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Lessons learned from 3k SaaS companies
SaaStock 2016
@PriceIntel
We live in a world where acquisition
as we know it is dead
@PriceIntel
@PriceIntel
Single
feature
SaaS
WE’RE LIVING IN A DIFFERENT PRODUCT ERA
@PriceIntel
Single
feature
SaaS
Multi
feature
SaaS
WE’RE LIVING IN A DIFFERENT PRODUCT ERA
@PriceIntel
Single
feature
SaaS
Multi
feature
SaaS
Automation
WE’RE LIVING IN A DIFFERENT PRODUCT ERA
@PriceIntel
Single
feature
SaaS
Multi
feature
SaaS
Automation Consolidation
WE’RE LIVING IN A DIFFERENT PRODUCT ERA
@PriceIntel
Single
feature
SaaS
Multi
feature
SaaS
Automation Consolidation
Workflow &
Anti-Active
Usage
Products
WE’RE LIVING IN A DIFFERENT PRODUCT ERA
Our world is now pin pointed on
customer value for growth.
@PriceIntel
Who are you?
@PriceIntel
Happy customers big and small
ProfitWell
SaaS pricing software
and tech enabled
services
Free financial metrics
for subscription
businesses
@PriceIntel
We’ve seen inside more SaaS companies than
anyone else on the planet.
@PriceIntel
The market is becoming saturated and unit
economics just aren’t what they used to be…
@PriceIntel
Our world is more competitive, making
switching costs easier.
@PriceIntel
Competition is growing
N = 289 SaaS companies, +/- 3.44% MoE at 95% level
0
2
4
6
8
10
12
5 Years Ago 3 Years Ago 1 Year Ago Today
#ofCompetitors How many competitors did you have during the following periods?
@PriceIntel
Competition is here
0%
10%
20%
30%
40%
50%
0 to 2 3 to 5 6 to 10 11+
%ofRespondents
How many competitors do you current have?
(Companies around for less than 1 year)
N = 547 software companies
@PriceIntel
The relative value of features is declining.
All software is going to $0.
@PriceIntel
“Differentiation” isn’t what is used to be…
N = Varies by line, but minimum of 10,000 customer respondents per line
0%
25%
50%
75%
100%
125%
4 Years Ago 3 Years Ago 2 Years Ago 1 Year Ago Today
WTPas%ofWTP4YearsAgo
Willingnessto pay over time relative to WTP 4 years ago
Core Features Single Sign On Integrations Analytics
@PriceIntel
CAC is increasing over time.
@PriceIntel
Acquiring a customer is getting pricier
N = Varies by line, but minimum of 453 companies per data point
-­‐25%
0%
25%
50%
75%
4 Years Ago 3 Years Ago 2 Years Ago 1 Year Ago Today
CACas%ofCAC4YearsAgo
Blended CAC relative to four years ago
B2B B2C
@PriceIntel
We make matters worse by focusing on the
wrong fundamentals
@PriceIntel
We’re obsessed with acquisition.
Like stalker level obsessed.
@PriceIntel
Looked at 25,679 blog posts.
@PriceIntel
We love talking about acquisition
0%
25%
50%
75%
100%
Acquisition Monetization Retention
%oftotalarticles
Category of growth articles written from 2014 to 2106
N = 25,679 blog posts written between 2014 to 2016
@PriceIntel
Looked at 6,324 B2B companies
@PriceIntel
We love building for acquisition
0%
25%
50%
75%
100%
Acquisition Monetization Retention
%oftotalcompanies
Category of B2B SaaS companies
N = 6,324 companies currently active
@PriceIntel
Asked SaaS Founders/Executives
@PriceIntel
What’s most important?
0%
25%
50%
75%
100%
More logos Making more money per
customer
Keeping customers around
longer
%oftotalcompanies
C-Level/Founder Growth Preferences
N = 1,432 SaaS companies, +/- 2.19% MoE at 95% level
@PriceIntel
What’s most important?
N = 1,218 SaaS companies, +/- 2.61% MoE at 95% level
0%
25%
50%
75%
100%
Acquisition Monetization Retention
%oftotalcompanies
C-Level/Founder Spend Their Time
@PriceIntel
There are clear winners and losers in this
environment.
