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The State of SaaS

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SaaStock
SaaStock

Keynote by Patrick Campbell, CEO at Price Intelligently, from #SaaStock17, Growth Stage, RDS, Dublin Ireland, Tuesday 19th September 2017

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Brought to you by The State of SaaS SEPTEMBER 2017
Brought to you by We’re ill prepared for the speed of the market. This has dire consequences for your business. HOW RECURRING REVENUE IS CHANGING
Brought to you by Who in the world are you?
Churn Insights Attribution Data Financial Data Unit Economics Demographics Price Sensitivity Survey Data Willingness to Pay In-App Usage Data Drastically reduce churnRETAINTM Actionable insights to make you smarter about your business SAAS METRICS Proprietary pricing software for monetization MONETIZE
We’ve seen inside more software companies than anyone else on the planet.
Brought to you by We’re in SaaS’s adolescence.
The State of SaaS
Competition is rampant.
CONSUMERS ARE GETTING HAMMERED Number of Competitors in First Year in Business Companies started more than a year ago had far fewer competitors in their space than companies started today. AVERAGE#OFCOMPETITORSINTHEIR1STYEAR AGE OF COMPANY 2016 SOFTWARE MARKET SURVEY Brought to you by 0 5 10 5 YEARS OLD 3 YEARS OLD 1 YEAR OLD 9.7 4.8 2.6 N = 1432 software founders and executives
CONSUMERS ARE GETTING HAMMERED Number of Competitors Today Older companies increased competition over time, likely due to attracting new entrants, as well as decreased barrier to entry AVERAGE#OFCOMPETITORSTODAY AGE OF COMPANY SOURCE: 2016 MRR CHURN STUDY Brought to you by 0 5 10 15 5 YEARS OLD 3 YEARS OLD 1 YEAR OLD 10.25 11.75 12.15 N = 1432 software founders and executives N 1432
Sales & Marketing channels are plentiful.
MARKETING CHANNELS ARE PLENTIFUL Number of Sales & Marketing Channels Utilized Sales & Marketing channel utilization has expanded rapidly, giving the rise of more opportunities to acquire customers from numerous different places. AVERAGE#OFCHANNELSUTILIZED YEARS AGO SOURCE: 2017 MARKETING STUDY Brought to you by 0 5 10 15 15 YEARS OLD 10 YEARS OLD 5 YEARS OLD 3 YEARS OLD 1 YEAR OLD TODAY 13.89 13.22 12.43 8.31 4.72 2.31 N = 1168 software founders and executives N 1168
Our customers have benefitted immensely.
CONSUMERS ARE GETTING HAMMERED Time Taken to Fully Onboard Product in an Organization Over time, implementation time has gone down substantially, providing a leading indicator of how easy switching between products is becoming. AVERAGE#OFHOURSTOIMPLEMENTSOFTWARE YEARS AGO SOURCE: 2017 SAAS STUDY Brought to you by 0 10 20 30 40 50 60 10 YEARS AGO 5 YEARS AGO 1 YEAR AGO 6.8 46.4 56.7 N = 894 software companies N 894
There are some not so amazing consequences.
CAC is Steadily Increasing Over Time
UNIT ECONOMICS AREN’T WHAT THEY USED TO BE Customer acquisition cost has increased significantly Customer acquisition cost has increased significantly over the years due to market saturation of marketing vying for consumer attention. BLENDEDCACRELATIVETOFOURYEARSAGO SOURCE: 2017 CAC STUDY Brought to you by -18% 0% 18% 35% 53% 70% 5 YEARS AGO 4 YEARS AGO 3 YEARS AGO 2 YEARS AGO 1 YEARS AGO Today B2B B2C WHEN MEASUREMENT WAS TAKEN N 743 N = 743 companies
The relative value of features is declining.
THE MARKET IS DROPPING OUT BENEATH US Consumer Willingness to Pay has Declined Over Time Software willingness to pay has declined significantly over the past few years due to increased options and higher demands. WTPAS%OFWTP4YEARSAGO SOURCE: 2017 CONSUMER WILLINGNESS TO PAY STUDY Brought to you by 0% 30% 60% 90% 120% 5 YEARS AGO 4 YEARS AGO 3 YEARS AGO 2 YEARS AGO 1 YEAR AGO TODAY Core Features Single Sign On Integrations Analytics WHEN MEASUREMENT WAS TAKEN N = Varies by line, but minimum of 10,000 customer respondents per line N 921k
Consumers are so ungrateful.
