🔒 Internal · eJourney sales team only · contains COGS data + internal floors · do not share

9-Grid Playbook › Row 2 — Offer & Deal › Cell 05 — Pricing & Margin

Locked

eJourney · Sales Playbook · Cell 5 of 9

Pricing & Margin — sticker, floors, where to walk

Tier sticker locked. Margin scenarios run at every usage level. Discount floors derived from real costs. Where a sales rep ends a deal and where the playbook says walk.

Page 5 of 9
Status Locked
Audience Sales rep + commercial owner
A

Why this page exists

Without a locked price + floors a rep can hold, every meeting becomes an improvised negotiation. That is where margin dies.

Pricing is one moment in a meeting, but it touches everything upstream — the customer fit, the bundle promise, the commission a partner takes, the ROI a CFO has to defend back to a board. When this page is missing or unclear, three things happen, all measurable in real Rupiah:

The discount race. A rep arrives without a floor in hand. The buyer asks for 30% off. The rep says yes because they don't know where the floor is. Ten deals later, eJourney has lost the equivalent of a full-year salary in margin for one tier.

Partner channels eat the difference. A partner takes 35% commission on top of a discount the rep already gave. The deal closes — but at a margin that cannot fund delivery, support, or the next round of product investment. This happens silently in pipeline reviews until someone notices a year later.

Tier integrity collapses. If the rep can't defend why Essentials costs Rp 250K per user and Enterprise costs Rp 150K per user, the tiers stop being product packages and start being discount mechanics. The whole offer flattens to "what can we get for the most volume," and that is the wrong conversation.

B

Who this page serves

Three audiences. Each reads pricing differently.

Primary external
CFO & finance gate
Wants ROI math, multi-year total cost, contract terms a procurement team can audit. Does not care about features — cares that the spend is defensible back to a board or owner.
Secondary external
CHRO & L&D Head
Needs the price to be narrative-defensible — "we paid X because Y outcome was worth it." Strategic anchor, not number-crunching. Pairs with CFO at sign-off.
Internal
Sales rep & commercial owner
Sales rep needs floors in pocket before walking into a meeting. The commercial owner approves anything below the soft floor, and signs off the never-below line.
C

The substance

Seven blocks. Numbers sourced from the internal operations cost worksheet (last updated 2026-04-24).

C.1 · Sticker locked

Locked for v1.0
Rp 250K / 200K / 150K per user per bulan, all-in. Descending — premium small-batch at the entry tier, volume rate at the scale tier.
Why descending: bigger commitment earns a lower per-user rate. Standard enterprise-software logic, defensible at CFO level — "you get the volume benefit because our delivery cost amortizes." Ascending tiers would feel punitive ("you scale, you pay more") and break the narrative at the Enterprise conversation.

What's in the sticker: full bundle — CanPlus LMS license, custom modul kustom per tier quota, AI Grading at tier cap, GapAnalyzer at tier cap, StoryJourney SaaS access, training, onboarding, customer success cadence. No surprise line items.

Volume discount stack: max 25% off sticker at the rep level — see floors in C.5.
🌱 Essentials
Rp 250.000per user / bulan · all-in
Min 500 user · Rp 1,5 Miliar/tahun
Premium small-batch entry. Institusi atau corporate yang ingin pilot dengan attention level lebih tinggi sebelum scale.
🌳 Growth · default sell
Rp 200.000per user / bulan · all-in
Min 1.000 user · Rp 2,4 Miliar/tahun
Default tier untuk mid-corporate 1.000–2.500 karyawan. Sweet-spot antara harga dan kelengkapan paket.
🏛️ Enterprise
Rp 150.000per user / bulan · all-in
Min 2.500 user · Rp 4,5 Miliar/tahun
Volume rate untuk corporate > 2.500 HC, BUMN, atau strategic anchor. Multi-tahun preferred.

C.2 · COGS per tier + per-user cascade

Tier-level COGS — totals at minimum-order volume.