@PriceIntel
SaaS Death correlates to acquisition focused teams
0%
25%
50%
75%
100%
Less than $2.5M ARR $2.51M to $5M ARR $5.01M+ ARR
%ofRespondents
Of those companies who died, what was the makeup of their growth
Primarily	
  Acquisition	
   Growth Balanced	
  Growth
N = Minimum of 30 companies per category who died over the past 4 years
@PriceIntel
Balanced growth velocity is much larger
0%
25%
50%
2012 2013 2014 2015
%ofRespondents
How do growth rates compare to our two growth groups?
Primarily Acquisition Growth Balanced Growth
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.
@PriceIntel
Our focus will kill us.
@PriceIntel
The root cause here stems from a lack of
buyer centricity.
@PriceIntel
We don’t really know our buyers
@PriceIntel
Buyer Personas
Table Stakes Tony
• Valued features:
• SFDC Integration
• Chrome extension
• Least valued features
• Analytics
• API access
• WTP = ~$10/month
• CAC = ~$22
• LTV: $160
Advanced Arnie
• Valued features:
• Analytics
• API Access
• Least valued features
• Chrome extension
• Premium support
• WTP = ~$25/month
• CAC = ~$56
• LTV: $325
@PriceIntel
We don’t know our buyers that well
0%
25%
50%
75%
100%
Thought about them Central document Quantified buyer personas
%ofRespondents
Which single category best describes your buyer personas?
N = 1,647 SaaS companies
@PriceIntel
We don’t do a lot of cust dev conversations
0%
25%
50%
75%
100%
Less than 10 11 to 25 26 to 50 51+
%ofRespondents
#	
  of	
  cust dev conversations
How many cust dev conversations are you having per month?
N = 1,647 SaaS companies
@PriceIntel
We don’t send any cust dev surveys
0%
25%
50%
75%
100%
0 1 2 3+
%ofRespondents
#	
  of	
  cust dev surveys
How many cust dev surveys are you sending each month?
N = 1,647 SaaS companies
@PriceIntel
We aren’t truly testing that much
0%
25%
50%
75%
100%
0 1 to 3 4 to 10 11+
%ofRespondents
#	
  of	
  tests/experiments
How many tests or experiments are you running each month?
N = 1,647 SaaS companies
@PriceIntel
We don’t realize the power of balanced growth.
@PriceIntel
If we improve each lever by the same
amount, which lever causes the most growth?
@PriceIntel
Impact of improving each
growth lever
3.32%
0%
5%
10%
15%
Acquisition Monetization Retention
%impactonthebottomline
Impact of improvingeach lever by 1%
N = 578 SaaS companies, +/- 2.89% MoE at 95% level
@PriceIntel
Impact of improving each
growth lever
3.32%
6.71%
0%
5%
10%
15%
Acquisition Monetization Retention
%impactonthebottomline
Impact of improvingeach lever by 1%
N = 578 SaaS companies, +/- 2.89% MoE at 95% level
@PriceIntel
Impact of improving each
growth lever
3.32%
12.70%
6.71%
0%
5%
10%
15%
Acquisition Monetization Retention
%impactonthebottomline
Impact of improvingeach lever by 1%
N = 578 SaaS companies, +/- 2.89% MoE at 95% level
@PriceIntel
Improving retention and monetization has 2-
4x the impact of focusing on acquisition.
@PriceIntel
What we find important
0%
25%
50%
75%
100%
More logos Making more money per
customer
Keeping customers around
longer
%oftotalcompanies
C-Level/Founder Growth Preferences
N = 1,432 SaaS companies
@PriceIntel
What works for growth
3.32%
12.70%
6.71%
0%
5%
10%
15%
Acquisition Monetization Retention
%impactonthebottomline
Impact of improvingeach lever by 1%
N = Data from 512 companies
@PriceIntel
This should be scary.
@PriceIntel
Everything aligns to the customer
Point of Conversion
Drive Customer #1
Offer Product #1
Offer Product #2
Drive Customer #2
Drive Customer #3
Offer Product #3
Justify price #1
Justify price #2
Justify price #3
@PriceIntel
How do we fix this?
@PriceIntel
Three ways to overcoming acquisition addiction
• Know your numbers
• Quantify your buyer personas
• Implement a customer development process
@PriceIntel
Know your numbers.
