SaaS Pricing Calculator
A saas pricing calculator that models two scenarios side by side across your tiers — including the customers a price rise costs you. Because a revenue projection that lifts prices while holding volume constant is not optimistic, it is wrong.
Free · No signup · The maths runs in your browser
Estimates from your inputs, not financial, legal or tax advice.
Tiers
Today
| Tier | Price | Mix % | Revenue |
|---|---|---|---|
| No tiers yet. Tell Coach your tiers, or add one below. | |||
Proposed
| Tier | Price | Mix % | Revenue |
|---|---|---|---|
| No tiers yet. Tell Coach your tiers, or add one below. | |||
Inputs
The base both scenarios start from.
Hosting, support, payment fees. Per month.
The input every single-scenario calculator omits.
The comparison fills in once Coach has your numbers, or type them above.
How it works
- 1
Set your tiers as they are today
Price and mix percentage for each tier, plus your total customers and what it costs to serve one. The mix is what share of customers sit on each tier — it has to add to 100%, and the tool says so when it does not.
- 2
Then set the prices you are considering
A second scenario, edited independently. Change the prices, change the mix, or both. The most a saas pricing calculator normally does is show you one scenario at a time, which means the comparison happens in your head or in a spreadsheet tab you forget to update.
- 3
Enter what you think the rise costs you
The percentage of customers who leave rather than pay the new price. This is the input that turns a flattering projection into a decision — and the tool answers it back with the break-even figure, so you can see how wrong the guess would have to be to change the answer.
The calculation
MRR = Σ (customers × tier mix % × tier price)
ARPA = MRR ÷ customers
margin = (MRR − customers × cost to serve) ÷ MRR
Straightforward, and every tool on this subject does it. The difference is what happens next.
Worked example
1,000 customers, $8 a month to serve each one.
| Tier | Price | Mix | Customers | Revenue |
|---|---|---|---|---|
| Starter | $29 | 60% | 600 | $17,400 |
| Pro | $79 | 30% | 300 | $23,700 |
| Business | $199 | 10% | 100 | $19,900 |
| Today | 1,000 | $61,000 |
ARPA is $61 and gross margin is 86.9%.
Now raise everything and let the mix drift upward, on the assumption that a price rise pushes some people to justify the better tier:
| Tier | Price | Mix | Customers | Revenue |
|---|---|---|---|---|
| Starter | $39 | 50% | 450 | $17,550 |
| Pro | $99 | 35% | 315 | $31,185 |
| Business | $249 | 15% | 135 | $33,615 |
| Proposed, 10% lost | 900 | $82,350 |
+$21,350 a month, or +35% — $256,200 a year — with ARPA up from $61 to $91.50 and margin up to 91.3%. A hundred customers gone.
The number that decides it
At the same 1,000 customers, the new prices would produce $91,500. So:
break-even churn = 1 − ($61,000 ÷ $91,500) = 33%
You can lose a third of your customers and be exactly where you started. The assumption above was 10%, which leaves 23 points of headroom.
That reframes the argument usefully. Nobody can defend a 10% churn estimate with any confidence — it is a guess. But almost anyone can say whether a third of their customers would leave, and if the answer is clearly no, the estimate does not have to be right for the decision to be.
What the two-scenario view catches
Revenue up, margin down. Possible if the mix shifts toward the cheap tier hard enough. Both scenarios report margin so the trade is visible rather than inferred.
Revenue flat, ARPA up sharply. A smaller, better-paying customer base. Often the right outcome, and completely invisible if you only watch MRR.
Mix that does not add to 100%. Sounds trivial. It is the most common error in a hand-built pricing model, because the mix gets edited one tier at a time and nothing recomputes the total. The tool flags it instead of quietly producing a customer count that is not your customer count.
Two things this cannot see
The mix will move on its own. Prices change and people re-sort themselves — downgrades as well as cancellations. The proposed mix is a guess like any other, so it is worth running once with the mix held flat and once with it shifted down, and treating the gap as the real uncertainty.
Timing. Existing customers are usually grandfathered to renewal, so the revenue in the table above arrives over a year rather than next month. New customers pay immediately, which is why the first honest read on a price rise comes from new-customer conversion, not from MRR.
