I run a product team in a relatively mature SaaS business in the infrastructure space. As you probably know, infra is pretty crowded so there's no shortage of c

I run a product team in a relatively mature SaaS business in the infrastructure space. As you probably know, infra is pretty crowded so there's no shortage of competitors. While we had a unique take at slicing out a niche vertical, I wouldn't say what we were doing was entirely novel when we were getting started. So, it's definitely possible to get into an area where there is already product validation. As for competing on price. You'll quickly discover that if price is the only criteria which you win a deal that these tend to be your worst customers. They use the most of your resources, are least considerate when you screw up (and you will screw up) and don't expand sales necessarily well. When they realize that they can do something cheaper, they will be the first people out the door. That doesn't mean that customers aren't and shouldn't be price conscious. But, you really want to be winning sales based on perceived value, quality and strategic alignment. Your customers should place their loyalty in you by which you build new features in which they pay you more for. By doing so you inherently reduce churn, increase add-on sales, and turn your customers into your greatest marketing asset.