The hard decision in pricing is not the figure, it is the unit. This one is billed per workspace rather than per seat, with no lock-in and no charge per post, against five quotas of which exactly one is soft. There is no free plan, and a workspace that stops paying goes read only rather than losing anything.
The question is not how much, it is per what
When somebody sits down to price a tool, the conversation goes straight to the figure. That is the easy part: look at what everybody else charges, pick a spot on the scale, argue about it for an afternoon. The decision that actually shapes the product for years is a different one, and it comes first: what unit are you charging for.
Every possible unit is a sentence about the kind of customer you want. Charging per post taxes the exact thing the tool exists to do, and ends with people working out whether a story is worth it. Charging per brand makes customers tidy brands away, which is work that produces nothing. Charging per user puts a toll on letting one more person in, and that one more person is usually precisely who should be looking.
We picked the whole workspace. The limits belong to the workspace and not to the people inside it, and everything downstream, the ladder, the quotas and what happens when somebody stops paying, follows from that choice. If you are pricing up a whole operation rather than one tool, the social media stack cost adds the set up instead of each piece on its own.
Why there is no per seat charge
Per seat pricing has impeccable commercial logic and a side effect you see at six months: people stop handing out access. The junior works from somebody else's login, whoever handles the invoicing never signs in, and the read only role, which exists precisely to limit the damage anybody can do, turns into a budget decision.
That struck us as a bad deal even from our side. A product several people use sticks around; a product used through a shared password gets cancelled the day that person leaves. So adding a teammate does not move the invoice, and roles get handed out for what each person has to do rather than for what each person costs. In an agency workspace that includes the portal accounts clients sign into to see their own work.
There is an honest trade-off and it is worth naming: if we do not grow with a customer's headcount, the ladder has to rest on something else. It rests on the quotas, which is the part to read slowly, and seats and quotas sets them out one by one.
Five quotas, and only one of them is soft
A plan is exactly five numbers. There is no hidden sixth.
| Quota | What it limits | At the ceiling |
|---|---|---|
| Members | People inside the workspace | No one else gets in |
| Storage | What files and media take up | Nothing new uploads |
| Social accounts | Profiles connected for publishing | No further connection |
| Ad accounts | Advertising accounts linked in | No further link |
| Automation contacts | People the automatic DM writes to | It keeps sending, the excess is billed |
Brands are not on that list and it is the most common misreading. A brand does not consume a quota of its own: it consumes connected accounts, because every brand uses at least one. Ten accounts contracted and none connected leaves room for ten brands; nine of them on a single brand leaves room for one more. More brands means more accounts, not another line on the invoice.
The fifth quota is the only soft one, and its ceiling exists only on the entry rung of each profile: above that rung there is no limit at all. Where a ceiling does exist, nothing is refused when you reach it. The automation keeps sending and the excess turns up as a line on that month's invoice, billed per contact. The reasoning behind that, which is more interesting than the rule, is in why we do not charge per contact.
The number you see is the number you pay
Prices carry VAT, the value added tax charged in Spain, inside them. That is not a layout detail: it means the figure on the card is the figure that leaves the bank, with no 21 % surprise in the last step of checkout. A business invoicing from Madrid sees that tax broken out on its invoice and deducts it like any other cost; a business invoicing from outside sees the same number with no such tax on top.
The alternative, advertising the clean figure and adding tax afterwards, makes a price look lower than it is right up to the second it stops looking that way. It costs us something in a side by side table, and we keep it anyway.
Three audiences, three ladders
There is no single ladder with features switched off. There are three, one per profile, because the three ways of working have almost nothing in common.
- A creator runs their own brands and has no clients at all: that ladder grows in connected accounts and volume, not in paperwork.
- A company runs its own marketing with a team inside it, so what it needs is tasks, chat and an internal approval before anything goes out.
- An agency works for third parties, and only there do the client portal, the monthly report, quotes, contracts and invoices with your own numbering series make any sense.
The profile is chosen at sign-up and can be changed later, so it is not a door that closes behind you. Inside each ladder, the ads module arrives on the second rung, and a handful of modules sit in no plan row at all: they are switched on over a plan or bought as an add-on, which is how you avoid charging everybody for something a minority uses. How much of all this you pass on to your own clients is a separate conversation, and it is in what to charge for social media management.
Everything in this article happens in one place in GoFeed.
Try it freeNo free plan, and this is what happens if you stop paying
Every connected account costs money every month whether it is used or not, so a permanent free tier would be a fixed cost paid for by the people who do pay. The trial runs fourteen days on the entry plan of your profile, with the card taken at sign-up and nothing charged until day 15, and it can be cancelled before then at no cost.
When a trial or a subscription ends unpaid the workspace locks, and what that lock actually is matters more than the word. It is read only: you sign in, you look at everything that was there, and you write nothing, except on the subscription screen and in support. There is no wall that throws you out, because somebody ejected from their own account cannot even see what they are losing.
Two concrete things do happen at the moment of the lock. Posts that were scheduled get cancelled, so nothing goes out in the name of a workspace that is no longer paying, and the connected social accounts are released. From there you have fourteen days, with emailed warnings before they run out, after which the Drive files and the media library are deleted. Everything else stays: invoices, briefs, tasks, chat, inbox, reports and your branding. Sign up again and the workspace opens exactly as it was, except for the social accounts, which have to be reconnected.
What we do not charge for
There is no minimum term, no charge for publishing, no charge for approving, no charge for connecting one more of the networks you contracted and no charge for a report. The only line that can appear above your plan is those automation contacts, and only on the rung where a ceiling exists at all.
Which leaves the obvious question: why does an article about pricing carry no figure. Because the plans in this product are not written into the code. They are rows in a catalogue, edited from a console, and the pricing page reads that catalogue live, so it is always telling the truth. A number copied into an article here would be true on the day it was written and wrong from some Tuesday onwards with nobody noticing. The current figures, with the five quotas of every rung, are where they belong, on the pricing page.