10 nuggets of wisdom about pricing strategy pulled from @Patticus's epic guest post last week, including how much to discount, when to consider freemium, the impact of design on price, whether to end your price with a 9 vs. 0, value props, and much more
Read on 👇
1/ You should localize your pricing to the currency and willingness to pay of the prospect's region
✔️ Revenue per customer is 30% higher when you just use the proper currency symbol
✔️ Having different price points in different regions increases revenue per customer further
2/ Freemium is an acquisition model, not a part of pricing
✔️ Think of freemium as a premium ebook driving leads, not another pricing tier
✔️ Don't do freemium until you truly understand how to convert leads to customers
✔️ Paid users who convert from free tend to be better
3/ Value propositions matter oh so much
In B2B value propositions can swing willingness to pay ±20%, in DTC it's ±15%
4/ Don't discount over 20%
In some verticals discounting over 20% may be fine, but you're likely not in one of them, and the size of the discount almost perfectly correlates with higher churn. Large discounts get people to convert, but they don't stick around.
5/ For upgrades to annual discounts don't use percentages and try offers
Percentages don't work as well as whole dollar amounts for discounts (ie. "1 month" will work better than "X percent off"). Annuals see much lower churn rates.
6/ Should you end your price in 9s or 0s? Depends on price point
Ending your prices in 9s evokes a discount brand. Ending in 0 evokes luxury or premium. We have seen it increase conversion in lower-priced products, but retention isn't as good with those customers.
7/ You should experiment with your pricing in some manner every quarter
This doesn't mean change the price point each quarter but experiment with something. More changes correlate with increasing revenue per customer. Like all things, focusing on something makes you improve it.
8/ Case studies boost willingness to pay quite a bit
Social proof is important. Case studies can boost willingness to pay by 10-15% in both B2B and in DTC
9/ Design helps boost willingness to pay by 20%
This graph didn't look this way 10 years ago when design didn't do much for willingness to pay. Today, affinity for a company's design can boost willingness to pay considerably.
10/ Integrations boost retention and willingness to pay
The more integrations a customer is using, the higher their willingness to pay, and the better their retention. Use this as a tool to get people hooked in and paying more or buying different add-ons.
Inside:
✔️ The 2 foundational elements of pricing strategy
✔️ Determining what axis to price on
✔️ Plug-and-play templates
✔️ Tons of examples
✔️ Bonus advice
2/ Many suggestions came though but one name came up again and again: @Patticus
With the slightest of prods, Patrick agreed to write a guest post answering a question I've received almost more than any other: How do I price my SaaS product?
Early-stage bottom-up SaaS founders – this thread is for you
Below 👇
🔬 Most important metrics to track
🛠 Tools to track these metrics
🎨 How to best visualize and share these metrics
1/ 🔬 What metrics should early-stage bottom-up SaaS founders focus on?
✨ Pre-revenue ✨
1. Retention:
✔ User: % of new users who are still active 3-6 months later
✔ Logo: % of new companies who are still active 3-6 months later
✔ L7/L30: # of days that users are active
2/ Virality within an organization:
✔ Invite rate: % of new users who sent at least one invite in the first X days
✔ Invite conversion rate: % of users who receive an invite that sign-up in the next X days
✔ Virality factor: % of new users who have come from an invite
Five unexpected (and essential) jobs of a manager of PMs:
✋ Stop stupid sh*t from happening
🪓 Unblock, unblock, unblock
🏆 Preserve (and improving) the PM team quality bar
🧐 Preserve (and improving) the product quality bar
🤝 Build a strong leadership group
Thread 👇
1/ ✋ Stop stupid stupid sh*t from happening
You are now in a higher echelon of influence and visibility. As such, your team (and the company) are relying on you to have an active hand in shaping what gets done. Use this newfound power! ...
1b/ When you see stupid sh*t happening, within your team or anywhere in the company, push back and ask direct questions.
You’ll be surprised by how much impact your opinion now has.
1/ Top 5 unexpected jobs of a PM manager:
✋ Stopping stupid sh*t from happening
🪓 Unblocking, unblocking, unblocking
👐 Preserving (and improving) the PM team quality bar
🧐 Preserving (and improving) the product quality bar
🤝 Building a strong and united leadership group
2/ Top 5 ways to get promoted to PM manager:
👏 Demonstrate that you can lead people
📈 Demonstrate that you can deliver
🧘♀️ Demonstrate that you can handle complexity
👌 Demonstrate that you develop a winning vision and strategy
☝️ Ask for it
As someone working on growth at Airbnb, I've always been fascinated by Booking.com –– a tiny startup in the Netherlands that became one of the greatest acquisitions of all time through world-class growth.
Read on for rare insights into their early growth strategy 👇
1/ Their performance marketing team drove their supply strategy
"When paid marketing is just a function, optimizing campaigns in a cubicle, it doesn’t inform the rest of the business and the funnel doesn’t work. There just isn’t much you can do to optimize paid ad campaigns."
2/ The performance marketing team was only two people, even past $100m/year spend
"It was actually only two guys: one banker and one coder. Peter (the banker) was extremely competitive. He would scream and shout when he was losing his #1 position."
Looking back at the most successful consumer startups of the last 10 years — most companies achieved initial scale by excelling at just one of three growth "lanes":
1/ There are other tactics to boost growth (e.g PR, conversion, brand marketing), and other growth lanes (sales and partnerships), but these three lanes have been the only reliable paths for long-term and sustainable consumer business growth.
2/ Why are there so few ways to grow? Because there very few ways for people to find out about new products. You hear about it from a friend (i.e. virality), you come across it while doing something else (i.e. content, perf marketing), or you get contacted directly (i.e. sales).