@PriceIntel
Know your numbers
ProfitWell.com
Quantify your buyer personas
@PriceIntel
Persona-Product Fit
Table Stakes Tony
• Valued features:
• SFDC Integration
• Chrome extension
• Least valued features
• Analytics
• API access
• WTP = ~$10/month
• CAC = ~$22
• LTV: $160
Advanced Arnie
• Valued features:
• Analytics
• API Access
• Least valued features
• Chrome extension
• Premium support
• WTP = ~$25/month
• CAC = ~$56
• LTV: $325
@PriceIntel
Go to the customer!
@PriceIntel
What do your customers
value the most?
Needed: Relative Preference Analysis
@PriceIntel
How much are your
customers willing to pay?
Needed: Price Sensitivity Analysis
@PriceIntel
For the love of God. Talk to your customer.
@PriceIntel
If you don’t know who you’re driving to your
product, how do you know what build or how
to price?
@PriceIntel
Implement a customer development process
@PriceIntel
Your Cust Dev Process
Customer/Market
Research
Communication
Plan
Week:
1 2 3 4 5 6 7 8 9
Impact
Analysis
Customer
Advisory
Panel
Implement
Changes
Step:
@PriceIntel
Your Pricing Committee
Main Decision Maker
(could be a member of the committee, as well)
Main Coordinator Typically in Product or Marketing
Product Leadership Corp Dev/Finance
Sales Leadership Marketing Leadership
@PriceIntel
We’re in a customer value centric world.
@PriceIntel
You will be left behind if you think you can
brute force your growth.
@PriceIntel
Thankfully, there’s a community around you
to help you grow, but you need to take the
first step.
@PriceIntel
Here’s how we’re going to help today
• SaaS Pricing Workshop – 1:30pm
– Pricing workshop, where we’ll walk through the steps to quantify
your personas and answer every pricing question you’ve ever had
• SaaS Benchmarking Data Dump – 4pm
– We have the world’s largest SaaS dataset, and we’ll be walking
through some key benchmarks and differences between
companies doing well and those in trouble
@PriceIntel
Patrick@priceintelligently.com
@PriceIntel

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Lessons learned from 3k SaaS Companies - Patrick Campbell, CEO, Price Intelligently

  • 1. Lessons learned from 3k SaaS companies SaaStock 2016 @PriceIntel
  • 2. We live in a world where acquisition as we know it is dead @PriceIntel
  • 8. Our world is now pin pointed on customer value for growth. @PriceIntel
  • 10. Happy customers big and small ProfitWell SaaS pricing software and tech enabled services Free financial metrics for subscription businesses @PriceIntel
  • 11. We’ve seen inside more SaaS companies than anyone else on the planet. @PriceIntel
  • 12. The market is becoming saturated and unit economics just aren’t what they used to be… @PriceIntel
  • 13. Our world is more competitive, making switching costs easier. @PriceIntel
  • 14. Competition is growing N = 289 SaaS companies, +/- 3.44% MoE at 95% level 0 2 4 6 8 10 12 5 Years Ago 3 Years Ago 1 Year Ago Today #ofCompetitors How many competitors did you have during the following periods? @PriceIntel
  • 15. Competition is here 0% 10% 20% 30% 40% 50% 0 to 2 3 to 5 6 to 10 11+ %ofRespondents How many competitors do you current have? (Companies around for less than 1 year) N = 547 software companies @PriceIntel
  • 16. The relative value of features is declining. All software is going to $0. @PriceIntel
  • 17. “Differentiation” isn’t what is used to be… N = Varies by line, but minimum of 10,000 customer respondents per line 0% 25% 50% 75% 100% 125% 4 Years Ago 3 Years Ago 2 Years Ago 1 Year Ago Today WTPas%ofWTP4YearsAgo Willingnessto pay over time relative to WTP 4 years ago Core Features Single Sign On Integrations Analytics @PriceIntel
  • 18. CAC is increasing over time. @PriceIntel
  • 19. Acquiring a customer is getting pricier N = Varies by line, but minimum of 453 companies per data point -­‐25% 0% 25% 50% 75% 4 Years Ago 3 Years Ago 2 Years Ago 1 Year Ago Today CACas%ofCAC4YearsAgo Blended CAC relative to four years ago B2B B2C @PriceIntel
  • 20. We make matters worse by focusing on the wrong fundamentals @PriceIntel
