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.
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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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.
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/
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/
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/
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.