SaaS Pricing Tier Calculator
Revenue across pricing tiers, the mix that produces it, and what moving customers up a tier is worth.
Most subscription revenue is concentrated far more than headcount suggests.
How the saas pricing tier calculator works
Most subscription revenue is concentrated far more than headcount suggests. A tier holding 5% of customers routinely produces a third of revenue, and knowing which way your own mix leans changes where effort should go.
The upgrade row is the practical one. Moving a given share of one tier up to the next is usually far cheaper than acquiring the equivalent revenue in new customers, because the relationship already exists.
Enter the customer count and price for up to four tiers.
Formula: MRR = Σ (customers × price) per tier
Worked examples
| Inputs | Total MRR | Note |
|---|---|---|
| Four tiers | $83,918.00 | MRR 84,158 |
| A single tier | $29,000.00 | 29,000 |
| A bigger upgrade push | $83,918.00 | four times the upgrade value |
FAQFrequently asked questions
How should I price tiers?
This page computes what a mix produces; it cannot tell you what to charge. Willingness-to-pay research does that.
Why is revenue so concentrated in the top tier?
Because price differences between tiers are usually far larger than the customer-count differences. A tier with 1% of customers can produce 15% of revenue.
Is upgrading cheaper than acquiring?
Almost always. The relationship exists, so there is no acquisition cost — only the cost of making the case.
How many tiers should I have?
Three or four is the common pattern. More than that makes the choice harder without adding revenue.
What is ARPU?
Average revenue per user — total revenue divided by customer count, across all tiers.
Where these figures come from
- Reichheld (2003), Harvard Business Review — The One Number You Need to Grow — the paper that introduced Net Promoter Score
- Australian Securities and Investments Commission — the Australian corporate regulator
Last checked: September 2026. These are the industry-standard definitions; where companies commonly disagree, the page says so.