"SaaS Metrics, how does to leverage the subscription economy?" by Patrick Campbell, CEO at Price...
Transcript of "SaaS Metrics, how does to leverage the subscription economy?" by Patrick Campbell, CEO at Price...
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How Growth is Changing The Family - Berlin 2017
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We live in a world where acquisition, as we know it,
is dead.
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Who in the world are you?
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ProfitWell
SaaS pricing software and tech enabled
services
Free financial metrics for subscription
businesses
Price Intelligently
Happy customers big and small
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We’ve seen inside more software companies than anyone else on the
planet.
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The market is saturated, and unit economics just aren’t
what they used to be…
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Competition is now rampant.
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Q: How many competitors did you have in your first year of business?
A: Companies started more than a year ago had far fewer competitors in their space than companies started today.
N = 1432 software founders and executives
Aver
age
# o
f Com
petit
ors i
n th
eir f
irst
year
of b
usin
ess
0
3
5
8
10
5 years old 3 years old 1 year old
9.7
4.82.6
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Q: How many competitors do you have now?
A: Older companies increased competition over time, likely due to attracting new entrants, as well as decreased barrier to entry
N = 1432 software founders and executives
Curr
ent A
vera
ge N
umbe
r of C
ompe
titor
s
0
3
7
10
13
5 years old 3 years old 1 year old
10.2511.7512.15
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The relative value of features is declining. All software is going to $0.
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N = Varies by line, but minimum of 10,000 customer respondents per line
WTP
as %
of W
TP 4
Yea
rs A
go
0%
30%
60%
90%
120%
4 Years Ago 3 Years Ago 2 Years Ago 1 Year Ago Today
Core Features Single Sign On Integrations Analytics
Q: How has software willingness to pay (WTP) evolved over time?
A: Software willingness to pay has declined significantly over the past few years due to increased options and higher demands.
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CAC is steadily increasing over time.
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Q: How has customer acquisition cost (CAC) evolved over time?
A: Customer acquisition cost has increased significantly over the years due to market saturation of marketing vying for consumer attention.
Blen
ded
CAC
as %
of b
lend
ed C
AC 4
Ye
ars A
go
-15%
0%
15%
30%
45%
60%
4 Years Ago 3 Years Ago 2 Years Ago 1 Year Ago Today
B2B B2C
N = 437 companies per line
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We make matters worse by focusing on the wrong fundamentals.
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Q: Which pillar of your business is the most important to your growth?
A: Founders and software executives overwhelmingly put their support behind acquisition based growth.
N = 1432 software founders and executives
% o
f tot
al re
spon
dent
s
0%
25%
50%
75%
100%
More logos Making more money per customer Keeping customers around longer
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There are clear winners and losers in this environment.
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Q: What was the growth focus of companies that died in the past couple of years?
A: Of 90 companies that died in the past 3 years, the majority of them were focused on acquisition based growth.
N = 90 companies that went out of business or were fire sold in the past 36 months
% o
f Com
pani
es
0%
25%
50%
75%
100%
Less than $10M ARR $10.01M to $25M ARR $25.01M+ ARR
Primarily Acquisition Growth Balanced Growth
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Q: How does growth compare between acquisition based companies and their balanced counterparts?
A: Acquisition based growth companies grow at a smaller rate than those with a balanced growth approach (growth from all three pillars of growth).
N = Minimum of 512 companies per segment pulled from the middle 2/3 of companies in terms of growth rate. This, along with a dampening model was used to control for outlier spikes in growth rate.
YoY
Gro
wth
Rat
e
0%
14%
28%
41%
55%
2012 2013 2014 2015
Primarily Acquisition Growth Balanced Growth
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Q: If we improve each area of a software business equally, what’s the relative impact on revenue?
A: Monetization and retention based growth far outpaces acquisition based growth.
% im
pact
on
reve
nue
0%
2%
5%
7%
9%
12%
14%
Acquisition Monetization Retention
3.32%
N = Data from 734 software companies
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Q: If we improve each area of a software business equally, what’s the relative impact on revenue?
A: Monetization and retention based growth far outpaces acquisition based growth.
% im
pact
on
reve
nue
0%
2%
5%
7%
9%
12%
14%
Acquisition Monetization Retention
6.71%3.32%
N = Data from 734 software companies
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Q: If we improve each area of a software business equally, what’s the relative impact on revenue?
A: Monetization and retention based growth far outpaces acquisition based growth.