THE MARKET IS DROPPING OUT BENEATH US Despite Amazing Advances, NPS is Actually Down Overall Average NPS scores are actually falling pretty dramatically over the past five years, indicating either we’re just getting worse at our jobs or consumers re expecting more AVERAGENPSSCORE YEARS AGO SOURCE: 2017 SAAS STUDY Brought to you by 0 7 13 20 27 33 40 5 YEARS AGO 3 YEARS AGO 1 YEAR AGO 10.2 19.5 33.8 N = 1,784 software companies N 1,784
Brought to you by What once worked is no longer working.
Our playbook was acquire, acquire, acquire.
WE MAKE MATTER SO MUCH WORSE Which Pillar is the Most Important in Your Business Founders and software executives overwhelmingly put their support behind acquisition based growth instead of caring about monetization or retention. %OFTOTALRESPONDENTS PILLAR OF THE BUSINESS 2017 SOFTWARE MARKET SURVEY Brought to you by 0% 50% 100% MORE LOGOS MORE $ PER CUSTOMER KEEP CUSTOMER LONGER 21.1% 7.58% 71.32% N = 1578 software founders and executives N 1578
Pricing is an afterthought.
WE FOCUS ON THE WRONG FUNDAMENTALS How much time per year do you spend on your pricing %OFTOTALRESPONDENTS HOURS PER YEAR 2016 SOFTWARE MARKET SURVEY 0% 50% 100% 10 hours or less 11 - 50 hours 51 - 100 hours 101+ hours 3.28%5.21% 19.2% 72.31% N = 1432 software founders and executives N 1432 Founders and software executives overwhelmingly indicated that their organizations are spending very little time on their pricing each year. Brought to you by
N = 1432 software founders and executives WE FOCUS ON THE WRONG FUNDAMENTALS How much time per year do you spend on your pricing Founders and software executives overwhelmingly indicated that their organizations are spending very little time on their pricing each year. %OFTOTALRESPONDENTS HOURS PER YEAR 2016 SOFTWARE MARKET SURVEY 0% 50% 100% 10 hours or less 11 - 50 hours 51 - 100 hours 101+ hours 6.74%8.32% 49.82% 35.12% 3.28%5.21% 19.2% 72.31% Pricing Custodian Supplies N 1432 N = 1432 software founders and executives Brought to you by
Runaway sales is ruining our jobs.
MONETIZATION BENCHMARKS Discounting Impact on Renewal Willingess to Pay When we discount over 30%, we’re setting ourselves up for failure when it comes time for renewal. WILLINGNESSTOPAYATRENEWALAS%OFORIGINALCONTRACT N 941 Q3 = 75TH PERCENTILE Q3 = 50TH PERCENTILE (MEDIAN) Q4 = 25TH PERCENTILE SOURCE: 2017 SAAS UNIT ECONOMIC STUDY N 50.6k % DISCOUNT GIVEN ON INITIAL CONTRACT N = 50.6k Customers of B2B and B2C Products Brought to you by
Acquisition is now table stakes.
WE FOCUS ON THE WRONG FUNDAMENTALS Impact of Improving Each Pillar of Your Business Monetization and retention based growth far outpaces acquisition based growth. This impact is getting greater over time. %IMPACTONREVENUE SOURCE: 2016 STUDY ON COMPANY UNIT ECONOMICS Brought to you by 0% 5% 10% 15% 20% ACQUISITION MONETIZATION RETENTION 3.32% 2008 - 2012 2013 - 2016 N 734 N = Data from 734 software companies PILLAR OF THE BUSINESS
WE FOCUS ON THE WRONG FUNDAMENTALS Impact of Improving Each Pillar of Your Business Monetization and retention based growth far outpaces acquisition based growth. This impact is getting greater over time. %IMPACTONREVENUE SOURCE: 2016 STUDY ON COMPANY UNIT ECONOMICS Brought to you by 0% 5% 10% 15% 20% ACQUISITION MONETIZATION RETENTION 2.35% 3.32% 2008 - 2012 2013 - 2016 N 734 N = Data from 734 software companies PILLAR OF THE BUSINESS
WE FOCUS ON THE WRONG FUNDAMENTALS Impact of Improving Each Pillar of Your Business Monetization and retention based growth far outpaces acquisition based growth. This impact is getting greater over time. %IMPACTONREVENUE SOURCE: 2016 STUDY ON COMPANY UNIT ECONOMICS Brought to you by 0% 5% 10% 15% 20% ACQUISITION MONETIZATION RETENTION 2.35% 6.71% 12.7% 3.32% 2008 - 2012 2013 - 2016 N 734 N = Data from 734 software companies PILLAR OF THE BUSINESS
WE FOCUS ON THE WRONG FUNDAMENTALS Impact of Improving Each Pillar of Your Business Monetization and retention based growth far outpaces acquisition based growth. This impact is getting greater over time. %IMPACTONREVENUE SOURCE: 2016 STUDY ON COMPANY UNIT ECONOMICS Brought to you by 0% 5% 10% 15% 20% ACQUISITION MONETIZATION RETENTION 9.32% 15.89% 2.35% 6.71% 12.7% 3.32% 2008 - 2012 2013 - 2016 N 734 N = Data from 734 software companies PILLAR OF THE BUSINESS
It was ok to be lazy with customer development.
