# Value metric pricing calculator > Test a per-seat, usage and tiered price against the same customer base and see which produces more revenue. See the formula, change the inputs and save your results. Source: https://saas-marketing.net/calculators/saas-pricing-model/ Topic: SaaS Pricing Type: calculator Published: 2026-09-17 Last updated: 2026-09-17 Publisher: SaaS Marketing (saas-marketing.net) License: CC BY 4.0. Quote or republish with attribution and a link to https://saas-marketing.net/calculators/saas-pricing-model/ ## Short answer Value metric pricing uses accounts, average seats per account, average monthly usage units per account and the additional inputs below to estimate best model mrr. Change the example inputs to your own figures. The result is a planning calculation, not an industry benchmark or a prediction. ## Key takeaways - The main result is best model mrr; the formula is shown below. - Keep the reporting period, currency and customer cohort consistent across inputs. - Defaults are an illustrative scenario. A blank, invalid or undefined ratio displays as n/a. --- Use this tool alongside the [saas pricing guide](/saas-pricing/). Test a per-seat, usage and tiered price against the same customer base and see which produces more revenue. ## Which inputs do you need? | Input | Example value | What to check | | --- | --- | --- | | Accounts | 810 | Use the value from the same reporting period as the other inputs. | | Average seats per account | 6 | Use the value from the same reporting period as the other inputs. | | Average monthly usage units per account | 24,000 | Use the value from the same reporting period as the other inputs. | | Price per seat per month | 29 | Use the value from the same reporting period as the other inputs. | | Price per 1,000 usage units | 8 | Use the value from the same reporting period as the other inputs. | | Flat tier price per month | 249 | Use the value from the same reporting period as the other inputs. | | Share who would accept per-seat | 74% | Use the value from the same reporting period as the other inputs. | | Share who would accept usage based | 61% | Use the value from the same reporting period as the other inputs. | | Share who would accept flat tiers | 88% | Use the value from the same reporting period as the other inputs. | Before entering numbers, choose the unit of analysis. An account, a user and a paying subscription are different objects. Counting users in one field and accounts in another can produce a precise answer to the wrong question. Record the start and end dates beside your source export so another person can reproduce your work. ## What formulas does the calculator use? ### MRR on per-seat pricing ```text seatmrr = accounts * seatadopt / 100 * avgseats * seatprice ``` This output is expressed as currency in the same units as the inputs. ### MRR on usage pricing ```text usagemrr = accounts * usageadopt / 100 * (avgusage / 1000) * usageprice ``` This output is expressed as currency in the same units as the inputs. ### MRR on flat tiers ```text tiermrr = accounts * tieradopt / 100 * tierprice ``` This output is expressed as currency in the same units as the inputs. ### Best model MRR ```text best = Math.max(seatmrr, usagemrr, tiermrr) ``` This output is expressed as currency in the same units as the inputs. ### Gap between best and worst ```text spread = Math.max(seatmrr, usagemrr, tiermrr) - Math.min(seatmrr, usagemrr, tiermrr) ``` This output is expressed as currency in the same units as the inputs. Percent fields use whole percentages: enter 5 for five percent. The formula divides by 100 where a decimal rate is needed. Values in the formulas correspond to the labelled inputs above; earlier outputs can be used by later formulas. ## Worked example The defaults are a constructed scenario, not results from a named company or survey. With the example inputs above, the calculation produces: | Output | Example result | | --- | --- | | MRR on per-seat pricing | 104,295.6 | | MRR on usage pricing | 94,867.2 | | MRR on flat tiers | 177,487.2 | | Best model MRR | 177,487.2 | | Gap between best and worst | 82,620 | Change one assumption at a time and watch the main result. Then test a conservative case by reducing the expected benefit or increasing the associated cost. If a decision works only at the most optimistic settings, investigate the uncertain input before committing the budget. ## How should you interpret the result? A formula describes the assumptions entered into it. It cannot establish that a channel caused a sale, that historical retention will continue, or that a projected cost is achievable. Compare the output with your own previous cohorts before using a broad market comparison. For a management review, save the result together with the source date, segment, owner and planned action. Recalculate when the underlying input changes. Keep a separate copy of the original scenario so the team can explain the difference between the plan and the observed outcome. ## Continue the analysis Use the [metrics guide](/saas-metrics/) to align definitions, browse [all calculators](/calculators/) for adjacent calculations, and keep a [measurement worksheet](/resources/) beside the model. The [pricing hub](/saas-pricing/) and [growth hub](/saas-growth/) cover decisions that often change these inputs. {/* expanded-practice-2026-09 */} ## Apply value metric pricing calculator in a working review Record the source and unit of every input before using the result. Change one assumption at a time to understand which inputs matter most. Keep outputs that describe money, time and percentages distinct, and preserve undefined cases rather than converting them into plausible-looking zeroes. For this