The SaaS product had a complex and fragmented pricing structure: six different pricing plans across a web app and two eCommerce apps. The web app had an additional hidden Free plan alongside the three Individual and three Business plans, whereas the eCommerce apps did not have a free option. 

This caused confusion for customers, who weren’t sure which plan was most appropriate for them, added internal complexity and limited the ability to scale efficiently. A streamlined pricing strategy was needed to align the plans across platforms, boost engagement, and drive revenue.

The objective was to reduce the seven disparate pricing plans and unify pricing across the three platforms. 

Clarity was essential. Because subscribers had vastly different use cases – certification, web3 technology, eCommerce or any combination thereof – the plans needed to encompass all possibilities while ensuring users could immediately identify which plan aligned with their needs. 

The pricing work built on the introduction of a more visible Freemium plan on the web app, as well as additional web3 eCommerce functionality, including a new blockchain integration, a web3 wallet, and generative art engines to expand the value proposition.

The pricing overhaul began with a thorough analysis of user behaviour, customer feedback, and market research to identify best practices for SaaS and web3 pricing, particularly where the two sectors overlapped. 

To refine the strategy, I consulted with seven pricing specialists, ranging from independent consultants to global firms. Simultaneously, I conducted interviews and surveys with 20 users across both the eCommerce apps and the web app, ensuring a mix of businesses and individuals. Feedback consistently highlighted confusion around plan differentiation and a lack of flexibility for power users.

By analysing financial data – revenue per plan, churn rates, and user activation metrics – I identified inefficiencies in the current structure. For example, the mid-tier business plan was the most popular among all user types, indicating that even individual users valued the added eCommerce functionality despite the higher price point.

I developed three pricing models, each tailored to a specific user segment, and ran tests while conducting additional user interviews. This process helped narrow the focus to the most profitable option, reducing arbitrary feature limitations and ensuring each tier delivered strong value.

Working closely with product and engineering teams, I oversaw the integration of the new pricing structure across all platforms, ensuring a smooth migration with minimal disruption for existing users. Although we didn’t mandate plan changes for current subscribers, the new options quickly gained traction.

Post-launch, I closely monitored user migration, gathering feedback and analysing performance metrics to make data-driven adjustments as needed.

The new pricing structure delivered immediate results:

• 3.6% of free plan users upgraded to paid plans within the first month.

• New trial sign-ups increased by 45.2%.

• 10% of existing paid subscribers switched to a higher-tier plan within the first week after the new pricing launched.

This was in addition to the impact of the Freemium model for the web app, which resulted in:

• A 34.5% increase in new free plan subscribers for the web app in Q1 2024.

• A 10.4% boost in overall revenue during the same quarter.

In parallel, the growth in features for the eCommerce platforms led to a 40.7% increase in subscribers overall.