TierMin usersRevenue / tahunFixed costVariable @ peakPeak total COGSGM @ peak
🌱 Essentials500Rp 1.500MRp 80,3MRp 57MRp 137,3M90,8%
🌳 Growth1.000Rp 2.400MRp 122,2MRp 198MRp 320,2M86,7%
🏛️ Enterprise2.500Rp 4.500MRp 245,4MRp 1.050MRp 1.295M71,2%
 Fixed cost = LMS license, hosting, content team share, customer success allocation, base infra. Variable at peak = AI Grading + GapAnalyzer + Elwyn at 100% of tier quota.

Per-user / bulan cost cascade — internal anchor every sales rep must know before any pricing conversation. Approaching this line on the customer-paid price = lose money on every learner.

TierLOW usageMID usagePEAK usageStickerCOGS share @ peak
🌱 EssentialsRp 14,4KRp 18,2KRp 22,9KRp 250K9,2%
🌳 GrowthRp 12,1KRp 18,6KRp 26,7KRp 200K13,4%
🏛️ EnterpriseRp 12,4KRp 25,7KRp 43,2KRp 150K28,8%
 Per-user/bulan = tier total COGS ÷ (min users × 12). Three patterns: (1) at LOW usage, per-user cost is flat ~Rp 12–14K across all tiers (mostly fixed cost — CanPlus license + hosting). (2) At PEAK, Enterprise per-user cost doubles to Rp 43K because customer consumes full quotas of AI Grading (100/user/mo) + GapAnalyzer (24/user/yr) + Elwyn (4 sesi/user/yr). (3) Enterprise has structurally tighter margin — 29% COGS share vs 9% for Essentials. That's the cost of descending pricing.

C.2b · Partner-deal COGS adjustment

For partner-led deals under the wholesale model (see C.4 below), eJourney's COGS is ~3% lower than direct-deal COGS — the partner absorbs Customer Success allocation (~Rp 2,5M/yr Growth tier) and partner-built modul kustom optionally replaces eJourney content team share. The wholesale ladder already reflects this lower delivery cost.

C.3 · Margin scenarios — usage × tier (Direct sale, no partner)

Usage scenarioEssentials GMGrowth GMEnterprise GM
🟢 LOW (10–15% of quota)94,3%94,0%91,7%
🟡 MID (50–60% of quota)92,7%90,7%82,9%
🔴 PEAK (100% of quota)90,8%86,7%71,2%
 Direct sale, no partner commission. Tier quotas: AI Grading 30 / 50 / 100 submissions per user per bulan · GapAnalyzer 4 / 12 / 24 per user per tahun · Elwyn 4 per user per tahun (Enterprise only).

Note: Enterprise tier at peak usage is the tightest spot (71,2% GM). Still healthy — but no room for stacked discount + heavy commission (see C.5 flag).

C.4 · Channel sensitivity — two models (Growth tier mid usage as reference)

Two distinct channel models operate side-by-side. Referral = commission. VAD = wholesale resale. Single attribution per deal.

Referral commission model

Referral statusFinder feeRecurringeJourney revenueNet GM Y1
Default (cumulative ≤ Rp 3 M/yr)10% Y1 one-time—Rp 2.160 M80,7%
Volume (cumulative > Rp 3 M/yr)15% Y1 one-time—Rp 2.040 M75,7%
 Finder fee paid one-time on Y1 software license revenue only (not on services). Y2+ eJourney keeps full Rp 2,4 M revenue, GM returns to 90,7%. Threshold cumulative within calendar year, forward-applied. Resets January. Case-by-case negotiation for strategic partners (board introductions, repeat top performers).

