FOR SMALL SAAS OPERATORS
Compare current and proposed monthly prices against subscriber count and fixed costs. The calculation runs privately in your browser. It does not predict churn or tell you to raise or lower the price.
How much can I raise my SaaS price? · This calculator vs. Baremetrics
Use your own observed churn and costs to pressure-test the scenarios. This tool does not predict customer behavior.
| Churn | Subscribers left | Contribution |
|---|
On the default example — 100 subscribers going from $20 to $25 a month — revenue reaches the same $2,000 you make today at just 80 subscribers, so you can lose up to 20 of the current 100 (20% churn) before the increase has cost you anything. That 20% is not a prediction of how many people will actually leave; it is the ceiling this specific increase can absorb before it stops paying off. “Subscribers at revenue break-even” and the churn-scenario table show the same number two ways.
Because break-even is measured in revenue, and cutting the price raises the subscriber count needed to match today's revenue above the count you already have. Drop $20 to $15 on the same 100 subscribers and break-even needs about 133 — more than you have — so the calculator reports zero headroom: any churn at all, even churn that had nothing to do with the price cut, drops you below where you started. This tool does not model new customers a lower price might attract; it only tracks retention of the base you already have.
No. That figure is revenue against revenue — it ignores costs entirely. The profit view is the contribution column in the churn-scenario table, which nets your monthly fixed costs out of revenue at each churn level. A price change can clear the revenue break-even and still fail to clear the contribution break-even if your fixed costs are large relative to the price change.
Only the monthly fixed costs you type in. It does not subtract payment-processing fees, support cost per seat, hosting that scales with usage, or anything else that moves with subscriber count rather than staying flat month to month. If a meaningful share of your costs are variable, contribution overstates the profit impact of both the increase and the churn.
Those five columns (0, 5, 10, 15, 20%) are a representative spread for sanity-checking a scenario, not a forecast bounded at 20%. Churn above that is entirely possible and the table simply does not print it; use your own historical churn rate, not the table's range, to judge whether a given increase is likely to land above or below its break-even point.