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Revenue, Profit Strategy: Pricing, Product, Metrics
317 students
Revenue, Profit Strategy: Pricing, Product, Metrics
revenue strategy | pricing strategy | unit economics | product metrics | KPI | budgeting | forecasting | customer value
Last updated 9/2026
English
English [Auto],
What you'll learn
- Choose a pricing approach from nine, and defend it with elasticity data
- Calculate unit economics: lifetime value against acquisition cost
- Read a cash conversion cycle and spot a cash gap before it arrives
- Decide whether to invest in, maintain or retire a product line
- Use net present value and payback to judge a capital decision
- Build a rolling forecast instead of an annual budget nobody believes
- Measure customer value with net promoter, satisfaction and effort scores
- Design indicators that change behaviour, and drop the ones that cost more
- Recognise the six measurement myths that break most indicator systems
- Learn alongside Mike's 1.6 million students from 185 countries
Explore related topics
Course content
17 sections • 47 lectures • 30h 49m total length
Requirements
- Responsibility for revenue, margin or pricing in some part of a business
- No accounting qualification required. Everything is explained from the start
- Comfort with arithmetic and a spreadsheet
- English at intermediate level or above, since all lessons are in English
- One product, service or client segment you can run the numbers on
Description
This course contains the use of artificial intelligence.
Most companies can tell you their revenue to the nearest thousand and cannot tell you which customers are profitable.
The question nobody can answer
Ask a leadership team what a customer costs to acquire and what they return over their life, and you will get a range rather than a number, because the two figures live in different systems owned by different people. Ask when the price was last changed deliberately, and the answer is usually that it was set at the beginning and has moved with inflation since. Ask which product line to close, and everyone will explain why theirs is strategic. None of that is incompetence. It is what happens when the decisions that determine revenue — the product, the customer, the price and the measurement — are made in four separate rooms.
What this course covers
Forty-five lessons across those four rooms. The product first: product-market fit and how to keep it, the portfolio and the decision to invest, maintain or retire, Jobs to be Done and journey mapping, the North Star metric and the pirate metrics, monetisation models from freemium to subscription, growth loops, and unit economics with lifetime value against acquisition cost. Then the customer after the sale: journey audit, service strategy and standards, service levels and standard procedures, automation, and the numbers — net promoter, satisfaction, effort, first-contact resolution, handling time. Then the money in full: strategic planning and forecasting, currency and interest risk, preventive and detective controls, the cash conversion cycle, free cash flow, break-even and return on capital, acquisitions and valuation, the case against budgeting and the rolling forecast instead, nine distinct approaches to pricing including elasticity, net present value and payback, cash gaps and pooling, investment policy, debt and equity financing, credit ratings, going public, investor relations, reporting and finance technology. Finally the measurement: the four types of indicator, the 10-80-10 rule, critical success factors and the workshop that finds them, design traps, visualisation, a three-step implementation, and six myths that quietly destroy most indicator systems.
A note on the finance block
Twenty of these lessons are the finance block, and the last nine of them cover how growth is financed rather than how revenue is earned: debt and equity instruments, credit ratings, public listing, investor relations and public company reporting. That material is there because a growing company eventually meets it, but if you run a small business, treat those nine as reference rather than as the core of the course. The eleven before them — control, cash, break-even, acquisitions, budgeting and pricing — are the part you will use immediately.
Who is teaching this
I am Mike. I built the people system at Preply as it became a unicorn, and I have worked at Wargaming, iDeals and Alfa-Bank. More than 1.6 million students have enrolled in my courses across 185 countries, and over 150,000 specialists have gone through my programmes. I hold PHRi and SHRM-CP certifications and represent HRCI in more than ten countries.
What is included
Lifetime access to all 45 lessons
Active instructor support in the Q&A section
A Udemy Certificate of Completion
Working models: the portfolio matrices, Jobs to be Done, the pirate metrics, unit economics, nine pricing approaches, net present value, the cash conversion cycle, the rolling forecast, critical success factors, the 10-80-10 rule
A full finance block: control, cash, break-even, budgeting, pricing and capital
Where to start
Write down what one customer costs you to acquire and what they return over their life. Then write down when you last changed a price on purpose. Two numbers and one date — that is the diagnostic. Enrol now and start today.
Who this course is for:
- Founders who know the revenue figure and not the margin behind it
- Product leaders held accountable for money as well as for the roadmap
- Commercial and strategy managers preparing a pricing decision
- General managers whose finance conversations happen without them
- Business owners who have never changed a price deliberately
- Analysts and consultants building the case for a growth investment
- Anyone who has been asked which customers are actually profitable