What enterprise teams get from each lifetime tier

Look at the structure of the list before the figures. The tiers are counted in apps rather than people, so the number you are choosing is the number of separate builds your team can request over the lifetime of the purchase. Data, logins and payments come included in a build, so there is no separate line for those parts.

That shape suits a team whose headcount moves while its project list stays stable. Adding colleagues to a build does not change what you owe, because nothing is counted per person. What changes the tier you need is how many distinct web apps your team intends to have built and shipped from written briefs.

Procurement will want the tier count written into the approval note. State how many apps you expect to request, which of them are already specified, and which remain ideas. A tier is a fixed number of slots, so an accurate count of separate builds is the single figure that decides which line on the list applies to you.

Start from your build queue rather than from the size of your department. If your team has one internal tool in mind, the single app lifetime tier covers it. If you have a set of separate tools for different internal groups, count each one as its own build and let that total point you at three or ten.

The store is where every deal in this space is sold, so the same tiers you see on the site are the ones you buy through. That matters for procurement because it means one route to purchase and one set of terms to file, rather than several vendor relationships to track and renew.

A ten app tier is the natural fit when several departments each want their own tool and you want them handled under a single purchase. A three app tier suits a team with a defined shortlist and room for one addition. Choose the count you can describe in a sentence; if you cannot, you are guessing.

The review step is where timelines can move. A brief for a complex build does not proceed automatically; it is looked at first, and that look can change what ships or when. For an enterprise team with a launch date attached to a tool, that is the point to plan around rather than assume away.

The store carries its own rules, and those rules sit alongside the tier you buy. They govern the deal itself, so read them as part of your due diligence rather than after the purchase order is raised. Your legal or procurement reviewer should see them before signature, not after.

Slot accounting is the third thing to watch. A lifetime slot holds one app, so a broad request that turns into two tools consumes two slots. Teams that treat a tier as a general allowance rather than a count of builds tend to run out earlier than expected, which is a planning failure rather than a product one.

Compare the single app tier with the three app tier by asking what the second and third slots would hold. If you can name two further builds your team would genuinely request, the larger tier is doing real work. If the extra slots are speculative, the single tier keeps the commitment honest and leaves the decision open.

Compare three against ten using the same test, but include the departments outside your own. A ten app tier only makes sense when the demand is spread across groups that would otherwise buy separately. Under a single purchase, one owner holds the slots, so agree internally who decides which brief uses which slot.

Whichever pair you weigh, the differences are in the count and nothing else. Data, logins and payments arrive with each build, and review applies to complex briefs at every tier. So the comparison reduces to a count of builds against the price of the tier, which is the cleanest way to present it to a finance reviewer.