WE FOCUS ON THE WRONG FUNDAMENTALS Customer Development Conversations Per Month SaaS founders and executives indicated that their companies are primarily only talking to less than 10 customers in a cust dev capacity per month. %OFTOTALRESPONDENTS # OF CUSTOMER DEVELOPMENT CONVERSATION PER MONTH 2016 SOFTWARE MARKET SURVEY Brought to you by 0% 50% 100% 10 or less 11 to 25 26 to 50 51+ 3.9% 10.1% 17.7% 68.3% N = 1647 software founders and executives N 1647
WE FOCUS ON THE WRONG FUNDAMENTALS Experiments and Tests Per Month SaaS founders and executives indicated that their companies are overwhelmingly running less than 10 experiments per month. %OFTOTALRESPONDENTS # OF EXPERIMENTS OR TESTS PER MONTH 2016 SOFTWARE MARKET SURVEY Brought to you by 0% 50% 100% 0 1 to 3 4 to 10 11+ 2.71% 12.1% 37.81% 47.8% N = 1647 software founders and executives N 1647
Yet, we’re building the wrong product.
-50% -40% -30% -20% -10% 0% 10% 20% 30% 40% 50% -0.5 -0.4 -0.3 -0.2 -0.1 0 0.1 0.2 0.3 0.4 0.5 Revenue Drivers 2017 SOFTWARE MARKET SURVEY Brought to you by THE MARKET IS DROPPING OUT BENEATH US Measuring consumer sentiment to what we’re building DEVIATIONFROMMEDIANWTP RELATIVE PREFERENCE MAGNITUDE
-50% -40% -30% -20% -10% 0% 10% 20% 30% 40% 50% -0.5 -0.4 -0.3 -0.2 -0.1 0 0.1 0.2 0.3 0.4 0.5 Revenue Drivers 2017 SOFTWARE MARKET SURVEY Brought to you by WE’RE BUILDING THE WRONG PRODUCT Calculating the expected impact of product on growth DEVIATIONFROMMEDIANWTP RELATIVE PREFERENCE MAGNITUDE Differentiable Features High Value/High WTP
-50% -40% -30% -20% -10% 0% 10% 20% 30% 40% 50% -0.5 -0.4 -0.3 -0.2 -0.1 0 0.1 0.2 0.3 0.4 0.5 Revenue Drivers 2017 SOFTWARE MARKET SURVEY Brought to you by WE’RE BUILDING THE WRONG PRODUCT Calculating the expected impact of product on growth DEVIATIONFROMMEDIANWTP RELATIVE PREFERENCE MAGNITUDE Differentiable Features High Value/High WTP Add-Ons Low Value/High WTP
-50% -40% -30% -20% -10% 0% 10% 20% 30% 40% 50% -0.5 -0.4 -0.3 -0.2 -0.1 0 0.1 0.2 0.3 0.4 0.5 Revenue Drivers 2017 SOFTWARE MARKET SURVEY Brought to you by WE’RE BUILDING THE WRONG PRODUCT Calculating the expected impact of product on growth DEVIATIONFROMMEDIANWTP RELATIVE PREFERENCE MAGNITUDE Differentiable Features High Value/High WTP Add-Ons Low Value/High WTP Core Features High Value/Low WTP
-50% -40% -30% -20% -10% 0% 10% 20% 30% 40% 50% -0.5 -0.4 -0.3 -0.2 -0.1 0 0.1 0.2 0.3 0.4 0.5 Revenue Drivers 2017 SOFTWARE MARKET SURVEY Brought to you by WE’RE BUILDING THE WRONG PRODUCT Calculating the expected impact of product on growth DEVIATIONFROMMEDIANWTP RELATIVE PREFERENCE MAGNITUDE Differentiable Features High Value/High WTP Add-Ons Low Value/High WTP Core Features High Value/Low WTP Trash Land Low Value/Low WTP
-50% -40% -30% -20% -10% 0% 10% 20% 30% 40% 50% -0.5 -0.4 -0.3 -0.2 -0.1 0 0.1 0.2 0.3 0.4 0.5 Revenue Drivers 2017 SOFTWARE MARKET SURVEY - N = 5K+ INPUTS FROM 1282 DIRECTOR, VP, OR C-LEVEL PRODUCT LEADERS Brought to you by WE’RE BUILDING THE WRONG PRODUCT What we think we're building DEVIATIONFROMMEDIANWTP RELATIVE PREFERENCE MAGNITUDE
-50% -40% -30% -20% -10% 0% 10% 20% 30% 40% 50% -0.5 -0.4 -0.3 -0.2 -0.1 0 0.1 0.2 0.3 0.4 0.5 Revenue Drivers 2017 SOFTWARE MARKET SURVEY - N = COMPOSITE DATA FROM 1.2M CUSTOMER INPUTS Brought to you by WE’RE BUILDING THE WRONG PRODUCT What we're actually building DEVIATIONFROMMEDIANWTP RELATIVE PREFERENCE MAGNITUDE
Brought to you by There are clear winners and losers in this environment.
