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Out With The Old In With The New
From Legacy To Zuora
Gear Fisher
Co-Founder & CEO
@gearfisher | gear@trainingpeaks.com
The Nine Keys to Subscription Success
$
PRICE	
   ACQUIRE	
   BILL	
   COLLECT	
  
NURTURE	
   ACCOUNT	
   MEASURE	
   ITE...
What	
  We	
  Do	
  
So#ware	
  for	
  tracking,	
  analyzing	
  and	
  planning	
  
endurance	
  training	
  (cycling,	
 ...
Background	
  
•  We’ve	
  been	
  SaaS	
  since	
  before	
  it	
  was	
  a	
  thing	
  
•  Started	
  in	
  October	
  2...
Growth	
  over	
  the	
  Years	
  
Future	
  Growth	
  
Zuora	
  Phase	
  1:	
  ImplementaKon	
  	
  
•  6	
  person	
  team,	
  2	
  devs	
  full	
  Pme	
  @	
  2	
  months	
  
...
Zuora	
  Phase	
  2:	
  MaximizaKon	
  
•  Post	
  busy	
  season	
  (April-­‐Oct)	
  
– B2B,	
  coaches,	
  usage/metered...
Who	
  we	
  are,	
  who	
  are	
  you?	
  
Brand	
  IdenKty	
  &	
  PosiKoning	
  
•  Who	
  you	
  are	
  sets	
  an	
  expectaPon	
  of	
  how	
  you	
  conduct	
 ...
Business	
  Models	
  
•  30-­‐day	
  trial,	
  2000	
  
•  Trial	
  with	
  credit	
  card	
  up-­‐front,	
  2002	
  
•  ...
Challenges	
  
•  Processing	
  credit	
  cards	
  sucks:	
  complexity	
  
•  Card	
  expiry	
  issues,	
  InternaPonal	
...
…There’s	
  More	
  
•  AccounPng	
  (month-­‐end,	
  cash	
  vs.	
  accrual)	
  
•  Metered	
  usage	
  billing	
  
•  Pa...
…SKll	
  More	
  
•  Upgrades	
  /	
  Downgrades	
  
•  Bundles	
  &	
  cross	
  selling	
  
•  Experiments	
  
•  ReporPn...
K(ey)KPI’s	
  
•  CONVERSION	
  
•  CHURN	
  
•  ARPU	
  
•  LTV	
  
•  ..	
  And	
  if	
  you	
  can	
  figure	
  it	
  ou...
Just	
  Track	
  It	
  
•  Tired	
  of	
  figuring	
  out	
  how	
  to	
  calculate	
  KPI’s	
  
•  Zuora	
  &	
  SAAS	
  O...
Billing	
  nightmares	
  
•  Story	
  Pme:	
  
•  Edge	
  cases	
  are	
  the	
  death	
  of	
  you	
  
•  Manual	
  overr...
What	
  made	
  us	
  give	
  up?	
  
•  Hamstrung	
  by	
  home	
  grown	
  system	
  (3rd	
  generaPon	
  since	
  
2009...
What	
  made	
  us	
  give	
  up?	
  
•  UlPmately:	
  We	
  want	
  to	
  grow	
  and	
  focus	
  on	
  our	
  products,	...
How	
  we’re	
  doing	
  it	
  
•  Manager	
  of	
  business	
  systems:	
  Z-­‐Champion	
  
•  Know	
  the	
  business	
 ...
Lessons	
  Learned	
  
Point	
  1:	
  
D o 	
   y o u 	
   l i k e 	
   m o n e y ? 	
  
Point	
  2:	
  
Point	
  3:	
  
L...
Lessons	
  Learned	
  
Point	
  4:	
  
D o 	
   y o u 	
   l i k e 	
   m o n e y ? 	
  
Point	
  5:	
  
Point	
  6:	
  
T...
Q&A	
  
Thank	
  You	
  and	
  Good	
  Luck!	
  
	
  
@gearfisher	
  
gear@trainingpeaks.com	
  
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Out with the Old, In with the New: How I Transitioned from Homegrown to Zuora (Subscribed13)

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TrainingPeaks - Gear Fisher, CEO

When you’re launching a smaller subscription company you often start with homegrown billing solutions. When successful market adoption puts pressure on your systems, you need to achieve more enterprise class capabilities and scale. Come learn about key considerations for CEOs in smoothly navigating this transition process and setting yourself up for massive growth.

