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3 SaaS Metrics That Matter
 

3 SaaS Metrics That Matter

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  • Invest in systems and a framework to produce a scalable and rentention maximizing account mgt function Reliance on systems will allow you to scale your biz without scaling G&A Every incremental $ spent should be rationalized based on hot it makes you more cost effective next year

3 SaaS Metrics That Matter 3 SaaS Metrics That Matter Presentation Transcript

  • The Only Three Saas Metrics That Matter Tien Tzuo Zuora, Founder & CEO AlwaysOn OnDemand 100 4 April 20121
  • About Launch your business. Monetize any subscription-based offering. Scale your business from start-up to enterprise. Built by Experts Used by Leaders2
  • Enterprise Software: R.I.P. Enterprise Software 1980 - 20123
  • It’s Not Just the Software (SaaS) Industry Technology Transportation? Retail? Music? A Video? Voice? Legal? Healthcare?4
  • The Broader Picture: a Subscription Economy™ BUY NOW 1999 2012+5
  • 20th Century 21st Century Product Economy Subscription Economy Shipping Products Servicing Customers The model for the future is not the purchase of goods or services but an ongoing relationship between a customer and company.6
  • The Subscription Economy Requires a Completely Different Approach to Building Businesses Product Economy Subscription Economy Sell Units Monetizing Customer Relationships Why? Customer in the middle. Pay-as-you-Go Pricing Plans Price Per Unit Why? Flexibility, Editions, Try before Buy. One-Time Orders Multiple Orders Over a Lifetime Why? Add-ons, Upgrades, Renewals. Forced to Pick a Sell to Consumers & Businesses Customer Segment Why? Support B2C, B2B and B2Any. Complex, Interrelated Bookings, Simple Financial Metrics Billings, & Revenue Why? All metrics are connected.7
  • The Basic Business Model of the Subscription Economy ARRn – Churn + ACV = ARRn+1 You spend some % Hopefully you do a You invest to grow You start the You then end up at of that ARR to good job, and that ARR by acquiring period @ some a new ARR level as service the base minimize the amount new ACV (including recurring revenue you kick off the (COGS, G&A) and of that ARR that goes both new customers run rate next period to reinvest in R&D away and upsells)8
  • Problem: Traditional Financial Systems Have Not Kept Up9
  • Problem #1: Traditional Income Statements are Backward Looking Income Statement For Period Ending December 31, 2011 Traditional income statements measure revenue based on how much money you made this past period10
  • Problem #2: Traditional Income Statements are One-Time Focused Income Statement For Period Ending December 31, 2011 Traditional income statements do not differentiate one-time from recurring revenue or expenses11
  • The Subscription Economy Income Statement would start with ARR vs Revenue You start with an ARR level Annual Recurring Revenue $100 You anticipate Churn Churn (10) Net ARR 90 This gives you an expected income or COGS (20) cash flow to play with G&A (10) You spend to service the base R&D (20) Recurring Profit 40 This gives you your recurring profit margin Q: But what about Sales & Marketing? A: Sales & Marketing are one-time costs related to growing ARR12
  • Investing for Margin vs Investing for Growth Optimizing for Optimizing for Margins Growth Annual Recurring Revenue $100 $100 Churn (10) (10) Net ARR 90 90 COGS (20) (20) G&A (10) (10) R&D (20) (20) Recurring Profit 40 40 Growth (10) (40) Net New ARR 10 40 Ending ARR $100 $13013
  • The Three Key Metrics Annual Recurring Revenue $100 Churn (10) Retention Rate Net ARR 90 COGS (20) G&A (10) R&D (20) Recurring Profit Recurring Profit 40 Margin Growth (40) Growth Efficiency Index Net New ARR 40 Ending ARR $13014
  • When looking at a Subscription Economy company, only these 3 metrics matter Retention Recurring Growth Rate Profit Margin Efficiency How much of ARR less Churn How much does your ARR you less Non-Growth it cost you to keep every year. Spend acquire $1 of ACV The metrics for Cloud computing is fairly different from traditional enterprise software. Top 10 Laws for Cloud Computing15