CLEAR WINNERS AND LOSERS Comparing Cust Dev Strategies of Companies Acquisition based growth companies grow at a smaller rate than those with a balanced growth approach (growth from all three pillars of growth). YOYGROWTHRATE SOURCE: 2017 STUDY ON CUST DEV Brought to you by 0% 25% 50% 75% 100% 2012 2017 44.821% 31.72% Minimal Customer Development Aggressive Customer Development N 687 N = Minimum of 687 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.
CLEAR WINNERS AND LOSERS Comparing Cust Dev Strategies of Companies Acquisition based growth companies grow at a smaller rate than those with a balanced growth approach (growth from all three pillars of growth). YOYGROWTHRATE SOURCE: 2017 STUDY ON CUST DEV Brought to you by 0% 25% 50% 75% 100% 2012 2017 59.08% 44.821% 17.43% 31.72% Minimal Customer Development Aggressive Customer Development N 687 N = Minimum of 687 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.
CLEAR WINNERS AND LOSERS Comparing Growth Strategies of Companies Acquisition based growth companies grow at a smaller rate than those with a balanced growth approach (growth from all three pillars of growth). YOYGROWTHRATE SOURCE: 2016 STUDY ON GROWTH Brought to you by 0% 25% 50% 75% 100% 2012 2013 2014 2015 50.81%49.81%47.91%48.91% 25.71%27.1% 31.09% 34.67% Primarily Acquisition Growth Balanced Growth N 512 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.
This should be scary.
Brought to you by Buyers are the central tenet of your business POINT OF CONVERSION DRIVE CUSTOMERS OFFER PRODUCT A JUSTIFY PRICE A OFFER PRODUCT B JUSTIFY PRICE B OFFER PRODUCT C JUSTIFY PRICE C $ $$
Brought to you by We’re not focusing on the fundamentals.
Brought to you by That doesn’t work anymore.
Brought to you by You will be left behind.
Brought to you by How do we fix this?
Stop being a maverick.
Brought to you by Thankfully, there’s a community of support.
Help one another.
• SaaS Pricing Workshop - Today at 12:30: Pricing workshop where we’ll walk through the steps to quantify your personas and answer every pricing question you have • SaaS Retention Workshop - Tomorrow at 12:30: Retention workshop where we’ll walk through steps to increase your retention at every product turn WE’RE RUNNING SOME ROGUE WORKSHOPS AT OUR BOOTH Brought to you by — HELPINGYOUGETBACKONTRACK
Brought to you by €1,000,000 THIS WEEK, WE’RE ALSO GIVING AWAY
• Pricing Audits: Benchmark your business’s monetization strategy and providing quantitatively where you should work next. • Retention Audits: Benchmark your business’s retention strategy and providing quantitatively where you need work. • Retain Credit: We’ll reduce your churn for free. €1,000,000 Brought to you by — HELPINGYOUGETBACKONTRACK
Brought to you by You just have to ask for help. patrick@priceintelligently.com

More Related Content

The State of SaaS

  • 1. Brought to you by The State of SaaS SEPTEMBER 2017
  • 2. Brought to you by We’re ill prepared for the speed of the market. This has dire consequences for your business. HOW RECURRING REVENUE IS CHANGING
  • 3. Brought to you by Who in the world are you?
