Pricing Localization: Brazil vs US — Strategies That Work and Expensive Mistakes to Avoid

The $4.7M Pricing Mistake

A US-based SaaS company launched in Brazil with what seemed like a smart strategy: take their $299/month Pro plan, convert to Brazilian Reais at exchange rate, and offer a "localized" price of R$1,650/month.

The product was excellent. Marketing worked. Sales conversations went well—until pricing came up. Conversion rate in Brazil: 2.1%. In the US: 12.3%. Nearly identical products, dramatically different results.

After six months of disappointing performance, they commissioned market research. The finding was brutal: their "localized" price point was accessible to less than 3% of their target market in Brazil. The other 97% weren't saying "your product isn't valuable"—they were saying "this price represents a fundamentally different economic reality than you understand."

The company's response: implement true pricing localization based on purchasing power parity, tax burden analysis, and willingness-to-pay research. New price: R$497/month (still $90 USD equivalent, not $299). Conversion rate jumped to 9.8%. Revenue in year two: $4.7M higher than year one trajectory would have predicted.

This story repeats constantly. International expansion is hard enough without self-inflicted pricing wounds. This article explains how to avoid them, backed by an interactive pricing simulator that models Brazil vs US pricing scenarios with real economic data.

Why Exchange Rate Conversion Fails

The instinct is understandable: take your US price, multiply by exchange rate, done. This approach fails because it ignores four critical factors that make a dollar worth something very different in São Paulo than in San Francisco.

Factor 1: Purchasing Power Parity (PPP)

A dollar doesn't buy the same amount of goods and services globally. PPP measures the relative cost of living between countries, revealing real economic capacity.

Example:

• US software engineer salary: $120,000/year
• Brazilian software engineer salary (similar role, company, experience): R$180,000/year (~$33,000 USD)

Simple exchange rate comparison suggests Brazilian engineers earn 27% of US counterparts. But that ignores cost differences:

• Rent (2BR apartment, good area): São Paulo R$3,500 ($640) vs San Francisco $3,400
• Groceries (monthly, single person): São Paulo R$1,200 ($220) vs San Francisco $550
• Healthcare: São Paulo (public system free, private R$800/$145) vs San Francisco $450+ after insurance

When accounting for purchasing power, that R$180,000 provides roughly 65% of the lifestyle that $120,000 provides in the US—not 27%. This is critical for pricing: you're not pricing for absolute income levels, you're pricing for available purchasing power after essential costs.

The World Bank calculates Brazil's PPP adjustment factor at approximately 2.3-2.5× relative to the US. A product priced at $100 in the US represents the same economic burden as R$575-625 in Brazil, not R$550 (current exchange rate conversion).

Factor 2: Tax Burden Differential

Brazilian taxation on software and digital services is substantially higher than most US states, directly affecting the price customers pay.

US (California, typical scenario):

• Software sale: $299
• Sales tax: ~9.5% = $28.40
• Total customer pays: $327.40
• Seller nets after tax: $299 (sales tax remitted separately)

Brazil:

• Software sale: R$1,650
• Taxes (varies by company structure, typical for SaaS):
  • ISS (service tax): 5% = R$82.50
  • PIS/COFINS (federal taxes): 3.65% = R$60.23
  • Income tax considerations (depends on receipt method)
• Total tax burden: ~8.65-15% depending on structure
• Customer perception is gross price

Key difference: US sales tax is psychologically separate ("added at checkout"). Brazilian taxes are typically built into stated price but reduce seller's net revenue. To net the same margin, Brazilian price must be higher than simple conversion suggests.

Additional complexity: international payments into Brazil via credit card trigger IOF (tax on foreign exchange operations) of 6.38%, further increasing effective cost for Brazilian buyers purchasing from foreign companies.

Factor 3: Willingness to Pay and Price Anchoring

Price perception is relative to market norms, competitor pricing, and category expectations. Brazil and US markets have established different reference points for software pricing.

B2B SaaS examples (monthly per-user pricing):

The pattern is consistent: Brazil market prices typically run 1.6-2.2× lower than US equivalents in USD terms, even for comparable functionality.

This isn't arbitrary—it reflects accumulated market learning about what price points drive adoption in each economy. Companies that ignore these reference points position themselves as "premium" by default, whether they intend to or not.

