You are not choosing a number. You are choosing which customer complains, which competitor you get compared to, and which objection your sales conversations will be about for the next two years.
Price low and you inherit customers who need the most support and value it least. Price high and you inherit a burden of proof — every call becomes a justification, and you need the case studies to survive it. Neither is wrong. But they are different companies, and the number decides which one you are building.
Which is why pricing is not a spreadsheet exercise done at the end. It is a positioning decision, and it belongs in the same conversation as who the product is for.