...hopefully the following story hasn't been reduced to complete gibberish after taking out all references to what the company actually does...
A start up I'm involved with created a new product/service line. Initially we didn't know exactly how much it would cost us to provide, but we had a few big customers who really really wanted it, so we offered to sell it to them for $200/unit, and they accepted. Then once we'd gained some experience, we realized we could charge $50/unit, still make a good profit and get a much larger number of customers. But didn't want to undercut our ongoing contracts so, while we offered it at $50/unit to other customers who inquired, we couldn't list prices anywhere on our website or advertising. Now, after a lot of investments in process optimization, we've got it to the point where we make 80+% profit per unit even at the lower price, and have a lot more capacity than our existing customer base needs. So we're looking into creating a 3rd tier at an even lower price to make some extra money with all that surplus capacity.
What I've learned from this experience is that I wish we'd done a better job of planning for a "good, better, best" branding strategy with different versions of our product targeted at the high end, mid-tier, and extremely price sensitive parts of the market from the start. Trying to put one in place retroactively is a lot more awkward, and means we don't have as much freedom to advertise and solicit new business as I would have liked.
I'd imagine most businesses providing a product or service where there are economies of scale and potential to optimize production processes with experience end up going through the same progression. Hence the suggestion to start thinking early on about how to do price segmentation.