When I've entered a new tier in terms of customer size, I find it helpful to ask my contact "what would be a low-friction price for you?". Since we have low costs, this price suggestion (or something a little higher) typically works for us. We give them a year at this price, and if it seems like we're providing way more value than we're being paid for, then we renegotiate in the future.
When price is a sticking point, don't forget to consider intangibles. We give discounts for customers that gather efficacy data and write up a white paper, or who actively publicize our partnership. This can be helpful in bridging the gap on value (although you need to make sure the marketing or other folks are on board, otherwise your contact may make promises that his colleagues aren't willing to follow through on).
When price is a sticking point, don't forget to consider intangibles. We give discounts for customers that gather efficacy data and write up a white paper, or who actively publicize our partnership. This can be helpful in bridging the gap on value (although you need to make sure the marketing or other folks are on board, otherwise your contact may make promises that his colleagues aren't willing to follow through on).