VAD wholesale resale model

VAD tierAnnual quota commitWholesale (Growth)Partner margineJourney revenueNet GM
Direct · no partner—— (retail Rp 200K)—Rp 2.400 M90,7%
Standard (Authorized)none / openRp 160K20%Rp 1.920 M92,2%
Accelerator (Silver)Rp 5 M/yrRp 150K25%Rp 1.800 M91,7%
Elite (Platinum)Rp 15 M/yrRp 130K35%Rp 1.560 M90,4%
 Reference: Growth tier · 1.000 users · 12 bulan. Partner buys software at wholesale, resells at retail ≥ MSRP, keeps the spread forever (no Y2 step-down). Partner adds Layer 2 services (implementation, training, onboarding, ongoing CSM) at partner-set pricing — partner revenue. eJourney COGS drops ~3% on partner deals (no CSM/implementation overhead) — GM ≥ 90% across all VAD tiers. +MDF (Market Development Funds): Standard +2%, Accelerator/Elite +3% of customer software revenue, claimable for partner co-marketing.

Referral → VAD handover safety rule

Default: single attribution. Split: rare and capped.

Default rule: registered partner gets paid. Referral introduced → Referral keeps 10% (or 15% above Rp 3 M cumulative). VAD does not receive commission on that specific deal. VAD registers other accounts.

If split is needed (Referral introduces + VAD closes):

  • Referral converts down to 5% one-time finder fee (reduced from 10% since they didn't close)
  • VAD takes their tier margin at wholesale (Standard 20% / Accelerator 25%)
  • Elite is NOT allowed on a Referral-handover deal — Elite + Referral stack approaches margin-death line
  • Combined Y1 commission cap: ≤ 30% (5% Referral + ≤ 25% VAD)
  • Below 60% net GM after combined → walk

C.5 · Discount approval matrix — stair-step floors

Three-step ladder. Soft floor in rep authority. Hard floor needs commercial owner. Never-below is the walk line. Floor magnitude tied to per-user COGS headroom — Essentials has the most room (premium per-user, low share); Enterprise has the least (volume rate already locked in at sticker).

🌱 Essentials

Rp 250.000 · per user / bulan
Min 500 user · sticker Rp 1,5 Miliar/tahun
SOFTRp 213K−15%Rep approves · standard volume discount window
HARDRp 188K−25%Commercial owner approves · pair with multi-year or reference logo
NEVER BELOWRp 162K−35%Walk · floor protects 86% peak GM · strategic-only exceptions go founder + commercial owner

🌳 Growth

Rp 200.000 · per user / bulan
Min 1.000 user · sticker Rp 2,4 Miliar/tahun
SOFTRp 170K−15%Rep approves · standard volume discount window
HARDRp 150K−25%Commercial owner approves · pair with 2-tahun commit
NEVER BELOWRp 130K−35%Walk · floor protects 79% peak GM

🏛️ Enterprise

Rp 150.000 · per user / bulan
Min 2.500 user · sticker Rp 4,5 Miliar/tahun
SOFTRp 128K−15%Rep approves · standard volume discount window
HARDRp 113K−25%Commercial owner approves · pair with 3-tahun commit · BUMN/strategic only
NEVER BELOWRp 113K−25%Walk · NO room below Hard · volume rate already locked at sticker · 61% peak GM borderline

Stair-step rationale: Essentials = premium small-batch tier (only 9% COGS share at peak), most discount room. Growth = mid-tier, mid-room. Enterprise = volume rate already at sticker (29% COGS share at peak), structurally no further room — Never-below collapses onto Hard floor. Anything below Enterprise Hard floor requires re-scoping the deal (smaller tier, fewer users, multi-year commit) instead of cutting per-user price.

The descending-tier reality: Enterprise has no discount room

At Rp 150K sticker, Enterprise's Hard floor and Never-below collapse to the same number (Rp 113K, −25%). That's the structural cost of volume rate already being locked at sticker. Three rules to prevent silent margin collapse:

  • Cap VAD Elite at Accelerator (25%) on Enterprise deals if any discount applies. Elite wholesale (Rp 97,5K) is reserved for sticker-price Enterprise — never combined with retail discount.
  • No stacking discount + Elite at any tier. Pick one — either deeper discount with Standard/Accelerator partner, or sticker price with Elite. Never both.
  • Commercial owner escalation for any Enterprise deal that would land below 70% net GM after wholesale + MDF + customer-paid services impact. This protects vendor margin during the volume play.

