A competitor price tracker for the analysis most teams do once in a spreadsheet and never update. Log each rival's tiers, prices and included features in one place, and the comparison shows where you actually sit — not where you assume you sit. Useful before a pricing change, and more useful six months afterwards.
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Competitor Price TrackerLive
This tool is built for a wider screen — scroll sideways inside the frame, or turn your device.
How to use it
Four steps to a result
Add your competitors
List the products a customer genuinely evaluates against yours. Include the cheap alternative and the incumbent everyone already pays for — both shape the decision.
Enter their tiers and prices
Record each tier's name, monthly and annual price, and the limits that trigger an upgrade. Note anything hidden behind "Contact us".
Log the included features
Prices alone mislead. What matters is price per unit of value: seats, volume, support level. Record what each tier actually includes.
Compare and position
Read the comparison to see whether you are the premium, the mid-market or the budget option — then check that is the position you intended to hold.
Questions
Frequently asked questions
Quarterly is enough for most markets, with an extra check before you change your own prices or launch a tier. Weekly monitoring only pays off in genuinely volatile categories like retail or travel; in B2B software, pricing pages change a few times a year at most.
Usually not. Competing on price invites a race you win only by being the cheapest operator, and it attracts the customers most likely to churn. Competing on a clearly different value proposition is more durable — and if you are the cheapest, be cheapest on purpose, not by accident.
The upgrade trigger and what it costs to cross it, the annual discount, setup or onboarding fees, overage rates, support tiers and contract minimums. A product with a lower sticker price and aggressive overage charges is often the more expensive one in practice.
Reading published prices on a public pricing page is ordinary competitive research. What is not acceptable is coordinating prices with competitors — that is price fixing and it is illegal in most jurisdictions. Observe independently, decide independently.
Normalise to a customer scenario rather than comparing tier names. Model a concrete case — ten users, 50,000 API calls a month — and calculate what each product charges for it. Tier labels like Pro and Business mean nothing across vendors; the cost of a realistic workload means everything.
Keep going
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