting it on the same price, but the

new users have to pay more.

Yes, please. At what ACV do you start to

get better rates and more of an

enterprise management structure? Like,

how how much payment volume do I have to

do before I can start to get better

discounts? So, again, more on the sales

side,

but it depends on the volume like your

payment volume and your billing volume.

Basically, we like we we have a

platform.

We allow you to use as much of a

platform as you want or as little of it

as you want, right? And then depending

on the volume that is coming and we we

bring in all together. Let's say you are

using uh payment and billing together

but not using tax, that is fine. You

bring your payment and billing and then

our sales people start getting into it.

The sticker price, of course, is there

for everybody to see.

I'm not really sure on what is the

threshold that you know, start bringing

the price down because that's more on

the sales side, but do come over to our

uh booth. We've got some sales people

there. They'll be able to give you a

better answer to this. I've explained

you the mechanism, but the threshold

they'll be able to answer.

Yes, please.

Your thoughts on the presentation was

really interesting. Thank you. And one

thing I'm wondering,

how does for example the pricing model

of like big AI labs relate to this

iterative pricing?

I feel like

AI labs often have like multiple plans

which have like very constant pricing.

And then

like the roll out of features always

happen first on the expensive plans and

then they trickle down to like That is

true. the lower pricing.

And I don't really see like they don't

really use like iterative pricing in

their pricing. No, no, they they use it

under the hood. So, for them, for you,

like even if you go to 11 Labs, you'll

see four kind of plans there, right? Uh

let me call it good, better, best, and

then enterprise, right? You will just go

for you go for the best, right? They

will keep adding features or removing

features from one plan to the other. The

pricing will

They will try to remain constant with

the pricing for you, but inside it the

features will keep moving and that is

why they want to give it give you

credits or we advise that you give

credit to the customer so that the

all these features doesn't start

interacting with pricing. Okay, like the

customer facing prices stay stay

constant but linked to which plan? Yes,

they they let me say not the pricing the

customer facing plan remains constant,

right? Price might change again, but the

features will keep changing because it

has been abstracted by credits on the

top. Okay. Right, that's it. Yeah, you

had a question, sorry. Um

Yes, sir.

My question is does your platform

provide like a way to

record every transaction in your

system like

Every transaction.

Uh

that costs something and the user we can

track it. Yeah, so what what we do is

like

if the prompted like you make a prompt,

uh the customer is ingesting some uh

calls, you will send those calls to us.

You will tell us like we have all kind

of pricing in there. Tiered pricing,

dynamic pricing, uh dimension-based

pricing. You tell us what kind of

pricing does it go and then it it comes

in, we are able to rate it and price it

for you. And then you can get the whole

report on exactly why

why the invoice is what it is so we can

give you all the detailed pricing.

Right?

Thank you.

All right, if you have any other

question, then please feel free to come

to our booth, floor three, right? Thank

you so much.

[applause]

[music]