Been thinking through a lot of the Q4 advice @web @magdalenakala, and @davegerhardt have published for #DTC. Similar to @hnshah and @bbalfour in #B2B.

There's one piece I think we're missing that's been accelerated with COVID: Price localization.

Here's all the data 👇
Price localization is when you price in your customer's currency and make the prices differ region to region.

Brick and mortar made this easy, because grandma in Tulsa buys a hallmark card for a different price than you in NYC.

Data shows this is lucrative online as well... 2/
If you simply cosmetically change up your pricing - price in the right currency, you'll typically see 30-50% higher AOV and ACV.

Just by making sure the prices used the right symbol.

People like buying comfortably and often get weary of purchasing from a different region.
3/ Image
The benefits go further though.

If you have different effective prices - ie. $150 in the UK and $100 in the US, you'll typically see much larger ACV and AOV gains.

The lift stems differing purchasing power/competitive densities in regions.

Sometimes by quite a bit....

4/ Image
When we looked at the willingness to pay (WTP) data from 1.43M customers, here's what we found in relative WTP to the US based on region.

Folks in the Nordics are WTP 28% more. Brazil 12% less.

In some regions seek ACV in others seek volume.

5/ Image
COVID accelerated this phenomenon, because so much got pushed online and people looked to SaaS and DTC to provide them the products they need.

The recovery won't be symmetrical either.

So how should you localize?

6/
In DTC, look beyond your borders. Shipping constraints are tough, yes, but we see higher WTP all the time, especially for premium products.

Looking at you @soundslikecanoe and @jjeremycai. (will share data next week)

You should also shake things up within the US... 7/
We saw this all the time when I ran pricing in the DTC jewelry space. Folks in places like Anchorage and Green Bay would be willing to pay more than NYC.

Some brands we've worked with since like Hallmark and Reebok do this from city to city all the time, even online. 8/
You need to be careful because your tech stack needs good filtering capabilities, but easy hacks are through discounts only to people in certain regions or certain offers based on region.

In B2B the same concepts work, but you can also hide behind a sales person.

9/
When you're quoting hidden pricing, make currency and localization part of your rate card.

For self-sign up tools like Crow from @HaikuForTeams make this super easy. @chargebee, @PaddleHQ, @Zuora, @recurly, and @Chargify have parts of this built in, too.

10/
The big thing here is there are optimizations to be made for more than just acquiring customers. We typically see no impact on conversion (sometimes it goes up).

To summarize:

1. Regions have different WTP
2. Price based on that WTP
3. At least do cosmetic localization.

11/
Well that's all for now. Back to the analyst camper.

If you found this valuable (at least worth $1), you should retweet the thread. Always appreciated.

Let me know what you want to know next. I'm here to help! :)

fin/

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More from @Patticus

16 Oct
Interesting discussion from @andrewjfaris, @TaylorHoliday, and @digitallynativ around discounts on #DTC Twitter.

Found the conclusion of "discounts are a scalpel, not a sledgehammer" right, but incomplete.

Here's some data from 4.2k sub ecom brands to help with the thinking.👇
First - why discount?

Discounts lower the activation energy of a lead converting.

As Taylor mentioned, a promotion can diminish the trust gap, reframing the purchasing decision.

Where I quibble is with the depth of these discounts. 2/
Let's look at lifetime value (LTV) across 4.2k sub ecom companies, specifically the LTV of customers who received a discount at purchase compares to those who didn't.

Notice how as the discount increases, LTV decreases.

Why? 3/ Image
Read 11 tweets
1 Sep
Got the @2pminc news alert that Walmart announced Walmart+ yesterday to take on Amazon Prime.

There's actually a case to be made that this is the perfect beachhead to take on Amazon and win back the retail crown.

Here's the data 👇
As @ctrlzee and @shanconnellan pointed out the big win here is Walmart groceries are cheaper without the Whole foods brand tax.

Throw in a 5¢ per gallon discount on gas and you have a good recipe for Walmart's target buyer: less affluent shoppers in rural and suburban areas. 2/
Those folks making under $75k per year haven't adopted Amazon Prime as quickly.

Sure, it's relative: 30-50% vs. 60-70%

Yet, if you're looking for a chink in Amazon's seemingly impenetrable armor this is where to attack - the market Amazon hasn't sucked up yet.

3/
Read 10 tweets
21 Aug
The most common question I get asked:

How do you determine customer willingness to pay and pricing?

Here's how 👇
People treat pricing like sex, religion, and politics - "oh no we shouldn't talk about that"

In reality, if you don't have massive traffic (and if you think you do, you probably don't) the only way to determine willingness to pay is to talk to your customers.

2/
You have to ask properly though.

We'll take advantage of how the human brain thinks about value, which is based on a spectrum.

We know that a bottle of water is worth less than a computer. Go to the desert for 3 days without water, and the value differential shifts. 3/
Read 16 tweets
3 Aug
Lots of requests for more specific retention advice for #DTC and #SaaS.

Let's walk through a framework for handling active cancellations and churn that focuses on your off-boarding.

(yes, that's a thing).

👇
The goal is to triage cancellations into three groups:

1. Those who are gone anyway. Action: Let them go.

2. Those who just need to talk. Action: Get them on the phone.

3. Those who can be saved. Action: Get them more time with an offer (more below) 2/
To determine the group you'll add some friction (survey, open ended question, etc.). Some folks find forcing the user to call or email to cancel works. I wouldn't recommend doing this, as it hurts long term and squanders the opportunity for a save. 3/
Read 12 tweets
24 Jul
Yesterday a founder friend asked how to raise prices during sensitive times.

I explained raising prices is always sensitive, so you need to do it right.

Here's the right way, including email copy we use. 👇
First up - raising prices isn't "mean" and it's necessary. Your price is the exchange rate on the value you're providing, so if your brand, features, functionality - your value - go up, then your price should go up too. 2/
Sure, the safe thing to do is to keep everyone on legacy pricing, but it's not necessarily the *right* thing to do. You train customers to expect more for less, building resentment, and it's nearly impossible to go from $10M to $100M without raising prices in some manner. 3/
Read 14 tweets
23 Jul
I'm not the only pricing person :)

Today @robbylit launched a new series called Good Better Best on @ProfitWell. Here are highlights from the first post on Zoom's freemium decision tree that changed conferencing forever - and it's not as simple as "oh they used freemium" 👇
We all know Zoom used freemium to be successful, but when you're considering free there's a clear decision tree you need to flow through. This is where Zoom made gains by first making a distinction between freemium and a free trial.
Sure, you can certainly do both, but these are very different strategies depending on the outcomes you seek. Going freemium was a pretty easy decision for Zoom considering the market was already freemium dominant.
Read 8 tweets

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