Frequently asked questions
- How do you calculate SaaS pricing revenue across tiers?
- Multiply your customer count by each tier's share of the mix, multiply that by the tier price, and add the tiers together. With 1,000 customers split 60/30/10 across $29, $79 and $199 tiers, that is $17,400 + $23,700 + $19,900, or $61,000 a month. Change one tier price and only that line moves; change the mix and all of them do.
- Why does this saas pricing calculator ask how many customers I will lose?
- Because the answer is never zero, and leaving it out is what makes price-rise projections wrong. A model that lifts every price 35% and keeps all 1,000 customers is not modelling a price rise — it is modelling a gift. Putting the loss in the same view as the revenue is the only way to see whether the trade is worth making.
- What is break-even churn on a price rise?
- The share of customers you can lose before the new pricing stops beating the old. If your current pricing produces $61,000 a month and the new pricing would produce $91,500 at the same customer count, you can lose a third of your customers and still be level. Anything below that is upside; anything above is a loss dressed up as a price increase.
- What is ARPA and why does it matter here?
- Average revenue per account — monthly revenue divided by customers. It is the cleanest signal that a price change actually landed, because it moves even when total revenue does not. Losing 10% of customers while ARPA rises 50% is a different business than it was, and total revenue alone will not tell you that happened.
- How much should I raise prices by?
- Smaller than feels right on the first attempt, and then again. Companies that raise prices annually by modest amounts meet far less resistance than one that doubles after four years of nothing. The useful discipline is to run 10% and 30% through a saas pricing calculator and see how much of the difference survives the churn each one causes.
- Should I grandfather existing customers?
- Usually yes for a period, and it changes the timeline more than the arithmetic. Grandfathering means the new pricing only reaches existing customers at renewal, so the revenue arrives over a year rather than next month. New customers pay the new price immediately, which is where the first real signal comes from.
- How do I model a change in tier mix?
- Edit the mix percentages in the proposed scenario. This matters because raising prices unevenly pushes people down as well as out — widen the gap between Starter and Pro and some Pro customers will find Starter adequate. Downgrades are quieter than cancellations and cost real revenue, so it is worth testing a mix that shifts toward the cheap tier.
- Is a saas pricing calculator excel spreadsheet good enough?
- For a single scenario, easily. The place a saas pricing calculator excel model tends to fail is the second scenario, because comparing them means either duplicating the sheet or overwriting the numbers you were comparing against. That is also where the churn assumption quietly disappears — it is one more column nobody adds.
- What is a good gross margin for SaaS?
- Seventy to eighty-five percent is the usual band once hosting, support and payment fees are counted; anything materially below suggests a services business wearing software clothes. A price rise lifts the margin faster than revenue, because the cost to serve a customer does not change when you charge them more.
- Should I price per seat or per usage?
- Per seat is predictable for the buyer and easy to forecast; usage-based tracks the value delivered and grows without a renegotiation. This tool models fixed tier prices, which describes per-seat and flat-rate pricing well and usage-based pricing only roughly — for usage, treat each tier price as an expected average and widen the loss assumption.
- How often should I revisit pricing?
- Once a year is a reasonable rhythm, and the review matters more than the change. Products accumulate capability continuously while prices sit still, so the gap between what you charge and what you deliver widens by default until somebody looks at it deliberately.
- Do you store the numbers I enter?
- Not on our side, and there is no account. The calculation runs in your browser, so numbers you type into the inputs never leave it. When you chat with Coach, your message and the calculator's current numbers go through our server to OpenAI, which writes Coach's reply; we keep no copy of either and log only counts, such as how many tokens a reply used. The chat is saved in your own browser so you can come back to it. If you would rather not share your real pricing, type it into the tables yourself and skip the chat.
- Why is this free, and what is Tekk?
- Tekk turns your product into self-improving software: sixteen loops watch your codebase, bring you proposals you greenlight or decline, and your coding agent builds the result. This calculator costs us nothing to run, and pricing power ultimately comes from shipping something competitors cannot. No signup, no run limit, no upsell inside the tool.
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