B2B SaaS Pricing Template
A pricing design framework for Indian B2B SaaS products. Covers packaging tiers, pricing metrics, value-based anchoring, competitive positioning, INR vs USD considerations, and a pricing change communication plan. Free to copy, download, and use. No signup required.
# B2B SaaS Pricing Template **Product:** [Name] **PM / Founder:** [Name] **Date:** [Date] **Stage:** [ ] Pre-launch pricing [ ] Pricing refresh [ ] Expansion to new segment --- ## 1. Pricing objective What is this pricing designed to achieve right now? [ ] **Maximise adoption** — lowest viable price, optimise for user count over revenue [ ] **Maximise revenue** — extract maximum willingness-to-pay from current market [ ] **Qualify buyers** — price filters out non-serious buyers; supports enterprise sales [ ] **Compete on price** — undercut incumbents to win market share [ ] **Signal quality** — premium price positions product above low-end alternatives *Pick one primary objective. Pricing that tries to achieve all of these achieves none.* --- ## 2. Customer segments and willingness to pay | Segment | Description | Company size | Budget authority | WTP range (₹/month) | |---|---|---|---|---| | [Segment 1] | [e.g. Solo founders / indie hackers] | 1 | Self-serve | ₹0–₹500 | | [Segment 2] | [e.g. SMB product teams] | 10–100 | PM or founder | ₹1,000–₹5,000 | | [Segment 3] | [e.g. Mid-market SaaS companies] | 100–500 | VP Product | ₹10,000–₹50,000 | | [Segment 4] | [e.g. Enterprise] | 500+ | CPO / procurement | ₹50,000+ | **Primary segment you are pricing for:** [Name] **How WTP was determined:** [ ] Customer interviews (n = ___) [ ] Competitive pricing research [ ] Van Westendorp price sensitivity survey [ ] Conjoint analysis [ ] Gut feel (flag: validate before launch) --- ## 3. Pricing metric The pricing metric is *what you charge for* — the unit that scales with value delivered. | Metric option | Aligns with value? | Easy for customer to understand? | Easy for you to meter? | Notes | |---|---|---|---|---| | Per seat / per user | | | | Most common in B2B SaaS | | Per project / workspace | | | | Good for project-based tools | | Usage-based (API calls, docs processed) | | | | High alignment, complex billing | | Per outcome (PRDs generated, insights extracted) | | | | Ideal if outcomes are measurable | | Flat rate | | | | Simple; misses expansion revenue | | Hybrid (base + usage) | | | | Common at scale | **Selected pricing metric:** [Metric] **Rationale:** [Why this metric aligns best with the value the customer receives] --- ## 4. Tier design | | [Free / Starter] | [Growth / Pro] | [Business / Team] | [Enterprise] | |---|---|---|---|---| | **Monthly price (INR)** | ₹0 | ₹ | ₹ | Custom | | **Annual price (INR)** | ₹0 | ₹ | ₹ | Custom | | **Annual discount** | — | % off | % off | Negotiated | | **[Core limit 1]** | | | | Unlimited | | **[Core limit 2]** | | | | Unlimited | | **[Feature A]** | ✗ | ✓ | ✓ | ✓ | | **[Feature B]** | ✗ | ✗ | ✓ | ✓ | | **Support** | Community | Email | Priority | Dedicated CSM | | **SLA** | None | None | 99.9% uptime | 99.9% + custom | | **Billing** | — | Self-serve | Self-serve | Invoice / PO | **Free tier purpose:** [ ] Acquisition funnel (freemium → paid conversion) [ ] Permanent free tier for small users (PLG) [ ] Free trial only (time-limited, not permanent) [ ] No free tier **What limits drive upgrades from free → paid?** [The specific friction points that make paying users prefer the paid tier] **What limits drive upgrades from Growth → Business?** [The specific team/collaboration features that unlock at the higher tier] --- ## 5. Pricing in INR vs USD | Scenario | Recommendation | |---|---| | Primary market is India | Price in INR. Always. | | India + global mix | INR for India, USD for international. Two separate pricing pages. | | Enterprise India customers | INR invoice preferred; USD acceptable for MNCs | | India startup with USD runway | Internal modelling in USD; customer-facing in INR | **Your pricing currency:** [ ] INR only [ ] INR + USD [ ] USD only **INR to USD equivalence check:** | Tier | INR price | USD equivalent at ₹84/$ | Global comparable | vs. Global | |---|---|---|---|---| | [Tier 1] | ₹ | $ | $ | [X% cheaper / at parity] | | [Tier 2] | ₹ | $ | $ | | | [Tier 3] | ₹ | $ | $ | | *India SaaS products typically price at 30–60% of global equivalents. Lower is not always better — underpricing signals low quality to enterprise buyers.