Growing existing customers

• expansion
• upsell
• cross-sell
• grow accounts
• same price
• more seats

• Which {unit}s use the most and pay the least?
• What do the heaviest users do repeatedly?
• What would a customer pay more for without being asked to change behaviour?
• Is there anything to expand into?

• usage or volume per {unit}
• value per {unit} against usage
• requests logged from existing customers

• Price does not scale with value delivered
• Nothing built worth expanding into

• If
  Heavy users pay the same as light users
  Then
  The pricing model, not the sales effort, is the constraint.
• If
  Customers repeatedly do something manual around the product
  Then
  That is the expansion, and it is already validated by behaviour.
• If
  There is no adjacent value
  Then
  Do not manufacture an upsell. Return to acquisition.

Offer one adjacent, already-requested capability to the five heaviest users at a stated price.

Read after 30 days.

• At least two of five accept
• No cancellation triggered by the conversation

• Nobody accepts
• The conversation damages the relationship

• Uptake is real → Build it into the pricing model rather than selling it case by case.
• It is not → Record the finding and stop; expansion is not this company's lever yet.

Aury can carry out: read company, prepare document, prepare outreach, file memory. Specialists involved: growth, product, sales.

Your approval: The founder approves any price change to an existing customer before it is raised.

Requires enough existing customers to have observable usage differences.

Raising price on existing customers carries contractual and relationship risk; terms and notice periods must be honoured.

• Sourced operator experience: Founder/operator case study analysed inside Aurygine — bootstrapped B2B software company, 2026
• Aurygine synthesis: Aurygine synthesis across founder journeys

Confidence: medium. Last reviewed 2026-08-25. Your company's own recorded results override this playbook whenever the two disagree.