This is the unedited output of a consulting pipeline, for a prompt about a 5-person B2B SaaS
at 30k MRR with 40 customers on a flat 750/month plan, asking whether to raise prices 20% for
new customers or add a cheaper tier. The question is generic, so nothing here is confidential.
Two honest facts before you read it:
- It took about six minutes end to end. A trivial prompt finishes in about 30–80 seconds; a real decision question does not. Anyone claiming a strategy document in two seconds is returning a single model's stream-of-consciousness.
- It cost a few cents of tokens, metered from the balance — not a retainer, not a seat license.
Consulting Report: Pricing Decision for a B2B SaaS at $30k MRR
1. Executive Summary
Decision: Raise prices 20% for new customers. Do not add a cheaper tier at this time.
- Raise the standard rate from $750/month to $900/month for new customers.
- Grandfather the existing 40 customers at $750/month, at least for a defined period.
- Hold off on a cheaper tier until there is clear evidence of a distinct lower-price segment with acceptable unit economics.
The company is at a scale where improving ARPU, margin, and positioning matters more than adding operational complexity or chasing lower-end volume. A 20% increase is moderate, protects the existing revenue base, and requires minimal operational change.
2. Current Economics
| Metric | Value |
|---|---|
| Customers | 40 |
| Price | $750/month flat |
| MRR | $30,000 |
| ARR run rate | $360,000 |
| ARPU | $750/month |
| Team size | 5 |
The business has a single plan, one price point, and a small team. This means pricing changes should be simple and should avoid creating new support, onboarding, or packaging burdens unless the ROI is very clear.
3. Option Analysis
Option A: Raise prices 20% for new customers
Proposed new price: $900/month
Revenue impact:
Each new customer adds $150/month more than under the current price. Existing revenue remains stable at $30k MRR.
For example, acquiring 10 new customers in a year would generate:
- Current pricing:
10 × $750 × 12 = $90,000 - New pricing:
10 × $900 × 12 = $108,000 - Incremental revenue: $18,000
The short-term revenue lift is modest because the existing base is grandfathered, but the strategic benefit is meaningful: you reset the value anchor without risking current customers.
Key advantages:
- Low operational complexity: only sales and marketing pricing updates.
- Low churn risk for existing customers.
- Improves unit economics and ARPU.
- Positions the product as more valuable.
- Keeps the product and packaging unchanged.
Main concern:
- Some new prospects may push back on the higher price if the value story is weak.
Option B: Add a cheaper tier
A cheaper tier might be, for example, $390–$450/month with limited features or usage.
Revenue impact depends heavily on mix.
Suppose a cheaper tier is set at $450/month:
- If one existing $750 customer downgrades, the company loses $300/month.
- It takes two new lower-tier customers just to replace the revenue of one downgrade.
- If lower-tier customers also demand more support relative to their spend, the ne
The full, unstyled version (with the risk section) is here:
https://flintapi.ai/blog/2026-10-28-sample-consulting-report
If you want to try the same thing on your own problem, describe it and you get the plan first,
then decide whether to run it.
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