Factor 4: Payment Infrastructure and Risk

Payment processing costs and risks differ dramatically between markets:

US:

• Credit card processing: 2.9% + $0.30 typical
• Chargebacks: ~0.4% of transactions
• Failed payments: 3-5% of recurring charges
• Collections: Relatively effective for B2B

Brazil:

• Credit card processing: 3.5-5.5% (higher fraud risk)
• Local payment methods (Boleto, PIX) required for market coverage: 2-4% fees
• Failed payments: 8-12% of recurring charges (credit limit issues, fraud prevention)
• Chargebacks: ~1.2% of transactions
• Collections: Significantly more difficult, especially for small amounts

This infrastructure reality means acquiring a Brazilian customer costs more and carries higher risk than acquiring a US customer at the same price point. Pricing must account for these friction costs.

The Four Pricing Localization Strategies

Based on 50+ Brazil market entries we've supported, four distinct approaches emerge, each appropriate for different situations.

Strategy 1: PPP-Adjusted Pricing (Most Common)

Approach: Use purchasing power parity to set prices that represent equivalent economic burden across markets.

Formula: Brazil Price (BRL) = US Price (USD) × Exchange Rate × PPP Adjustment Factor Where PPP Adjustment Factor typically ranges from 0.35-0.50 for Brazil

Example:

• US price: $299/month
• Exchange rate: 5.50 BRL/USD
• PPP adjustment: 0.40
• Brazil price: $299 × 5.50 × 0.40 = R$658/month

When to use:

• Product has strong value proposition in both markets
• No cheaper local competitors
• Target customers are mid-market or enterprise
• You need good margins in both markets

Pros:

• Maintains relative affordability across markets
• Protects margins better than pure cost-plus
• Based on economic fundamentals, not arbitrary discounts

Cons:

• Still may be expensive versus local competitors
• Requires explaining why Brazil price differs from exchange rate conversion
• May leave money on table if you have strong differentiation

Real case: US project management tool, $79/user/month in US, launched at R$197/user/month in Brazil (0.45× PPP adjustment). Achieved 11% conversion rate in Brazil vs 13% in US—nearly equivalent performance.

Strategy 2: Competitive Parity Pricing

Approach: Match pricing of established local competitors or global competitors already operating in Brazil.

Process:

1. Identify 3-5 direct competitors active in Brazil
2. Analyze their pricing tiers and feature sets
3. Position slightly below (10-15%) if you're new, at parity if you have advantages
4. Adjust based on your differentiation

Example:

• Competitor A (Brazilian): R$199/month for similar features
• Competitor B (Global, localized): R$247/month
• Competitor C (Brazilian): R$179/month
• Your pricing decision: R$189/month (competitive while establishing presence)

When to use:

• Highly competitive category with established players
• Low switching costs
• Product differentiation is modest
• You need market share more than maximum margins initially

Pros:

• Immediately understandable positioning
• Reduces price objection friction
• Fast decision-making (less research needed)

Cons:

• May compress margins significantly
• If competitors are mispriced, you inherit their mistakes
• Doesn't account for your unique value proposition

Real case: US marketing automation platform entered Brazil where local competitors priced at R$800-1,200/month for similar capabilities. Rather than converting their $1,999 US price (which would suggest R$10,000+), they launched at R$997/month. Captured 6% market share in 18 months.

Strategy 3: Value-Metric Pricing

Approach: Price based on value delivered, using metrics that correlate with customer willingness to pay in each market, potentially using different metrics or thresholds per market.

Examples of value metrics:

• Usage-based: API calls, transactions processed, emails sent
• Outcome-based: Revenue generated, costs saved, conversions driven
• Capacity-based: Number of projects, customers, team members
• Hybrid: Base fee + usage component

Application: Instead of fixed per-user pricing that converts poorly, use metrics where the price scales with the customer's business success or usage intensity.

Example:

• US: $0.02 per email sent, minimum $400/month
• Brazil: $0.0085 per email sent, minimum R$497/month

Economic equivalence: Brazil customers at similar usage levels pay proportionally less in USD terms but the same relative to their revenue/budget.

