With regards to pricing: I think you may want to simplify that. In particular, from the perspective of an organization with 20 employees, there is no difference between an HR expenditure of $20 per month and $100 per month. $80 is rounding error on a single employee's overtime pay. (Seriously. Compare the cost of your system to, e.g., payroll systems.) However, you have <i>four</i> plans which attempt to make distinctions between non-distinct things.<p>Assuming you're in the right range on current pricing, I'd be thinking more along the lines of:<p>Free for 3<p>$20 for 10<p>$100 for 100<p>CALL for more<p>Now you only have to administer three options, and if you convert anybody with 20 employees you win much bigger.<p>Note the CALL option. There is an awful lot to be said for the CALL option in enterprise sales. Realistically speaking, price is not going to be what prevents your solution from being adopted at large corporations. However, and this might be a bit of a shocker for you, they might not deal with variable pricing that well. (It is easier to get my boss to sign off on 2 * $X,000 per year than to sign off on twelve payments which will average out to $X,000 per year. Think of how much extra work that makes for him in working the company bureaucracy. First he has to attach a projection. Then he has to document how he made the projection. Then he'll remember "Oh, shucks, if this ever materially changes I'm going to have to update the projection, but updating projections doesn't bring in my projects or get me my next promotion.")<p>Incidentally: you list a bunch of features, not benefits, on the front page. Nobody, not even HR drones, wakes up in the morning and says "You know what I want to do today? Create office holiday schedules!" Let me hum a few bars: decrease costs, increase compliance with company policies, reduce workplace conflicts stemming from miscommunication about leave.