C.6 · Tier-sense audit — why each tier holds

✓ Pass
🌱 Essentials · Rp 250K
Buyer profile
Institusi pendidikan, SMB corporate, atau pilot dari conglomerate yang ingin attention-level lebih tinggi sebelum scale
Defensible because
Per-user premium karena smaller batch = closer customer success engagement. Tier serves as reference-logo generator dengan margin tetap aman (GM 91-94%)
Risk
Buyer di scale tinggi yang harusnya Growth bisa salah landing di Essentials. Mitigasi: 500-user floor + Growth-only features
✓ Pass
🌳 Growth · Rp 200K · default
Buyer profile
Mid-corporate 1.000–2.500 karyawan yang konsolidasi vendor L&D — sweet-spot ICP playbook
Defensible because
Default tier · bundle paling lengkap relatif ke per-user price · GM 87-94% di semua usage scenario
Risk
Tidak ada signifikan — natural fit untuk ICP playbook
⚠ Pass with care
🏛️ Enterprise · Rp 150K
Buyer profile
Corporate > 2.500 HC, BUMN, conglomerate group — anchor account multi-tahun
Defensible because
Volume rate aligned dengan procurement expectation di scale ini · positions eJourney as strategic vendor not transactional
Risk
GM 71% di peak usage = thinnest of all tiers. Discount + commission stack mudah hit never-below. Lihat C.5 flag.

Verdict: ladder integrity holds. Each tier maps to a distinct buyer segment + commercial logic. Enterprise tier carries the descending-price tradeoff — surface it honestly in pitch, defend with multi-tahun commitment.

C.7 · Internal cost dependency

For the commercial owner — informational, not a rep gate

Two products in the bundle (GapAnalyzer and Elwyn AI Roleplay) rely on platform APIs sourced from an internal partner. Per-unit costs in the operations worksheet are estimates pending the internal commercial alignment.

What this means in practice:

  • Rep level: sticker, bundle, floors are stable. Sell normally.
  • Commercial owner level: before signing contracts at scale (more than 5.000 users committed), confirm the internal cost terms have been finalized. Recommendation: lock these within the next 4–6 weeks.
  • Worst-case impact: if internal costs settle 30% higher than current estimate, Enterprise tier peak-usage GM moves from 71% to roughly 65% — still above never-below threshold.
D

How to use this in a call

Pricing is a moment, not a slide. Five plays a rep runs.