When to use:

• Clear correlation between usage and customer value
• Customers have widely variable usage patterns
• You want to attract small customers and grow with them
• Your costs genuinely scale with usage

Pros:

• Aligns pricing with customer success
• Natural expansion revenue as customers grow
• Reduces price sensitivity for early/small users
• Can maintain better effective margins

Cons:

• More complex to communicate and forecast
• Billing infrastructure complexity
• Customers may optimize usage to reduce costs

Real case: US analytics platform charged $199/month + $0.003/event in US. In Brazil, offered R$297/month + R$0.0012/event. Small Brazilian companies paid $50-80 USD equivalent but could grow to $300+ as their business scaled. Customer acquisition cost was lower because initial barrier was smaller.

Strategy 4: Feature-Segmented Pricing

Approach: Offer different feature sets in different markets at different price points, explicitly creating Brazil-specific tiers.

Structure:

• US: Starter ($29), Pro ($79), Enterprise ($199)
• Brazil: Básico (R$67, fewer features than US Starter), Profissional (R$197, equivalent to US Pro), Empresarial (R$547, equivalent to US Enterprise)

The Brazil "Básico" tier might exclude features like:

• Advanced reporting
• API access
• Premium integrations
• White-label capabilities

These features matter more to US enterprise customers than Brazilian SMBs, allowing you to create an entry point that's affordable in Brazil while maintaining higher pricing for customers who need full capabilities.

When to use:

• Product has features that vary in value by market
• Significant development resource to maintain separate feature flags
• Large price gap would otherwise exist between markets
• You can clearly communicate feature differences

Pros:

• Maximizes addressable market in Brazil
• Maintains margin on higher tiers
• Natural upgrade path as companies grow
• Can claim market leadership in multiple segments

Cons:

• Product complexity managing feature sets
• Risk of US customers demanding cheaper Brazil pricing
• Support complexity with different feature matrices
• May cannibalize higher tiers in Brazil

Real case: US design tool with $99 Pro tier and $299 Enterprise tier. Created Brazil-specific R$147 "Criador" tier with core features (single-user, limited exports, no API) that didn't exist in US. This tier drove 67% of Brazil signups, with 23% upgrading to higher tiers within 6 months.

Building Your Pricing Model: A Framework

Regardless of which strategy you choose, systematic analysis beats intuition. Here's the framework:

Step 1: Establish Your Baseline Economics

Calculate your unit economics in the US:

• Customer acquisition cost (CAC)
• Gross margin after hosting/delivery costs
• LTV (lifetime value)
• LTV:CAC ratio
• Payback period

Target: Maintain unit economics within 20% of US performance in Brazil. If Brazil LTV:CAC is below 2.5× and US is 3.5×, pricing needs adjustment.

Step 2: Research Brazil Competitive Set

Identify:

• 5-7 direct competitors (local and international)
• Their pricing (full tiers)
• Their positioning (premium vs value)
• Their apparent market share (web traffic, LinkedIn employee count growth, press mentions)
• Customer reviews mentioning pricing

Build a pricing ladder showing where you'd fit at different price points.

Step 3: Calculate PPP-Adjusted Price Ranges

Using current PPP data (World Bank, OECD):

• Upper bound: US price × exchange rate × 0.50 (aggressive PPP adjustment)
• Middle range: US price × exchange rate × 0.40 (moderate PPP adjustment)
• Lower bound: US price × exchange rate × 0.30 (conservative PPP adjustment)

Example for $199 US price:

• Upper: R$548 (allows 0.50× adjustment)
• Middle: R$438 (0.40× adjustment)
• Lower: R$329 (0.30× adjustment)

Step 4: Model Multiple Scenarios

Use the interactive pricing simulator to model:

Scenario A: PPP-adjusted (0.40 factor)

• Price point
• Expected conversion rate (based on willingness to pay research)
• Customer volume projection
• Revenue and margin

Scenario B: Competitive parity

• Price point matching competitor median
• Expected conversion rate (higher due to competitive pricing)
• Customer volume projection
• Revenue and margin

Scenario C: Value-metric hybrid

• Base + usage pricing structure
• Distribution of customers across usage tiers
• Blended ARPU (average revenue per user)
• Revenue and margin

Compare scenarios on:

• Total revenue potential (year 1, year 3)
• Gross margin percentages
• Customer acquisition efficiency
• Market positioning

Step 5: Test Willingness to Pay

Before committing, validate assumptions:

Survey approach (100-200 target customers):

• Van Westendorp price sensitivity meter questions
• Preference ranking of price/feature combinations
• Comparison to current solution costs

Landing page test:

• Create pricing page variants
• Drive traffic via ads (500-1000 visitors per variant)
• Measure clickthrough to signup at different price points
• Don't collect payment yet—measure interest level

Sales conversation approach:

• Present pricing in initial sales calls (20-30 conversations)
• Track conversion rate by price point
• Note objections and competitive comparisons

Target: Validate that your preferred price point achieves conversion rates within 20-30% of US performance. If Brazil converts at 5% while US converts at 14%, pricing needs reconsideration.