Published in: Economy & Finance, Business
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Out with the Old, In with the New: How I Transitioned from Homegrown to Zuora (Subscribed13)

  1. 1. Out With The Old In With The New From Legacy To Zuora Gear Fisher Co-Founder & CEO @gearfisher | gear@trainingpeaks.com
  2. 2. The Nine Keys to Subscription Success $ PRICE   ACQUIRE   BILL   COLLECT   NURTURE   ACCOUNT   MEASURE   ITERATE   SCALE  
  3. 3. What  We  Do   So#ware  for  tracking,  analyzing  and  planning   endurance  training  (cycling,  running,  triathlon)     Athletes:  B  to  C   Coaches:  B  to  B  
  4. 4. Background   •  We’ve  been  SaaS  since  before  it  was  a  thing   •  Started  in  October  2000  using  hand  coded  tools   •  Numerous  aHempts  to  “roll  our  own”   •  Now,  50  people,  $7M  revenue,  can’t  manage  it   •  We’ve  le#  a  lot  of  money  on  the  table  
  5. 5. Growth  over  the  Years  
  6. 6. Future  Growth  
  7. 7. Zuora  Phase  1:  ImplementaKon     •  6  person  team,  2  devs  full  Pme  @  2  months   •  Methodical  phased  approach,  99%  API   •  Challenges:  internal  resourcing  and  Pme   •  Full  implementaPon  10  months   •  Phase  1:  B  to  C  subs,  coupons,  bundles  
  8. 8. Zuora  Phase  2:  MaximizaKon   •  Post  busy  season  (April-­‐Oct)   – B2B,  coaches,  usage/metered  per  client   – Cash  to  Accrual   – Legacy  migraPon   – InternaPonal  
  9. 9. Who  we  are,  who  are  you?  
  10. 10. Brand  IdenKty  &  PosiKoning   •  Who  you  are  sets  an  expectaPon  of  how  you  conduct   business   •  We  are  premium,  high-­‐end   •  Refund  policy,  trials,  coupon  codes,  gi#s,  bundles,   partners   •  Always  cauPous.  New  vs.  recurring  promoPons  
  11. 11. Business  Models   •  30-­‐day  trial,  2000   •  Trial  with  credit  card  up-­‐front,  2002   •  Freemium,  2007   •  Premium  trial-­‐freemium,  2013  
  12. 12. Challenges   •  Processing  credit  cards  sucks:  complexity   •  Card  expiry  issues,  InternaPonal  problems   •  Things  always  changing   •  Edge  cases  
  13. 13. …There’s  More   •  AccounPng  (month-­‐end,  cash  vs.  accrual)   •  Metered  usage  billing   •  Payment  plan  dynamics   •  One  Pme  charges  
  14. 14. …SKll  More   •  Upgrades  /  Downgrades   •  Bundles  &  cross  selling   •  Experiments   •  ReporPng!!!  KPI  tracking  
  15. 15. K(ey)KPI’s   •  CONVERSION   •  CHURN   •  ARPU   •  LTV   •  ..  And  if  you  can  figure  it  out:  SAC   …  Solved  with  SAAS  OpPcs  
  16. 16. Just  Track  It   •  Tired  of  figuring  out  how  to  calculate  KPI’s   •  Zuora  &  SAAS  OpPcs  just  makes  it  standard  
  17. 17. Billing  nightmares   •  Story  Pme:   •  Edge  cases  are  the  death  of  you   •  Manual  override,  means  manual  oversight:  fail  
  18. 18. What  made  us  give  up?   •  Hamstrung  by  home  grown  system  (3rd  generaPon  since   2009)   •  Answer  was  always:  “yeah,  but,  we  have  to  change  our   billing  system”   •  Leaving  money  on  the  table  (expiraPons…  ideas  never   realized)  
  19. 19. What  made  us  give  up?   •  UlPmately:  We  want  to  grow  and  focus  on  our  products,   not  our  billing  system   •  We  needed  a  plalorm,  not  a  product  
  20. 20. How  we’re  doing  it   •  Manager  of  business  systems:  Z-­‐Champion   •  Know  the  business  rules   •  Coordinates  interacPon  of  all  stakeholders   •  Keeping  it  simple  to  start   •  Training  for  accounPng  procedures    
  21. 21. Lessons  Learned   Point  1:   D o   y o u   l i k e   m o n e y ?   Point  2:   Point  3:   Let  your  developers  and  tech  resources  focus  on  product     What’s  your  business?  Start  early     ReporPng  done  right;  No  programmer  needed    
  22. 22. Lessons  Learned   Point  4:   D o   y o u   l i k e   m o n e y ?   Point  5:   Point  6:   Too  criPcal  to  get  it  wrong  or  half-­‐ass  it     Business  partner,  not  product  provider     ExperimenPng  process  so  much  easier  with  a  plalorm    
  23. 23. Q&A   Thank  You  and  Good  Luck!     @gearfisher   gear@trainingpeaks.com  

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