% im
pact
on
reve
nue
0%
2%
5%
7%
9%
12%
14%
Acquisition Monetization Retention
6.71%
12.7%
3.32%
N = Data from 734 software companies
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Q: If we improve each area of a software business equally, what’s the relative impact on revenue?
A: Monetization and retention based growth far outpaces acquisition based growth.
% im
pact
on
reve
nue
0%
3%
6%
9%
12%
15%
18%
Acquisition Monetization Retention
9.32%
15.89%
2.35%6.71%
12.7%
3.32%
2008 - 2012 2013 - 2016
N = Data from 734 software companies
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The root cause is we don’t know our buyers.
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Q: What are quantified buyer personas?
A: Quantified buyer personas are data driven profiles of the customers you’re targeting or choosing to ignore.
Table Stakes Tony • Valued features: • SFDC Integration • Chrome extension
• Least valued features • Analytics • API access
• WTP = ~$10/month • CAC = ~$22 • LTV: $160
Advanced Arnie • Valued features: • Analytics • API Access
• Least valued features • Chrome extension • Premium support
• WTP = ~$25/month • CAC = ~$56 • LTV: $325
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Q: Which single category describes your buyer personas internally?
A: When asked, SaaS founders and executives indicated that their company’s buyer personas weren’t well defined or centralized.
% o
f res
pond
ents
0%
20%
40%
60%
80%
100%
Thought about them Central document Quantified buyer personas
6.6%36.6%
56.8%
N = 1,647 SaaS Founders and Executives
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Q: How many customer development conversations (non-sales) are you having per month?
A: SaaS founders and executives indicated that their companies are primarily only talking to less than 10 customers in a cust dev capacity per month.
% o
f res
pond
ents
0%
20%
40%
60%
80%
100%
10 or less 11 to 25 26 to 50 51+
3.9%10.1%17.7%
68.3%
N = 1,647 SaaS Founders and Executives
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Q: How many experiments are you running per month (including marketing experiments)?
A: SaaS founders and executives indicated that their companies are overwhelmingly running less than 10 experiments per month.
% o
f res
pond
ents
0%
20%
40%
60%
80%
100%
0 1 to 3 4 to 10 11+
2.7%12.1%37.8%47.8%
N = 1,647 SaaS Founders and Executives
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The is should be scary.
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Point of Conversion
Offer Product #1
Justify price #1 Offer Product #1
Justify price #1
Offer Product #1
Justify price #1
Drive Customer #1 Drive Customer #2 Drive Customer #3
Buyers are the central tenet of your business
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Too many of us build first, and find our true customer later. That doesn’t work.
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How do we quantify our buyer personas?
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Let’s walk through an example….
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ProfitWell: Eating our own dog food
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“Ohhh…you’re like…”
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Stop building. Start talking.
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For the love of God. Talk to your customer.
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Cool? Awesome - here’s how to do that.
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Q: How do we collect the right data to quantify our buyer personas and set our pricing up correctly?
A: The data collection isn’t rocket science at a high level, but the devil, as per usual, is in the details.
1
2
3
Buyer Personas and Design
1
Data Collection And Segmentation
2
Data Consolidation And Analysis
3
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Startup Steve • Valued features: • •
• Least valued features • •
• WTP = ~$X/month • CAC = ~$XX • LTV: $XXX
Miderprise Marty • Valued features: • •
• Least valued features • •
• WTP = ~$X/month • CAC = ~$XX • LTV: $XXX
Customer development process
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Details: What’s our experimental design look like?
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Our Experimental design - the details• We want to focus on a core research question and then expand out utilizing three types of data:
• Demographic data
• Feature value/relative preference data
• Pricing data1
2
3Your Customer Development Toolkit
Price Sensitivity Analysis Proven model for gauging customer’s willingness to pay and price sensitivity
Experimental Design Properly segmenting and breaking down the data.
Relative Preference AnalysisStatistical methodology to measure preferences for features, intention, and value propositions
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What do people value?
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Q: Why do traditional survey collection methods fail?
A: We’re bad at collecting the right data, because we don’t focus enough on forcing decisions or asking the right questions.
1
2
3
“Please rank the following features on a scale from 1 to 10”
Depth of your metrics
Beautiful Design
Actionability from your metrics
Accuracy of your metrics
0 0.25 0.5 0.75 1
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Q: How should we ask a preference or value questions?
A: Utilize a methodology that forces the respondent to make a decision. We believe that the Max Diff methodology gets you the best bang for your buck.
1
2
3
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Q: What type of feedback will you get with max diff?
