Pricing a SaaS Product What s s the Big Deal?

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1 Pricing a SaaS What s s the Big Deal? Barbara Nelson - Jim Geisman - Slides and other resources available at Introduction Share Unique focus since 1987 Pricing software and systems Address client problems Slow sales cycles Money left on table Chaotic / confusing pricing Entry into new markets / segments Results Improve financial performance Strengthen competitive position Foundation for future growth Page 1

2 Introduction License Landscape Types of licenses Usage / transaction Capacity Time-based Time-based license Perpetual Annual, multi-year Subscription (less-than-annual) On premise Hosted ( SaaScription ) Introduction Where We re Heading M&S SW Perpetual Sub Value Add M&S SW Subscription SaaS Value Add Sub Value Add M&S SW SaaScription Page 2

3 Topics Value, Pricing and Payment SaaS Value and Pricing Pricing and the CEO Value, Pricing and Payment Functionality Delivers Value Better Value ($) Faster Current solutions Cheaper Time to Value Page 3

4 Value, Pricing and Payment Value and Payment Streams Value Delivery Stream % Value 120% 100% 80% 60% 40% 20% 0% Year Perpetual Payment Stream Annual Fee (% Perpetual License) 120% 100% 80% 60% 40% 20% 0% License / RTU M & S Year Value, Pricing and Payment Some Assumptions Pricing tied to customer value delivered Quantify hard dollar value Value impact on revenue, cost Understand cost to realize value Cost and risks fit with value to be delivered Have done basic pricing Metric, packaging Price structure Price levels, discounts Basic pricing is solid Page 4

5 Value, Pricing and Payment Subscription vs. Perpetual Perpetual license fees Up-front license + annual M&S Payment stream (example) $1000 (license) + 4 x $250 25%) 5-year total = $2000 Value, Pricing and Payment Subscription vs. Perpetual Perpetual license fees Up-front license + annual M&S Payment stream (example) $1000 (license) + 4 x $250 25%) 5-year total = $2000 Subscription license fee Annual fees includes license + M&S Payment stream Equal payments 5-year total =??? Page 5

6 Value, Pricing and Payment Subscription Value and Pricing Subscription benefit / drawback Benefit Payment flexibility Reduced risk Drawback* Must upgrade Keep paying * Prospects disqualify themselves. Not a pricing consideration. Put price on value-add Absolute amount Percent of perpetual Subscription license fee equivalent Perpetual license fees 5-year total = $2000 Plus subscription value-add Topics Value, Pricing and Payment SaaS Value and Pricing Pricing and the CEO Page 6

7 SaaS Value & Pricing SaaS vs. Subscription Subscription license fee Perpetual license fee Plus subscription value-add SaaS license fee equivalent Subscription license fee Plus SaaS benefits Less SaaS drawbacks How much is value-add worth? SaaS Value & Pricing Added Value From SaaS SaaS Benefits Web-delivered application Low upfront cost Monthly payment Pay as you use No / low need for internal IT SaaS Drawbacks Off-site data Risk of downtime Security Page 7

8 SaaS Value & Pricing Added Value From SaaS SaaS Benefits Web-delivered application Low upfront cost Monthly payment Pay as you use No / low need for internal IT SaaS Drawbacks Off-site data Risk of downtime Security What are your objectives? More revenue? Retain customers? Which customers benefit? SaaS Value & Pricing Added Value From SaaS SaaS Benefits No / low need for internal IT Web-delivered application Monthly payment Pay as you use Low upfront cost SaaS Drawbacks Flexibility Integration Security Customer Types to Target No IT budget Rapid deployment Cashflow sensitive Uncertain usage Price sensitive Customer Types to Avoid Need custom solution Legacy apps Risk averse Page 8

9 SaaS Value & Pricing SaaS Pricing Software License Maintenance & Support Perpetual Price Payment Flexibility Reduced Risk Subscription Price IT Infrastructure Web delivered app Various Drawbacks SaaScription Price SaaS Value & Pricing SaaS Pricing Example Perpetual 5 Year Value* $2000 Payment Stream $ $250/year Subscription SaaS $2500 $6000 $500/year $1200/year $100/month * Specific configuration. Numbers are illustrative Page 9

