How the best do it

AI is breaking per-seat pricing. What are the best companies charging for now?

The short answer

The direction of travel is away from seats and towards usage and outcomes, because when software does the work, charging per human is charging for the wrong thing. Hybrid is winning in practice: a platform fee that includes a defined amount of usage, with overages beyond it, which gives the customer predictability and you expansion. Pure outcome pricing (charge per resolved ticket, per completed task) is the most aligned and the hardest to operate, since you need to agree what counts as an outcome and you carry variable model costs underneath. AI-native companies are moving fastest here while incumbents bolt AI onto per-seat plans. Expect worse gross margins than classic SaaS, and expect to change your pricing more than once.

Go deeper, your way

4 hand-picked resources, 2 India-specific, 4 link-checked. Pick how you want to dig in.

📰 Newsletter
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Why we picked it The clearest statement of why per-seat pricing breaks when software does the work, with the support agent example (115 dollars per seat per month becomes a price per resolved ticket) and the variable cost problem underneath AI products.

AI Is Driving A Shift Towards Outcome-Based Pricing

From Andreessen Horowitz by Ivan Makarov, James da Costa and Bobby Pinero short read

Open a16z.com
📊 Report
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Why we picked it Survey data from 230 B2B software and AI companies, so you can see what your peers are actually charging rather than what conference talks claim. Notable findings: hybrid pricing is now dominant and AI products carry thinner margins than classic SaaS.

The state of B2B monetization in 2026

From Growth Unhinged by Kyle Poyar long read

Open growthunhinged.com

The same ground, at another level

How pricing and packaging reads from a different seat.

People also ask

I have no idea what to charge. How do I pick a first price? Find the right order of magnitude first and stop arguing about the exact number. Are you a ten dollar product, a hundred dollar product, a thousand... Breaking into GTM 3 resources → What is a value metric and why does everyone say it matters more than the number? A value metric is the thing you charge for: a seat, a thousand API calls, a gigabyte, a transaction, a resolved ticket. Patrick Campbell's line is ... Breaking into GTM 3 resources → How do I design tiers so buyers pick the right plan and grow into the next one? Good, better, best works for about two thirds of SaaS companies because it makes the choice easy, so start there unless you have a strong reason no... Doing the work 3 resources → How do I find out what customers will actually pay without just asking them? Asking "what would you pay" gets you a polite fiction, so use structured methods instead. Van Westendorp gives you a sensible range, Gabor-Granger ... Doing the work 3 resources → Should I price in rupees for India and dollars for everyone else? If you sell to Indian SMEs, price in rupees, include GST in the displayed number, and support UPI and domestic cards, because dollar pricing on a c... Leading a GTM team 3 resources → Buyers always ask for a discount. How much do I give, and how do I stop it eating my ARR? Assume discounting will happen and price for it rather than trying to hold an imaginary line. Jason Lemkin's practical version: mark list up so a s... Leading a GTM team 4 resources →

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