  • 4. Churn Insights Attribution Data Financial Data Unit Economics Demographics Price Sensitivity Survey Data Willingness to Pay In-App Usage Data Drastically reduce churnRETAINTM Actionable insights to make you smarter about your business SAAS METRICS Proprietary pricing software for monetization MONETIZE
  • 5. We’ve seen inside more software companies than anyone else on the planet.
  • 6. Brought to you by We’re in SaaS’s adolescence.
  • 9. CONSUMERS ARE GETTING HAMMERED Number of Competitors in First Year in Business Companies started more than a year ago had far fewer competitors in their space than companies started today. AVERAGE#OFCOMPETITORSINTHEIR1STYEAR AGE OF COMPANY 2016 SOFTWARE MARKET SURVEY Brought to you by 0 5 10 5 YEARS OLD 3 YEARS OLD 1 YEAR OLD 9.7 4.8 2.6 N = 1432 software founders and executives
  • 10. CONSUMERS ARE GETTING HAMMERED Number of Competitors Today Older companies increased competition over time, likely due to attracting new entrants, as well as decreased barrier to entry AVERAGE#OFCOMPETITORSTODAY AGE OF COMPANY SOURCE: 2016 MRR CHURN STUDY Brought to you by 0 5 10 15 5 YEARS OLD 3 YEARS OLD 1 YEAR OLD 10.25 11.75 12.15 N = 1432 software founders and executives N 1432
  • 11. Sales & Marketing channels are plentiful.
  • 12. MARKETING CHANNELS ARE PLENTIFUL Number of Sales & Marketing Channels Utilized Sales & Marketing channel utilization has expanded rapidly, giving the rise of more opportunities to acquire customers from numerous different places. AVERAGE#OFCHANNELSUTILIZED YEARS AGO SOURCE: 2017 MARKETING STUDY Brought to you by 0 5 10 15 15 YEARS OLD 10 YEARS OLD 5 YEARS OLD 3 YEARS OLD 1 YEAR OLD TODAY 13.89 13.22 12.43 8.31 4.72 2.31 N = 1168 software founders and executives N 1168
  • 13. Our customers have benefitted immensely.
  • 14. CONSUMERS ARE GETTING HAMMERED Time Taken to Fully Onboard Product in an Organization Over time, implementation time has gone down substantially, providing a leading indicator of how easy switching between products is becoming. AVERAGE#OFHOURSTOIMPLEMENTSOFTWARE YEARS AGO SOURCE: 2017 SAAS STUDY Brought to you by 0 10 20 30 40 50 60 10 YEARS AGO 5 YEARS AGO 1 YEAR AGO 6.8 46.4 56.7 N = 894 software companies N 894
  • 15. There are some not so amazing consequences.
  • 16. CAC is Steadily Increasing Over Time
  • 17. UNIT ECONOMICS AREN’T WHAT THEY USED TO BE Customer acquisition cost has increased significantly Customer acquisition cost has increased significantly over the years due to market saturation of marketing vying for consumer attention. BLENDEDCACRELATIVETOFOURYEARSAGO SOURCE: 2017 CAC STUDY Brought to you by -18% 0% 18% 35% 53% 70% 5 YEARS AGO 4 YEARS AGO 3 YEARS AGO 2 YEARS AGO 1 YEARS AGO Today B2B B2C WHEN MEASUREMENT WAS TAKEN N 743 N = 743 companies
  • 18. The relative value of features is declining.
  • 19. THE MARKET IS DROPPING OUT BENEATH US Consumer Willingness to Pay has Declined Over Time Software willingness to pay has declined significantly over the past few years due to increased options and higher demands. WTPAS%OFWTP4YEARSAGO SOURCE: 2017 CONSUMER WILLINGNESS TO PAY STUDY Brought to you by 0% 30% 60% 90% 120% 5 YEARS AGO 4 YEARS AGO 3 YEARS AGO 2 YEARS AGO 1 YEAR AGO TODAY Core Features Single Sign On Integrations Analytics WHEN MEASUREMENT WAS TAKEN N = Varies by line, but minimum of 10,000 customer respondents per line N 921k
  • 20. Consumers are so ungrateful.