A: When utilizing Max Diff, you get both rank order and magnitude, which allows you to save yourself from costly false positives on preferences.
1
2
3
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Q: What type of feedback will you get with max diff?
A: When utilizing Max Diff, you get both rank order and magnitude, which allows you to save yourself from costly false positives on preferences.
1
2
3
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Q: What type of feedback will you get with max diff?
A: When utilizing Max Diff, you get both rank order and magnitude, which allows you to save yourself from costly false positives on preferences.
1
2
3
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Startup Steve • Valued features: • Price • Design
• Least valued features • Actionability • Depth
• WTP = ~$X/month • CAC = ~$XX • LTV: $XXX
Miderprise Marty • Valued features: • Accuracy • Uptime
• Least valued features • Price • Design
• WTP = ~$X/month • CAC = ~$XX • LTV: $XXX
Customer development process
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How much are people willing to pay?
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Our Experimental design - the details• We want to focus on a core research question and then expand out utilizing three types of data:
• Demographic data
• Feature value/relative preference data
• Pricing data1
2
3Your Customer Development Toolkit
Price Sensitivity Analysis Proven model for gauging customer’s willingness to pay and price sensitivity
Experimental Design Properly segmenting and breaking down the data.
Relative Preference AnalysisStatistical methodology to measure preferences for features, intention, and value propositions
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Core pricing questions - taking advantage of human psychology• Human beings think about value as a spectrum. We can take advantage of this phenomenon by asking
pricing questions in a ranged manner:
• At what (monthly) price point does [PRODUCT] become too expensive that you’d never consider purchasing it?
• At what (monthly) price point does [PRODUCT] start to become expensive, but you’d still consider purchasing it?
• At what (monthly) price point does [PRODUCT] a really good deal?
• At what (monthly) price point does [PRODUCT] too cheap that you question the quality of it?
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Q: Why is asking in ranges the most effective way to ask pricing questions?
A: Ranged questions allow your to get the best answers from respondents, but also ensure you’re able to properly segment and measure elasticity.
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Q: Why is asking in ranges the most effective way to ask pricing questions?
A: Ranged questions allow your to get the best answers from respondents, but also ensure you’re able to properly segment and measure elasticity.
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WTP for a SaaS Metrics SolutionW
TP
$0
$75
$150
$225
$300
Size of Company (MRR)
$0 - $50k $51k - $100k $101k - $250k $251k - $500k $501k+
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Startup Steve • Valued features: • Price • Design
• Least valued features • Actionability • Depth
• WTP = ~$50/month • CAC = ~$XX • LTV: $XXX
Miderprise Marty • Valued features: • Accuracy • Uptime
• Least valued features • Price • Design
• WTP = ~$150-200/month • CAC = ~$XX • LTV: $XXX
Customer development process
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Startup Steve • Valued features: • Price • Design
• Least valued features • Actionability • Depth
• WTP = ~$50/month • CAC = ~$500-$600 • LTV: $600
Miderprise Marty • Valued features: • Accuracy • Uptime
• Least valued features • Price • Design
• WTP = ~$150-200/month • CAC = ~$3000 • LTV: $1500
Customer development process
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Q: Why is asking in ranges the most effective way to ask pricing questions?
A: Ranged questions allow your to get the best answers from respondents, but also ensure you’re able to properly segment and measure elasticity.
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WTP for a Churn Reduction SolutionW
TP
$0
$1,250
$2,500
$3,750
$5,000
Size of Company (MRR)
$0 - $50k $51k - $100k $101k - $250k $251k - $500k $501k+
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Q: Why is asking in ranges the most effective way to ask pricing questions?
A: Ranged questions allow your to get the best answers from respondents, but also ensure you’re able to properly segment and measure elasticity.
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WTP for a Rev Rec SolutionW
TP
$0
$1,000
$2,000
$3,000
$4,000
Size of Company (MRR)
$0 - $50k $51k - $100k $101k - $250k $251k - $500k $501k+
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Putting it all together.
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Q: How do you start to put this all together?
A: This is where you earn your paycheck on making hedged decisions based on your research question.
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Low CAC with constant value
Creates the Requirement
Path to Share of Wallet
ProfitWell Financial metrics for the subscription economy
100% accurate SaaS metrics for free
integrating 1-click with your billing system
Central fulcrum to cust success, sales, finance, marketing e-team, and
rest of stakeholders
Allows interface to clearly point to
problems and reinforce value of paid add-ons
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Start small. You can always test more.
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12 hours.
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12 hours. $2,089.
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Implement a customer development process.
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