Step 6: Account for Hidden Costs

Brazil-specific costs that affect net revenue:

Payment processing:

• Credit card: 4.5% average (vs 2.9% US)
• Boleto bancário: R$3.50 per transaction + 2.5%
• PIX: 0.8-1.5%
• International card with IOF: +6.38%

Failed payment recovery:

• Higher retry failure rates mean 10-15% revenue leakage
• Collections services cost 15-25% of recovered amount

Tax and compliance:

• Fiscal note (nota fiscal) generation service: R$0.40-1.20 per invoice
• Accounting for Brazilian tax structure: +$200-500/month operational cost
• Legal entity setup and maintenance: $8,000-15,000 annually

Customer support:

• Portuguese support requirement
• Brazilian business hours coverage
• Higher contact rates for payment issues

Add 15-20% to customer acquisition cost for Brazil vs US to account for these factors.

The Tax Structure Reality

Understanding Brazilian taxation is critical for accurate margin calculations. The tax burden varies significantly based on your legal structure:

Option 1: Offshore Entity (No Brazil Presence)

Structure: US/foreign company selling directly to Brazilian customers

Customer perspective:

• Pays in USD or BRL via international processor
• Subject to IOF (6.38%) on international credit card transactions
• No Brazilian fiscal note (nota fiscal) provided
• May face corporate purchasing restrictions (many Brazilian companies require nota fiscal)

Seller perspective:

• No Brazilian tax obligations on income
• Higher payment processing costs
• Limited to customers who can purchase internationally
• Excludes ~60% of B2B market that requires fiscal notes

Best for: B2C or SMB sales where nota fiscal isn't required, initial market testing.

Option 2: Brazilian Subsidiary (Simples Nacional)

Structure: Small Brazilian entity under simplified tax regime

Taxes: (combined rate varies by revenue and activity, typically 6-15.5% for services)

• Includes: IRPJ, CSLL, PIS, COFINS, ISS combined
• Revenue limit: R$4.8M annually (~$870K USD)

Seller perspective:

• Can issue fiscal notes
• Access to full B2B market
• Simpler compliance than full regime
• Professional appearance to Brazilian customers

Best for: Revenue under $800K/year in Brazil, primarily B2B sales, want to test market seriously.

Option 3: Brazilian Subsidiary (Lucro Presumido)

Structure: Medium Brazilian entity with presumed profit taxation

Taxes: (combined typically 13.33-16.33% of gross revenue for services)

• IRPJ: 15% on 32% of revenue = 4.8%
• CSLL: 9% on 32% of revenue = 2.88%
• PIS: 0.65%
• COFINS: 3%
• ISS: 2-5% (varies by municipality)

Seller perspective:

• Suitable for revenue R$4.8M - R$78M annually
• More accounting complexity
• Can issue fiscal notes
• Standard structure for established SaaS companies

Best for: Revenue $870K-$14M/year in Brazil, established market presence.

Real Impact Example

Scenario: SaaS company with R$500,000 ($91,000) annual Brazil revenue

Offshore structure:

• Customer pays: R$500,000 + IOF complications
• Processor fees (5%): R$25,000
• Your net: R$475,000 ($86,400)
• Market access: 40% of potential customers (no nota fiscal)

Simples Nacional:

• Customer pays: R$500,000
• Taxes (8% effective for this revenue level): R$40,000
• Processor fees (4%): R$20,000
• Fiscal note service: R$2,400
• Your net: R$437,600 ($79,600)
• Market access: 100% of potential customers

The Simples structure reduces net revenue by 8% but doubles addressable market. Total revenue potential is significantly higher despite lower margins.

Common Pricing Mistakes and How to Avoid Them

Mistake 1: One Price Fits All

The error: Launch with same USD price globally, convert to local currency at checkout.