10 SaaS Value & Pricing SaaS Price Levels Normalize payment streams Configuration (e.g. # users) Time frame Value-add (subscription, SaaS delivery) SaaS price level SW + M&S + layers of value-add Calculate total annual or monthly price Determine quantity 1 price Adjust to market Develop discount schedule Unit or dollar volume Topics Value, Pricing and Payment SaaS Value & Pricing Pricing and the CEO Page 10

11 Pricing & the CEO Pragmatic ing Framework Distinctive Competence Sizing Business Case Pricing Positioning Sales Process ing Plan Customer Acquisition Just another task? Research Performance Buy, Build or Partner Requirements Customer Retention Problems Operational Metrics Portfolio Roadmap Launch Plan Strategic Quantitative Strategy Planning Program Strategy Sales Readiness Channel Support Tactical Technology Assessment Win/Loss Innovation User Personas Buyer Personas Channel Training Presentations & Demos Competitive Use Scenarios Success Stories Collateral & Sales Tools Special Calls Release Milestones Thought Leaders White Papers Event Support Lead Generation M Competitive Answer Write-UpARKETSHARE, Desk inc. Pricing & the CEO Pricing Needs Facts Business Case Positioning ing Plan Distinctive Competence Sizing Pricing Sales Process Customer Acquisition Research Performance Buy, Build or Partner Requirements Customer Retention Problems Operational Metrics Portfolio Roadmap Launch Plan Strategic Quantitative Strategy Planning Program Strategy Sales Readiness Channel Support Tactical Technology Assessment Win/Loss Innovation User Personas Buyer Personas Channel Training Presentations & Demos Competitive Use Scenarios Success Stories Collateral & Sales Tools Special Calls Release Milestones Thought Leaders White Papers Event Support Lead Generation M Competitive Answer Write-UpARKETSHARE, Desk inc. Page 11

12 Pricing & the CEO Understand Customer View of Value Value elements Hard dollar (net) Revenue increases, cost savings Soft dollar Prevent revenue erosion, cost avoidance Reduce risk Pricing influencers Elements Amount Timing Likelihood / risk Pricing & the CEO Scale Value With Customer per loan per patient per property Per user + per student ++ per customer per patient per employee + ++ per claim per bill Per gallon of fuel per patient per shareholder per employee + per ad per property + per reservation per employee per member per ad per bill per claim per customer per employee per employee per employee Per gallon of fuel per loan per patient per patient per patient per property per property per reservation per shareholder per student per member Per user Vertical markets Aligned with customer s business Horizontal and vertical markets Sometimes aligned Page 12

13 Pricing & the CEO Payment Streams Are Convertible $45.0 $40.0 Cume Payments ($K) $35.0 $30.0 $25.0 $20.0 $15.0 $10.0 Perpetual Software Fee Perp + M&S Fee $5.0 $ # Quarters Pricing & the CEO Payment Streams Are Convertible $45.0 $40.0 Cume Payments ($K) $35.0 $30.0 $25.0 $20.0 $15.0 $10.0 Perpetual Software Fee Perp + M&S Fee SaaS Breakeven $5.0 $ # Quarters Page 13

14 Pricing & the CEO Payment Streams Must Be Comparable $45.0 $40.0 Cume Payments ($K) $35.0 $30.0 $25.0 $20.0 $15.0 $10.0 $5.0 Perpetual Software Fee Perp + M&S Fee SaaS Software PLUS Hosting Breakeven SaaS Software-Only Breakeven $ # Quarters Pricing & the CEO Include Value-Add in Price Perpetual Payments $ Value Subscription Payments $ Value SaaS Payments Time $ Value Time Time Page 14

15 Barbara Nelson Jim Geisman Slides and other resources: Page 15

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