  • 21. THE MARKET IS DROPPING OUT BENEATH US Despite Amazing Advances, NPS is Actually Down Overall Average NPS scores are actually falling pretty dramatically over the past five years, indicating either we’re just getting worse at our jobs or consumers re expecting more AVERAGENPSSCORE YEARS AGO SOURCE: 2017 SAAS STUDY Brought to you by 0 7 13 20 27 33 40 5 YEARS AGO 3 YEARS AGO 1 YEAR AGO 10.2 19.5 33.8 N = 1,784 software companies N 1,784
  • 22. Brought to you by What once worked is no longer working.
  • 23. Our playbook was acquire, acquire, acquire.
  • 24. WE MAKE MATTER SO MUCH WORSE Which Pillar is the Most Important in Your Business Founders and software executives overwhelmingly put their support behind acquisition based growth instead of caring about monetization or retention. %OFTOTALRESPONDENTS PILLAR OF THE BUSINESS 2017 SOFTWARE MARKET SURVEY Brought to you by 0% 50% 100% MORE LOGOS MORE $ PER CUSTOMER KEEP CUSTOMER LONGER 21.1% 7.58% 71.32% N = 1578 software founders and executives N 1578
  • 25. Pricing is an afterthought.
  • 26. WE FOCUS ON THE WRONG FUNDAMENTALS How much time per year do you spend on your pricing %OFTOTALRESPONDENTS HOURS PER YEAR 2016 SOFTWARE MARKET SURVEY 0% 50% 100% 10 hours or less 11 - 50 hours 51 - 100 hours 101+ hours 3.28%5.21% 19.2% 72.31% N = 1432 software founders and executives N 1432 Founders and software executives overwhelmingly indicated that their organizations are spending very little time on their pricing each year. Brought to you by
  • 27. N = 1432 software founders and executives WE FOCUS ON THE WRONG FUNDAMENTALS How much time per year do you spend on your pricing Founders and software executives overwhelmingly indicated that their organizations are spending very little time on their pricing each year. %OFTOTALRESPONDENTS HOURS PER YEAR 2016 SOFTWARE MARKET SURVEY 0% 50% 100% 10 hours or less 11 - 50 hours 51 - 100 hours 101+ hours 6.74%8.32% 49.82% 35.12% 3.28%5.21% 19.2% 72.31% Pricing Custodian Supplies N 1432 N = 1432 software founders and executives Brought to you by
  • 28. Runaway sales is ruining our jobs.
  • 29. MONETIZATION BENCHMARKS Discounting Impact on Renewal Willingess to Pay When we discount over 30%, we’re setting ourselves up for failure when it comes time for renewal. WILLINGNESSTOPAYATRENEWALAS%OFORIGINALCONTRACT N 941 Q3 = 75TH PERCENTILE Q3 = 50TH PERCENTILE (MEDIAN) Q4 = 25TH PERCENTILE SOURCE: 2017 SAAS UNIT ECONOMIC STUDY N 50.6k % DISCOUNT GIVEN ON INITIAL CONTRACT N = 50.6k Customers of B2B and B2C Products Brought to you by
  • 30. Acquisition is now table stakes.
  • 31. WE FOCUS ON THE WRONG FUNDAMENTALS Impact of Improving Each Pillar of Your Business Monetization and retention based growth far outpaces acquisition based growth. This impact is getting greater over time. %IMPACTONREVENUE SOURCE: 2016 STUDY ON COMPANY UNIT ECONOMICS Brought to you by 0% 5% 10% 15% 20% ACQUISITION MONETIZATION RETENTION 3.32% 2008 - 2012 2013 - 2016 N 734 N = Data from 734 software companies PILLAR OF THE BUSINESS
  • 32. WE FOCUS ON THE WRONG FUNDAMENTALS Impact of Improving Each Pillar of Your Business Monetization and retention based growth far outpaces acquisition based growth. This impact is getting greater over time. %IMPACTONREVENUE SOURCE: 2016 STUDY ON COMPANY UNIT ECONOMICS Brought to you by 0% 5% 10% 15% 20% ACQUISITION MONETIZATION RETENTION 2.35% 3.32% 2008 - 2012 2013 - 2016 N 734 N = Data from 734 software companies PILLAR OF THE BUSINESS
  • 33. WE FOCUS ON THE WRONG FUNDAMENTALS Impact of Improving Each Pillar of Your Business Monetization and retention based growth far outpaces acquisition based growth. This impact is getting greater over time. %IMPACTONREVENUE SOURCE: 2016 STUDY ON COMPANY UNIT ECONOMICS Brought to you by 0% 5% 10% 15% 20% ACQUISITION MONETIZATION RETENTION 2.35% 6.71% 12.7% 3.32% 2008 - 2012 2013 - 2016 N 734 N = Data from 734 software companies PILLAR OF THE BUSINESS
  • 34. WE FOCUS ON THE WRONG FUNDAMENTALS Impact of Improving Each Pillar of Your Business Monetization and retention based growth far outpaces acquisition based growth. This impact is getting greater over time. %IMPACTONREVENUE SOURCE: 2016 STUDY ON COMPANY UNIT ECONOMICS Brought to you by 0% 5% 10% 15% 20% ACQUISITION MONETIZATION RETENTION 9.32% 15.89% 2.35% 6.71% 12.7% 3.32% 2008 - 2012 2013 - 2016 N 734 N = Data from 734 software companies PILLAR OF THE BUSINESS
  • 35. It was ok to be lazy with customer development.