  • A company with 1.0 / 90% / 40% can grow at 43% a year at breakeven Assumptions Year 1 Year 2 Year 3 Year 4 Year 5 % of ARR spent on Growth 52.9% 52.9% 52.9% 52.9% 52.9% % of ARR spent on non-Growth 60.0% 60.0% 60.0% 60.0% 60.0% Growth Efficiency Index (cost to acquire $1) $ 1.00 $ 1.00 $ 1.00 $ 1.00 $ 1.00 Renewal Rate (percent of ARR we renew) 90% 90% 90% 90% 90% Bookings Year 1 Year 2 Year 3 Year 4 Year 5 ARR (starting) $ 100 $ 143 $ 204 $ 292 $ 417 ACV (new, upsell) $ 53 $ 76 $ 108 $ 154 $ 221 Churn $ (10) $ (14) $ (20) $ (29) $ (42) ARR (exiting) $ 143 $ 204 $ 292 $ 417 $ 596 ARR Growth Rate 43% 43% 43% 43% 43% Income Subscription Revenue $ 113 $ 161 $ 230 $ 329 $ 471 Expenses Growth $ 53 $ 76 $ 108 $ 154 $ 221 Non-Growth $ 60 $ 86 $ 123 $ 175 $ 250 Total Expenses $ 113 $ 161 $ 231 $ 329 $ 471 Core Business Income (Loss) $ (0) $ (0) $ (0) $ (0) $ (0) PS Income (Loss) $ - $ - $ - $ - $ - Net Income (Loss) $ (0) $ (0) $ (0) $ (0) $ (0)16
  • Or it can have $0 growth, and have a net income of $30. Assumptions Year 1 Year 2 Year 3 Year 4 Year 5 % of ARR spent on Growth 10.0% 10.0% 10.0% 10.0% 10.0% % of ARR spent on non-Growth 60.0% 60.0% 60.0% 60.0% 60.0% Growth Efficiency Index (cost to acquire $1) $ 1.00 $ 1.00 $ 1.00 $ 1.00 $ 1.00 Renewal Rate (percent of ARR we renew) 90% 90% 90% 90% 90% Bookings Year 1 Year 2 Year 3 Year 4 Year 5 ARR (starting) $ 100 $ 100 $ 100 $ 100 $ 100 ACV (new, upsell) $ 10 $ 10 $ 10 $ 10 $ 10 Churn $ (10) $ (10) $ (10) $ (10) $ (10) ARR (exiting) $ 100 $ 100 $ 100 $ 100 $ 100 ARR Growth Rate 0% 0% 0% 0% 0% Income Subscription Revenue $ 100 $ 100 $ 100 $ 100 $ 100 Expenses Growth $ 10 $ 10 $ 10 $ 10 $ 10 Non-Growth $ 60 $ 60 $ 60 $ 60 $ 60 Total Expenses $ 70 $ 70 $ 70 $ 70 $ 70 Core Business Income (Loss) $ 30 $ 30 $ 30 $ 30 $ 30 PS Income (Loss) $ - $ - $ - $ - $ - Net Income (Loss) $ 30 $ 30 $ 30 $ 30 $ 3017
  • Benchmarking the SaaS Leaders18
  • 2001 2002 2003 2004 Ending ARR $37 M $70 M $129 M $231 M Growth Efficiency 0.93:1 0.80:1 0.75:1 0.76:1 Renewals 83% 83% 83% 83% Recurring Profit 3% 41% 58% 61% Margin19
  • 2004 2005 2006 2007 Ending ARR $22 M $43 M $71 M $105 M Growth Efficiency 2.02:1 1.65:1 1.28:1 1.26:1 Renewals 86% 86% 86% 86% Recurring Profit (27%) 6% 35% 47% Margin20
  • 2006 2005 2008 2009 Ending ARR $40 M $73 M $108 M $147 M Growth Efficiency 1.41:1 1.90:1 2.15:1 1.62:1 Renewals 92% 92% 92% 92% Recurring Profit (29%) (16%) 19% 43% Margin21
  • Best Practice Model Growth Efficiency 0.75:1 1.26:1 2.15:1 1:1 Renewals 83% 86% 92% 90% Recurring Profit 58% 47% 19% 50% Margin22
  • How Do You Achieve the Ideal Model23
  • (1) Maximize your Recurring Profit Margins 1 Automate Quote-to-Cash-to-Renewals Seamless, eliminate manual errors Take Credit Card Payments 2 No touch, bring cash in the door immediately 3 Drive Multi-Year Commitments Multi-Year Pricing Tiers, Term Discounts “How do you cost effectively service the base”24
  • (2) Focus on sustaining high Retention Rates 1 Make Renewals Really Easy Auto-Renewals, Early Bird Renewal Incentives 2 Enable Your CSRs to Renew Customers Churn defense, ARR preservation 3 Prevent Churn with New Price Plans Monthly vs. Annual, Discounted, Lower Tiers “How much ARR you keep every year”25
  • (3) Optimize your business for Growth Efficiency 1 Tune Your Pricing Strategies Freemium, Editions, Pay-as-you-Go, Tiers 2 Increase Total Customer Value Upsells, Cross-Sells, Add-ons 3 Make Doing Business Simple Self-Service, Promotions, Free Trials “How much does it cost you to acquire a $ of ACV”26
  • The Zuora Subscription Commerce Platform Subscription Subscription Subscription Commerce Billing Finance Pricing Quotes Subscription Lifecycle Real-Time Bookings, Orders Billing Payments Cash & Revenue SAS 70 Type II Multi-Tenant Architecture PCI Level 1 Web Services API Full Disaster Recovery Automatic Monthly Releases Ecosystem Pre-Integration CRM Systems Accounting/GL Payment Gateways27
  • Our Customers High Tech SaaS/Cloud Media Consumer Services Devices Telecom We found Zuora and the light bulb went off: a business operations platform designed especially for subscription businesses like ours.28
  • Summary: Traditional finance systems are not built for today’s Subscription Economy The 3 Key Metrics that Matter Congrats to our AO100 Customers 1 Recurring Profit Margin 2 Retention Rate 3 Growth Efficiency In short order, Zuora has become the dominant player in cloud-based subscription systems.29
  • Thank You! Tien Tzuo ceo@zuora.com30