The Pricing Page

Three tiers is not a superstition. It is what fits comparison in one glance. Two tiers reads as a handicap plus the real product. Five tiers makes people leave to think about it, and they do not come back. Pick three, plus an enterprise row that leads to a conversation.

Structure that survives a ten-second scan

1. 1Name each tier after who it is for, not after a metal. Team beats Gold.
2. 2Put the price, the period, and the per-unit basis in the same line. Twelve dollars per editor per month, billed yearly.
3. 3Under each price, write one sentence about the person who should pick it.
4. 4List three to five differences per tier above the fold. Move the exhaustive matrix below, for the people who actually read matrices.
5. 5Mark one tier recommended and be able to say why in a sentence, because an unexplained highlight reads as the one with the best margin.
6. 6Answer the four objections in an FAQ at the bottom: what happens if I outgrow this, can I cancel, do you take purchase orders, what counts as a seat.

Anchoringanchoring: The first number you see shapes every judgement that follows. does most of the work. The highest visible price changes how the middle one feels, which is why an enterprise column shifts behaviour even when almost nobody buys it. This is legitimate as long as the expensive tier is a real product someone actually buys. Listing a tier that does not exist to make another look cheap is a decoy, and it is dishonest.

Two honesty tests. First, can someone calculate their exact bill from this page alone, including tax handling, overage, and the annual discount. Second, does the page state how to cancel. Pages that answer both convert worse in the session and better over the year, because they stop selling to people who will churnchurn: The rate at which customers stop paying or stop using the product. angrily in month two.