Three different questions get confused here: what people say they would pay, what they would actually pay, and what the thing is worth against their alternative. Pick the one you are actually asking.
7 tools across 1 of the 9 questions
The maximum a rational buyer should pay: the cost of their best alternative plus the quantified value of the difference you provide.
Breaks when Strong in B2B, meaningless for emotional or status goods. And pricing at the full calculated value leaves the customer no reason to move.
Set a priceA four-question survey technique that derives an acceptable price range from judgements of too expensive, expensive, cheap and suspiciously cheap.
Breaks when Measures stated intention, not behaviour; systematically inflates the upper bound; ignores competitor prices and context. It gives you a range, never a price.
Set a priceA survey technique that asks purchase likelihood at a series of set prices and builds demand and revenue curves from the answers.
Breaks when You choose the price points, so the answer comes from inside your own range. Still stated preference, and it does not model competitor response.
Set a priceA method that infers the hidden weight a buyer places on each attribute and on price by observing forced choices between whole product bundles.
Breaks when Expensive, sensitive to design error, needs real sample. Past a certain attribute count respondents fatigue and the data degrades.
Set a priceA tiered price structure with deliberate constraints — fences — that stop customers in one tier from buying at another tier's price.
Breaks when If the difference between tiers is not perceived, everyone takes the middle one and total revenue falls. A tier without a fence is just a discount list.
Set a priceAdding a deliberately worse third option to a choice set so that buyers move toward the option you want them to take.
Breaks when It breaks under replication. Large-sample and field attempts have repeatedly failed to reproduce the effect outside the original narrow stimulus designs, and where it does appear the size is far below what pricing-page advice implies. It also assumes buyers evaluate the set as a set, which is not how most purchases happen. The practical risk is not a null result — it is a live pricing page carrying a real option that some customers will actually buy, at a price you set to be unattractive.
Set a priceThe percentage change in sales produced by a 1% change in price, generalised across studies into a single magnitude.
Breaks when It is an average drawn mostly from packaged-goods research and it hides exactly the variance a single decision turns on. The estimate also moves with method rather than with the market — correcting for price endogeneity increases measured elasticity substantially, so two studies of the same category can disagree because of the model. And an elasticity measured on promotional variation says nothing about a permanent list-price change, which is the decision most teams are actually making.
Set a price