Madhavan Ramanujam

Founders, especially in AI, must consider pricing early so business viability co-evolves with product development.

Twenty percent of features usually create eighty percent of willingness to pay and are often the easiest to build.

His rising willingness to pay for the eighth Mission Impossible shows how a durable brand can steadily increase monetisation power.

Recommends mastering gives-and-gets, value selling, and negotiation tactics to capture full deal value.

Organises nine monetisation plays into four for startups and five for scale-ups to keep focus manageable.

For high-attribution but non-autonomous products, he suggests combining seat pricing with consumption-based AI credits.

When pressed for price, frame cost as a 1-to-10 ROI share or present a justified range to avoid low anchors.

Sees negotiation as a core monetisation lever, arguing that failing to contextualise price leaves money on the table.

A two-by-two of autonomy versus attribution shows the top-right outcome-pricing model, reached by only about five percent of firms, as the ideal.

Buffett maxim captures why pricing strength matters.

Leaders should give equal strategic attention, though not necessarily equal effort, to both market share and wallet share at every stage.

Advocates ultra-clear early pricing that customers can repeat back and that narrates a value story.