Turn your software idea into a one-page plan covering your ideal customer, pricing tiers, acquisition motion and the metrics investors and co-founders ask about.
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Software has near-zero marginal cost, so a SaaS plan is really a plan about distribution, retention and pricing — not about the product feature list.
"Small businesses" is not a segment. Name the role, company size and the workflow you replace, and every other decision gets easier.
Per-seat, usage-based or flat tiers change who buys and how you sell. Pick a value metric that grows with the customer's success.
Churn quietly cancels acquisition. Your plan should state who is expected to stay, why, and what the onboarding moment of value is.
Founder-led sales, content and search, marketplaces or product-led signup each demand different work. Choose one to prove before adding others.
Infrastructure, third-party APIs, support and engineering time are the real cost base. Keep them visible next to your price points.
The problem, the workflow you replace and the wedge you start with.
Role, company size, industry and the trigger that makes them look for a tool.
The outcome — hours saved, revenue recovered, risk removed — stated concretely.
Subscription tiers, seats, usage, annual contracts or a freemium entry point.
Entry price, expansion path and the value metric your pricing keys off.
Incumbents, spreadsheets and the do-nothing option customers currently use.
The first channel: outbound, SEO and content, communities, partners or self-serve signup.
Hosting, APIs, engineering, support and paid acquisition.
First ten customers, activation milestones and what to build after the wedge.
Describe your business idea
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