D.1 · The pricing reveal moment
  1. Never reveal price before pain agreed. If buyer asks "berapa harganya?" before discovery completes, redirect: "Pricing tergantung tier yang fit dengan use case Anda. Boleh saya tanya dulu tentang [pain]?"
  2. Reveal with anchor first. "Untuk tim L&D dengan 1.000 karyawan dan vendor sprawl yang Anda sebutkan tadi, kami rekomendasikan Growth Bundle — Rp 200.000 per karyawan per bulan, all-in."
  3. Frame Rp/karyawan/bulan, not annual. Rp 200K reads cheaper than Rp 2,4 Miliar/tahun. Anchor low.
  4. Pair with quota visualization. "Sudah include 50 AI grading per user per bulan, 12 GapAnalyzer per user per tahun, 60 video animasi per tahun untuk seluruh tim."
  5. Hold price firm for 90 detik. Silence after reveal. Let buyer react. Tidak preemptive discount.
D.2 · Discount negotiation ladder
  1. Step 0 — Open at 0% discount. Sticker is the default ask.
  2. Step 1 — Soft floor (−15%). Triggered by 2-tahun commit OR > 1,5× minimum order volume OR strategic vertical (banking, BUMN). Rep approves in-meeting.
  3. Step 2 — Hard floor (−25%). Triggered by 3-tahun commit OR launch logo / reference customer OR commercial-owner-flagged strategic. Rep escalates to commercial owner before quoting.
  4. Step 3 — Below Hard (Essentials/Growth only: −25% to −35%). Strategic exception only — requires founder + commercial owner joint approval. Must pair with multi-year commit + reference rights. Never available at Enterprise tier — re-scope instead.
  5. Step 4 — Below Never-below. Rep walks: "Maaf Pak/Bu, harga di bawah Rp X kami tidak bisa support dengan kualitas yang dijanjikan. Kalau budget di sana, mungkin kita perlu re-scope ke tier yang lebih cocok."
  6. Step 5 — VAD Elite stack rule. If a deal involves an Elite-tier partner AND the buyer asks discount, escalate — Elite is only available at sticker. Discounted Elite deal → cap partner at Accelerator tier instead.
D.3 · CFO defense math
  1. Cost-of-inaction first. "Rp 2,4 Miliar Growth bundle vs Rp 2,5–3 Miliar current vendor stack — net turun 5–20% di tahun 1."
  2. Time-freed-back math. "Tim L&D 6 orang × 30% admin time saved × Rp 25 juta avg salary = Rp 540 juta per tahun productivity reclaimed."
  3. Risk-avoided math. "Vendor switching cost 3 tahun: Rp 800 juta–1,2 Miliar industry benchmark. Konsolidasi = avoid itu."
  4. Total defensible ROI ≥ 2× invested per tahun. Always lead with this before any discount conversation.
E

Ship gate

Six conditions. All cleared in this page.

This page is LOCKED when all six hold

  • Sticker locked at Rp 250 / 200 / 150K — see C.1.
  • Discount floors derived per tier (Soft / Hard / Never-below) — see C.5.
  • Margin scenarios run (3 usage × 3 tier + channel sensitivity) — see C.3 + C.4.
  • Tier-sense audit completed — see C.6 (verdict: pass, with care on Enterprise).
  • Approval authority named per discount level — rep at Soft, commercial owner at Hard, walk below Hard. See C.5 + D.2.
  • Internal cost dependency noted as informational advisory for commercial owner. Does not block rep-level selling. See C.7.
Failure mode if this page were not locked Rep gives Hard-floor discount + lets Elite partner stack on top = deal closes at GM 24%, eJourney loses money serving that customer. Cannot survive at scale. Pattern was already observed in early pipeline as "we'll figure out commission later" type deals.
F

Reusable shape for other products

The discipline carries. The numbers don't.

What stays the same

  • Sticker reconciliation — force one number per tier, never ship competing stickers
  • COGS table per tier (Fixed + Variable + Peak total)
  • Margin scenarios at Low / Mid / Peak usage
  • Channel sensitivity matrix (Direct → Referral → VAD tiers)
  • Discount approval matrix with Soft / Hard / Never-below per tier
  • Stack rule for discount + Elite collision
  • Tier-sense audit — each tier defensibly serves one buyer segment
  • Internal cost dependency advisory (if the product consumes shared platform APIs)

What needs rewrite per product

  • The actual sticker numbers
  • Per-product COGS structure (subscription vs. per-event vs. per-seat models differ)
  • Per-product min-order economics
  • Per-product usage scenarios (different products have different quota mechanics)
  • Tier names + buyer segments (each product has its own ladder)
  • Customer-defense math (cost-of-inaction varies by product)
Linked pages

Buyer profile + segment map — Cell 01 ICP & Pain. Pricing objection handling + redline ladder — Cell 06 Objections & Negotiation. Partner commission structure — Cell 07 Partner & Channel (depth page pending). Forecast math + win-loss tagging — Cell 08 Sales Ops (depth page pending).

← Cell 01 ICP & Pain Cell 05 of 9 · Pricing & Margin · v1.0 · 2026-05-11 Cell 06 Objections →