topic, involve the pricing owner with finance, product and customer-facing input and work from offer scope, charging unit and scenario assumptions. The relevant unit is a defined customer segment and comparable commercial offer. State the question the review should resolve before choosing a chart, an asset or a tool. If participants disagree about the unit or scope, resolve that disagreement before combining their evidence. ### Evidence to prepare A price is meaningful only with its package, quantity, terms and serving requirements. Test whether buyers can predict the bill and whether the charging unit supports useful adoption. Keep willingness-to-pay statements separate from observed purchasing behavior. | Review field | What to record | | --- | --- | | Topic | Value metric pricing calculator | | Decision | The specific action this explanation should help you choose | | Working evidence | offer scope, charging unit and scenario assumptions | | Unit and scope | a defined customer segment and comparable commercial offer | | Responsible people | pricing owner with finance, product and customer-facing input | | Remaining uncertainty | The missing fact that could change the decision | ### Two situations that can change the interpretation #### When the pricing model ignores assisted delivery A product that needs repeated specialist intervention may have different economics from a self-serve offer at the same advertised price. Use this check: Estimate the actual support, implementation and maintenance effort for comparable cohorts. Do not treat every employee hour as removable cash cost. The [focused diagnostic guide](/guides/pricing-model-ignores-support-cost/) provides the correction process and a working evidence sheet. #### When buyers cannot predict the pricing unit A contact-based plan needs a clear definition of which contacts count rather than relying on a familiar-sounding label. Use this check: Ask a suitable buyer to estimate an ordinary and high-usage invoice from the page. Do not imply that a public example covers every contract or usage case. The [focused diagnostic guide](/guides/pricing-page-hides-the-value-metric/) provides the correction process and a working evidence sheet. ### Record the decision and the limit An account may object to price because the required integration or implementation support is unclear. Discounting without resolving that concern can create a lower-priced failure. Compare the complete offer and the customer’s actual alternatives before treating every objection as a request for a concession. Keep the conclusion beside the evidence that supports it. Record what the team will do, who owns the next action and which event or date will trigger a review. If the underlying definition, audience or product behavior changes, revisit the conclusion rather than assuming the old result still applies. A clear limit is useful information; it tells the next reader where additional investigation is required. Use the [complete topic collection](/topics/saas-pricing/) for related methods and the [category field guides](/industries/) when the product's buying situation or implementation requirements change how the method should be applied. ### A reproducible sensitivity exercise The [value metric pricing calculator tool](/calculators/saas-pricing-model/) provides a related numerical exercise. Its current default inputs are constructed examples, not industry observations. Under those defaults, the output labelled **Best model MRR** is **177,487.2** in the tool's displayed units. The table changes one input at a time and leaves the others at their defaults. | Input changed | Default input | Alternative input | Best model MRR after change | | --- | --- | --- | --- | | Accounts | 810 | 972 | 212,984.64 | | Average seats per account | 6 | 7 | 177,487.2 | | Average monthly usage units per account | 24,000 | 28,800 | 177,487.2 | | Price per seat per month | 29 | 35 | 177,487.2 | | Price per 1,000 usage units | 8 | 10 | 177,487.2 | | Flat tier price per month | 249 | 299 | 213,127.2 | | Share who would accept per-seat | 74 | 88.8 | 177,487.2 | | Share who would accept usage based | 61 | 73.2 | 177,487.2 | | Share who would accept flat tiers | 88 | 100 | 201,690 | The alternative inputs are sensitivity cases, not recommended targets. A result marked not defined means the proposed combination does not satisfy the model or produces an undefined ratio. Keep that state visible. If the output changes sharply after a small input change, investigate the uncertain input before using the model to justify a larger commitment. Compare the model's scope with the concept on this page. The calculator may represent one particular application rather than every use of the term. Record the reporting period, currency where relevant, and the source of the real values you enter. ## Frequently asked questions ### How does this value metric pricing calculator work? It evaluates the formulas shown on this page in your browser. Test a per-seat, usage and tiered price against the same customer base and see which produces more revenue. Inputs are not sent to a calculation server. ### Are the default values SaaS industry benchmarks? No. They are example inputs chosen to demonstrate the calculation. Replace them with your billing, CRM or finance records before making a decision. ### Why does a result show n/a? The calculation is undefined or an input is outside its allowed range. Check for an empty field, a zero denominator or an impossible percentage before interpreting the result. ### Can I save or share my calculation? Use Print or save results to create a local PDF with your browser. Review the inputs before sharing and remove confidential customer or company information.