Why it fails: Ignores purchasing power, creates sticker shock, positions you as "premium" by default in emerging markets.

Fix: Implement true pricing localization with PPP adjustments. Use the pricing simulator to model impact.

Mistake 2: Race to Bottom

The error: See local competitors at R$99/month, panic, drop your price to R$79/month despite your solution being superior.

Why it fails: Competes on price rather than value, destroys margins, attracts wrong customers, unsustainable.

Fix: Price at 20-30% premium to local competitors if you have genuine differentiation. Win on value, not lowest price. Brazilian customers will pay more for better solutions—but not 5× more.

Mistake 3: Ignoring Payment Preferences

The error: Only accept international credit cards, miss the 60% of Brazilian B2B market that requires Boleto or PIX.

Why it fails: Payment method is a conversion blocker. Many Brazilian companies have policies requiring local payment methods for audit/compliance.

Fix: Integrate Brazilian payment processor supporting credit card, Boleto bancário, and PIX. Cost is 2-3% of revenue—worth it for 2× larger addressable market.

Mistake 4: Annual-Only Billing

The error: Offer only annual contracts in Brazil because that's what works in US enterprise sales.

Why it fails: Brazilian companies (especially SMBs) have cash flow constraints and economic uncertainty that make annual commitments difficult. Currency volatility makes long-term USD commitments risky.

Fix: Offer monthly billing in BRL as default, annual as option with 15-20% discount. Optimize for customer acquisition volume, not maximum contract value.

Mistake 5: Static Pricing in Volatile Currency

The error: Set Brazil prices in BRL, never adjust despite 15-20% annual currency fluctuations.

Why it fails: If Real weakens 20% against dollar, your USD-equivalent revenue drops 20%. Margins evaporate if costs are in USD.

Fix: Implement annual price adjustments tied to inflation + currency movements, or price in USD with BRL estimation (customer pays in BRL at current exchange rate). Communicate policy clearly.

Mistake 6: No Upgrade Path

The error: Entry tier too limited, forcing massive price jump to next tier (R$197 → R$897).

Why it fails: Customers stuck at entry tier churn rather than upgrade. Large price jumps create psychological resistance.

Fix: Create 3-4 tiers with 2-2.5× price jumps between tiers. Ensure smooth upgrade path as customer needs grow.

The Pricing Simulator: Model Your Strategy

Rather than making pricing decisions based on intuition, use data. Our interactive Pricing Localization Simulator models:

PPP Calculations:

• Automatic PPP adjustments based on current World Bank data
• Customize adjustment factors for your risk tolerance
• Compare purchasing power equivalence across price points

Tax Impact Analysis:

• Model different Brazilian legal structures
• Calculate net revenue after taxes for each structure
• Compare with offshore revenue scenarios

Competitive Positioning:

• Plot your pricing against competitor landscape
• Visualize where you sit on price/value matrix
• Identify white space opportunities

Revenue Projections:

• Model different price points
• Apply conversion rate assumptions
• Calculate revenue, margin, and customer volume scenarios
• Compare scenarios side-by-side

Elasticity Modeling:

• Estimate conversion impact of price changes
• Find revenue-maximizing price point
• Balance volume vs margin optimization

The simulator uses real economic data, updated quarterly, and produces downloadable reports for stakeholder presentations.

Real-World Case Studies

Case 1: Enterprise SaaS Platform

Challenge: $2,400/month US pricing, attempted Brazil launch at R$13,200/month. Zero conversions after 4 months.

Solution:

• Implemented PPP-adjusted pricing at R$5,280/month (0.40 factor)
• Created Brazil-specific "Scale" tier at R$2,970/month with slight feature restrictions
• Added monthly billing option (US was annual-only)
• Integrated Boleto and PIX payments

Results:

• 8 customers in next 6 months at blended R$4,200 ARPU
• Year 2: 34 customers at R$4,600 ARPU
• Conversion rate: 7.2% (vs US 11.3%, acceptable given market differences)

Case 2: Vertical SaaS for Restaurants

Challenge: $79/location/month in US. Brazilian restaurant margins much thinner than US, local competitor at R$149/month.