* **GST:** All INR prices should be displayed as exclusive of GST (18%). Show GST as a separate line item at checkout. Inclusive pricing creates accounting complexity. --- ## 6. Competitive positioning | Competitor | Price (INR equivalent) | Pricing metric | Key differentiator | |---|---|---|---| | [Competitor 1] | ₹ /month | | | | [Competitor 2] | ₹ /month | | | | [Global tool (India pricing)] | ₹ /month | | | | **Your product** | **₹ /month** | | | **Positioning statement:** [Your product] is [cheaper / at parity / premium] vs. [primary competitor] because [reason — different metric, different segment, different value]. --- ## 7. Annual vs monthly discount | Discount level | Effect | |---|---| | < 10% | Insufficient incentive; most customers stay monthly | | 15–20% | Standard; converts ~20–30% of customers to annual | | 25–30% | Strong incentive; increases annual conversion and reduces churn | | > 30% | May signal pricing uncertainty; use only during launch promotions | **Your annual discount:** [%] **Annual plan objective:** [ ] Reduce churn [ ] Improve cash flow [ ] Both --- ## 8. Pricing change communication plan *Every pricing change — new tiers, limit reductions, price increases — requires a communication plan. Surprises create churn.* **Grandfather policy:** [ ] Existing customers keep current price forever [ ] Existing customers keep current price for [N] months, then migrate [ ] Existing customers get [X%] discount on new price [ ] No grandfather — all customers migrate immediately **Communication timeline:** | Action | Timing | Channel | |---|---|---| | Email announcement | [N] days before change | Email + in-app banner | | In-app notice | [N] days before change | Dashboard banner | | Final reminder | 3 days before change | Email | | FAQ / help article | Before announcement | Help centre | **Rollback plan:** [How you will handle the pricing change if conversion drops > X% or churn spikes > Y%]
How to use this B2B SaaS Pricing template
Define your pricing objective before designing tiers
Pricing that tries to maximise adoption AND maximise revenue simultaneously ends up doing neither. Decide your objective first — adoption-stage products should price for breadth (generous free tier, low entry point); revenue-stage products should price for depth (fewer tiers, higher ARPU, annual commitment). Mixing these produces tiers that confuse buyers and cannibalize upgrade revenue.
Validate willingness-to-pay with real customers before setting numbers
The single most common pricing mistake is pricing from cost-up ('our costs are ₹X, so we charge ₹3X') or competitor-down ('they charge ₹2,000, so we charge ₹1,500'). Neither approach is anchored in how much customers actually value the outcome. Run 5–10 customer interviews with the Van Westendorp question set ('At what price would this be too expensive? Too cheap? A bargain? Beginning to be expensive?') before finalising numbers.
Choose a pricing metric that scales with the value customers get
Per-seat pricing is the default but not always the right choice. If a customer gets value from PRDs generated (not from seats), per-PRD pricing captures more revenue from high-volume users without pricing out small teams. The test: does the pricing metric go up when the customer gets more value? If yes, use it. If the metric can go up while value stays flat (e.g. paying per seat when only 2 of 10 seats are active), consider a different metric.
Plan the grandfather policy before announcing any price change
Price increases are the #1 trigger for B2B churn and negative reviews in India. The antidote is a generous, clearly-communicated grandfather policy. Customers who feel treated fairly stay — even at higher prices. Announce the change 30+ days before it takes effect, offer a locked-in rate for annual commitment, and make the grandfather terms prominent. Companies that handle price changes poorly create more churn than the price increase generates in revenue.
Want a B2B SaaS Pricing grounded in your actual customer data?
PMRead ingests your customer interviews, feedback, and Slack threads — and generates PRDs backed by real evidence, not guesses.
Frequently asked questions
Should Indian B2B SaaS products charge less than global competitors?
Not necessarily. For SMB and consumer segments, India pricing at 30–50% of global is appropriate because WTP is genuinely lower. For enterprise buyers — large Indian tech companies, banks, MNCs — WTP is closer to global rates and underpricing signals low quality. The key is to segment: price your SMB tier for India, and price your enterprise tier for the value delivered, not the geography.
When should we move from flat-rate to usage-based pricing?
Move to usage-based when: (a) your costs scale linearly with usage, (b) usage varies significantly across customers (a 10× usage difference between your smallest and largest customer), and (c) customers can predict and control their usage. Usage-based pricing aligns revenue with value but creates billing unpredictability for customers — mitigate this with monthly caps or commitment tiers that offer usage discounts.
How do we handle GST on SaaS subscriptions in India?
SaaS subscriptions are taxed at 18% GST in India (classified as 'Online Information Database Access and Retrieval' / OIDAR services). Always display prices ex-GST with GST shown as a separate line item at checkout. For B2B customers with GST registration, the GST is recoverable as input credit — so inclusive pricing gives them less clarity. Register for GST before you start billing; penalties for late registration apply retrospectively.
Other free templates