Most founders price their SaaS by copying a competitor, adding a 9, and hoping. This page teaches you the fifty-year-old survey method that finds the price range real buyers will accept, and lets you run it live, right here, in about three minutes.
scroll — the chart builds as you go ↓
Say you're pricing a $19/month note-taking app. Instead of asking “what would you pay?” (people are terrible at that), you show the product and ask four things:
Each answer is just a number. This is the , the method behind most serious pricing research. The full written guide is here; this page shows you how it works.
safe range low: $14.8, safe range high: $23, sweet spot: $15.7, normal price: $19.5
Every dot on the chart is one person's answer to one question. Drag the sliders: with eight answers it looks random. Around fifty, a pattern locks in.
Rule of thumb: 30–50 real target buyers per segment for a directional read.
safe range low: $14.8, safe range high: $23, sweet spot: $15.7, normal price: $19.5
Each line answers one question at every price: what share of people would call this price too cheap, a bargain, expensive, too expensive. That's all means.
The blue and green lines fall as price rises — fewer people call a high price cheap. The amber and red lines climb, because more people call it expensive.
safe range low: $14.8, safe range high: $23, sweet spot: $15.7, normal price: $19.5
The band is your safe price range: inside it, price alone won't scare buyers off. The marked point is the sweet spot, the price the fewest people reject. The readout updates live as you move the sliders.
Selling to both solo users and teams? Flip the toggle and watch the chart smear into mush. Two kinds of buyers means two surveys. Averaging them invents a customer who doesn't exist.
safe range low: $14.8, safe range high: $23, sweet spot: $15.7, normal price: $19.5
Three honest limits before you trust any pricing survey:
And the biggest one: the method assumes people want the product at some price. Demand first, price second. The written guide covers the fixes, including the follow-up method for revenue.
Ask your four questions to 30–50 people who match your real buyer: a niche community, a competitor's users, your waitlist. Not your friends. They inflate prices to be nice. Then paste the answers straight from your spreadsheet.
Your numbers never leave this page — nothing is uploaded or stored.
Add at least 5 answers to see a shape.
No data yet.
This calculator does the math. What it can't do is phrase the four questions for your product, or tell you exactly who your real buyers are — or whether the idea is worth pricing at all.
moki's premium audit does all three: it writes the four Van Westendorp questions tailored to your specific idea, names the exact audience to survey, and first gives the idea an honest Make / Hold / Kill verdict backed by live search demand.
first idea free · no sign-up · pricing kit is part of the premium report
There is no universal number. There is a range your target buyers will accept. The Van Westendorp method finds it with four questions: at what price is your product too cheap to trust, a bargain, getting expensive, and too expensive. Where those answers cross gives you a safe range and a sweet spot to start from.
It runs the Van Westendorp Price Sensitivity Meter in your browser. You paste each survey respondent's four price answers; the calculator builds the four cumulative curves and reads the crossings: the safe price range, the sweet spot with least resistance, and the market's normal price. Nothing you paste is uploaded or stored.
Classic market research wants a few hundred per customer segment. For an early product, 30 to 50 real target buyers gives you a directional read, as long as you survey actual potential customers rather than friends, and treat the result as a range, not a decimal-point answer.
Not automatically. The sweet spot (the Optimal Price Point) is where the fewest people reject your price as too cheap or too expensive: lowest resistance, not guaranteed-highest revenue. Use it as the anchor of your acceptable range, then test upward, because willingness-to-pay surveys tend to understate what a strong product can charge.