Solution:

• Launched at R$167/month (matching value proposition, slight premium to local player)
• Used value metric: added R$0.18 per online order processed through platform
• Positioned as "premium but worth it" with better reliability and features

Results:

• 127 customers in year 1 (smaller restaurants on base plan, larger on base + significant transaction revenue)
• Blended ARPU: R$284/month
• Higher than initially modeled, driven by transaction volume upselling

Case 3: Developer Tools

Challenge: Usage-based pricing in US ($0.05/API call). How to localize usage-based model?

Solution:

• Kept usage-based structure (familiar to developers)
• Adjusted rate to R$0.021/API call (equivalent PPP-adjusted cost)
• Added Brazil-specific free tier: 50,000 calls/month (vs US 10,000) to reduce entry friction
• Hypothesis: Lower individual purchasing power means higher free tier needed for trial conversion

Results:

• Free tier drove 3.2× higher trial signups in Brazil vs US (as % of landing page traffic)
• Conversion free → paid: 11% Brazil vs 18% US (lower, but strong in absolute terms)
• Paid user ARPU: $67 USD equivalent (vs $118 in US)
• Brazil became 23% of global revenue within 18 months

Action Plan: Implementing Your Pricing Strategy

Phase 1: Research (Weeks 1-3)

Week 1: Competitive analysis

• Identify 7-10 competitors active in Brazil
• Document their pricing (all tiers)
• Analyze their positioning and messaging
• Estimate their market share and growth

Week 2: Economic modeling

• Use pricing simulator to model PPP scenarios
• Calculate tax impact under different structures
• Project revenue at different price points
• Identify break-even pricing floors

Week 3: Willingness to pay research

• Survey 100-150 target customers
• Test 3-4 price points via landing pages
• Conduct 15-20 sales conversations
• Validate conversion rate assumptions

Phase 2: Strategy Selection (Week 4)

Based on research, choose your approach:

• PPP-adjusted if no strong local competitors
• Competitive parity if crowded market
• Value-metric if usage correlates with willingness to pay
• Feature-segmented if large feature set with varying importance

Document:

• Chosen price points for each tier
• Rationale and supporting data
• Expected unit economics
• Go/no-go metrics for evaluation

Phase 3: Implementation (Weeks 5-8)

Week 5-6: Technical setup

• Configure pricing in billing system
• Integrate Brazilian payment processors
• Set up tax calculation and fiscal note generation
• Create Brazil-specific pricing pages

Week 7: Legal/financial structure

• Decide on legal entity structure
• If creating Brazilian entity, begin formation process
• Set up local banking for BRL operations
• Configure accounting for Brazilian tax compliance

Week 8: Launch preparation

• Train sales team on pricing and positioning
• Prepare FAQ for common pricing objections
• Create pricing comparison tools for prospects
• Finalize marketing messaging around value proposition

Phase 4: Launch & Iteration (Month 3+)

Month 3: Soft launch

• Launch to small audience (ads, outbound to 200-300 prospects)
• Collect conversion data
• Track objections and feedback
• Monitor versus projections

Month 4: Analyze and adjust

• Calculate actual conversion rates by tier
• Compare to US performance and projections
• Identify systematic objections or friction points
• Make pricing adjustments if needed (don't be afraid to iterate)

Month 5+: Scale

• If unit economics validate strategy, increase marketing spend
• Optimize messaging around successful value propositions
• Begin upgrade/expansion motion with existing customers
• Lock in annual contracts with discount offers

Ongoing:

• Review pricing quarterly
• Adjust for currency fluctuations and inflation
• Monitor competitive moves
• Test price increases with cohorts

The Strategic Reality

Pricing localization isn't a one-time decision—it's strategic capability. Companies that master international pricing:

• Enter new markets faster (less analysis paralysis)
• Achieve higher conversion rates (price matches willingness to pay)
• Build sustainable unit economics (margins preserved across markets)
• Capture more market share (appropriate positioning)
• Learn what drives value perception globally

Brazil represents a $2 trillion economy with 215 million people. The SaaS market is growing 25-30% annually. But entering with US-centric pricing wastes this opportunity.

The Pricing Localization Simulator gives you the data to make confident decisions. It won't make the strategy choice for you, but it will show you—with real economic data and tax calculations—what each approach means for your revenue and margins.

The question isn't whether to localize pricing for Brazil. Your successful competitors already have. The question is: will you use a systematic, data-driven approach, or rely on guesswork?

Model your Brazil pricing strategy →