  • 36. WE FOCUS ON THE WRONG FUNDAMENTALS Customer Development Conversations Per Month SaaS founders and executives indicated that their companies are primarily only talking to less than 10 customers in a cust dev capacity per month. %OFTOTALRESPONDENTS # OF CUSTOMER DEVELOPMENT CONVERSATION PER MONTH 2016 SOFTWARE MARKET SURVEY Brought to you by 0% 50% 100% 10 or less 11 to 25 26 to 50 51+ 3.9% 10.1% 17.7% 68.3% N = 1647 software founders and executives N 1647
  • 37. WE FOCUS ON THE WRONG FUNDAMENTALS Experiments and Tests Per Month SaaS founders and executives indicated that their companies are overwhelmingly running less than 10 experiments per month. %OFTOTALRESPONDENTS # OF EXPERIMENTS OR TESTS PER MONTH 2016 SOFTWARE MARKET SURVEY Brought to you by 0% 50% 100% 0 1 to 3 4 to 10 11+ 2.71% 12.1% 37.81% 47.8% N = 1647 software founders and executives N 1647
  • 38. Yet, we’re building the wrong product.
  • 39. -50% -40% -30% -20% -10% 0% 10% 20% 30% 40% 50% -0.5 -0.4 -0.3 -0.2 -0.1 0 0.1 0.2 0.3 0.4 0.5 Revenue Drivers 2017 SOFTWARE MARKET SURVEY Brought to you by THE MARKET IS DROPPING OUT BENEATH US Measuring consumer sentiment to what we’re building DEVIATIONFROMMEDIANWTP RELATIVE PREFERENCE MAGNITUDE
  • 40. -50% -40% -30% -20% -10% 0% 10% 20% 30% 40% 50% -0.5 -0.4 -0.3 -0.2 -0.1 0 0.1 0.2 0.3 0.4 0.5 Revenue Drivers 2017 SOFTWARE MARKET SURVEY Brought to you by WE’RE BUILDING THE WRONG PRODUCT Calculating the expected impact of product on growth DEVIATIONFROMMEDIANWTP RELATIVE PREFERENCE MAGNITUDE Differentiable Features High Value/High WTP
  • 41. -50% -40% -30% -20% -10% 0% 10% 20% 30% 40% 50% -0.5 -0.4 -0.3 -0.2 -0.1 0 0.1 0.2 0.3 0.4 0.5 Revenue Drivers 2017 SOFTWARE MARKET SURVEY Brought to you by WE’RE BUILDING THE WRONG PRODUCT Calculating the expected impact of product on growth DEVIATIONFROMMEDIANWTP RELATIVE PREFERENCE MAGNITUDE Differentiable Features High Value/High WTP Add-Ons Low Value/High WTP
  • 42. -50% -40% -30% -20% -10% 0% 10% 20% 30% 40% 50% -0.5 -0.4 -0.3 -0.2 -0.1 0 0.1 0.2 0.3 0.4 0.5 Revenue Drivers 2017 SOFTWARE MARKET SURVEY Brought to you by WE’RE BUILDING THE WRONG PRODUCT Calculating the expected impact of product on growth DEVIATIONFROMMEDIANWTP RELATIVE PREFERENCE MAGNITUDE Differentiable Features High Value/High WTP Add-Ons Low Value/High WTP Core Features High Value/Low WTP
  • 43. -50% -40% -30% -20% -10% 0% 10% 20% 30% 40% 50% -0.5 -0.4 -0.3 -0.2 -0.1 0 0.1 0.2 0.3 0.4 0.5 Revenue Drivers 2017 SOFTWARE MARKET SURVEY Brought to you by WE’RE BUILDING THE WRONG PRODUCT Calculating the expected impact of product on growth DEVIATIONFROMMEDIANWTP RELATIVE PREFERENCE MAGNITUDE Differentiable Features High Value/High WTP Add-Ons Low Value/High WTP Core Features High Value/Low WTP Trash Land Low Value/Low WTP
  • 44. -50% -40% -30% -20% -10% 0% 10% 20% 30% 40% 50% -0.5 -0.4 -0.3 -0.2 -0.1 0 0.1 0.2 0.3 0.4 0.5 Revenue Drivers 2017 SOFTWARE MARKET SURVEY - N = 5K+ INPUTS FROM 1282 DIRECTOR, VP, OR C-LEVEL PRODUCT LEADERS Brought to you by WE’RE BUILDING THE WRONG PRODUCT What we think we're building DEVIATIONFROMMEDIANWTP RELATIVE PREFERENCE MAGNITUDE
  • 45. -50% -40% -30% -20% -10% 0% 10% 20% 30% 40% 50% -0.5 -0.4 -0.3 -0.2 -0.1 0 0.1 0.2 0.3 0.4 0.5 Revenue Drivers 2017 SOFTWARE MARKET SURVEY - N = COMPOSITE DATA FROM 1.2M CUSTOMER INPUTS Brought to you by WE’RE BUILDING THE WRONG PRODUCT What we're actually building DEVIATIONFROMMEDIANWTP RELATIVE PREFERENCE MAGNITUDE
  • 46. Brought to you by There are clear winners and losers in this environment.
  • 47. CLEAR WINNERS AND LOSERS Comparing Cust Dev Strategies of Companies Acquisition based growth companies grow at a smaller rate than those with a balanced growth approach (growth from all three pillars of growth). YOYGROWTHRATE SOURCE: 2017 STUDY ON CUST DEV Brought to you by 0% 25% 50% 75% 100% 2012 2017 44.821% 31.72% Minimal Customer Development Aggressive Customer Development N 687 N = Minimum of 687 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.
  • 48. CLEAR WINNERS AND LOSERS Comparing Cust Dev Strategies of Companies Acquisition based growth companies grow at a smaller rate than those with a balanced growth approach (growth from all three pillars of growth). YOYGROWTHRATE SOURCE: 2017 STUDY ON CUST DEV Brought to you by 0% 25% 50% 75% 100% 2012 2017 59.08% 44.821% 17.43% 31.72% Minimal Customer Development Aggressive Customer Development N 687 N = Minimum of 687 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.
  • 49. CLEAR WINNERS AND LOSERS Comparing Growth Strategies of Companies Acquisition based growth companies grow at a smaller rate than those with a balanced growth approach (growth from all three pillars of growth). YOYGROWTHRATE SOURCE: 2016 STUDY ON GROWTH Brought to you by 0% 25% 50% 75% 100% 2012 2013 2014 2015 50.81%49.81%47.91%48.91% 25.71%27.1% 31.09% 34.67% Primarily Acquisition Growth Balanced Growth N 512 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.
  • 50. This should be scary.
  • 51. Brought to you by Buyers are the central tenet of your business POINT OF CONVERSION DRIVE CUSTOMERS OFFER PRODUCT A JUSTIFY PRICE A OFFER PRODUCT B JUSTIFY PRICE B OFFER PRODUCT C JUSTIFY PRICE C $ $$
  • 52. Brought to you by We’re not focusing on the fundamentals.
  • 53. Brought to you by That doesn’t work anymore.
  • 54. Brought to you by You will be left behind.
  • 55. Brought to you by How do we fix this?
  • 56. Stop being a maverick.
  • 57. Brought to you by Thankfully, there’s a community of support.
  • 59. • SaaS Pricing Workshop - Today at 12:30: Pricing workshop where we’ll walk through the steps to quantify your personas and answer every pricing question you have • SaaS Retention Workshop - Tomorrow at 12:30: Retention workshop where we’ll walk through steps to increase your retention at every product turn WE’RE RUNNING SOME ROGUE WORKSHOPS AT OUR BOOTH Brought to you by — HELPINGYOUGETBACKONTRACK
  • 60. Brought to you by €1,000,000 THIS WEEK, WE’RE ALSO GIVING AWAY
  • 61. • Pricing Audits: Benchmark your business’s monetization strategy and providing quantitatively where you should work next. • Retention Audits: Benchmark your business’s retention strategy and providing quantitatively where you need work. • Retain Credit: We’ll reduce your churn for free. €1,000,000 Brought to you by — HELPINGYOUGETBACKONTRACK
  • 62. Brought to you by You just have to ask for help. patrick@priceintelligently.com