  • 21. We’re obsessed with acquisition. Like stalker level obsessed. @PriceIntel
  • 22. Looked at 25,679 blog posts. @PriceIntel
  • 23. We love talking about acquisition 0% 25% 50% 75% 100% Acquisition Monetization Retention %oftotalarticles Category of growth articles written from 2014 to 2106 N = 25,679 blog posts written between 2014 to 2016 @PriceIntel
  • 24. Looked at 6,324 B2B companies @PriceIntel
  • 25. We love building for acquisition 0% 25% 50% 75% 100% Acquisition Monetization Retention %oftotalcompanies Category of B2B SaaS companies N = 6,324 companies currently active @PriceIntel
  • 27. What’s most important? 0% 25% 50% 75% 100% More logos Making more money per customer Keeping customers around longer %oftotalcompanies C-Level/Founder Growth Preferences N = 1,432 SaaS companies, +/- 2.19% MoE at 95% level @PriceIntel
  • 28. What’s most important? N = 1,218 SaaS companies, +/- 2.61% MoE at 95% level 0% 25% 50% 75% 100% Acquisition Monetization Retention %oftotalcompanies C-Level/Founder Spend Their Time @PriceIntel
  • 29. There are clear winners and losers in this environment. @PriceIntel
  • 30. SaaS Death correlates to acquisition focused teams 0% 25% 50% 75% 100% Less than $2.5M ARR $2.51M to $5M ARR $5.01M+ ARR %ofRespondents Of those companies who died, what was the makeup of their growth Primarily  Acquisition   Growth Balanced  Growth N = Minimum of 30 companies per category who died over the past 4 years @PriceIntel
  • 31. Balanced growth velocity is much larger 0% 25% 50% 2012 2013 2014 2015 %ofRespondents How do growth rates compare to our two growth groups? Primarily Acquisition Growth Balanced Growth 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. @PriceIntel
  • 32. Our focus will kill us. @PriceIntel
  • 33. The root cause here stems from a lack of buyer centricity. @PriceIntel
  • 34. We don’t really know our buyers @PriceIntel
  • 35. Buyer Personas Table Stakes Tony • Valued features: • SFDC Integration • Chrome extension • Least valued features • Analytics • API access • WTP = ~$10/month • CAC = ~$22 • LTV: $160 Advanced Arnie • Valued features: • Analytics • API Access • Least valued features • Chrome extension • Premium support • WTP = ~$25/month • CAC = ~$56 • LTV: $325 @PriceIntel
  • 36. We don’t know our buyers that well 0% 25% 50% 75% 100% Thought about them Central document Quantified buyer personas %ofRespondents Which single category best describes your buyer personas? N = 1,647 SaaS companies @PriceIntel
  • 37. We don’t do a lot of cust dev conversations 0% 25% 50% 75% 100% Less than 10 11 to 25 26 to 50 51+ %ofRespondents #  of  cust dev conversations How many cust dev conversations are you having per month? N = 1,647 SaaS companies @PriceIntel
  • 38. We don’t send any cust dev surveys 0% 25% 50% 75% 100% 0 1 2 3+ %ofRespondents #  of  cust dev surveys How many cust dev surveys are you sending each month? N = 1,647 SaaS companies @PriceIntel
  • 39. We aren’t truly testing that much 0% 25% 50% 75% 100% 0 1 to 3 4 to 10 11+ %ofRespondents #  of  tests/experiments How many tests or experiments are you running each month? N = 1,647 SaaS companies @PriceIntel
  • 40. We don’t realize the power of balanced growth. @PriceIntel
  • 41. If we improve each lever by the same amount, which lever causes the most growth? @PriceIntel
  • 42. Impact of improving each growth lever 3.32% 0% 5% 10% 15% Acquisition Monetization Retention %impactonthebottomline Impact of improvingeach lever by 1% N = 578 SaaS companies, +/- 2.89% MoE at 95% level @PriceIntel
  • 43. Impact of improving each growth lever 3.32% 6.71% 0% 5% 10% 15% Acquisition Monetization Retention %impactonthebottomline Impact of improvingeach lever by 1% N = 578 SaaS companies, +/- 2.89% MoE at 95% level @PriceIntel
  • 44. Impact of improving each growth lever 3.32% 12.70% 6.71% 0% 5% 10% 15% Acquisition Monetization Retention %impactonthebottomline Impact of improvingeach lever by 1% N = 578 SaaS companies, +/- 2.89% MoE at 95% level @PriceIntel
  • 45. Improving retention and monetization has 2- 4x the impact of focusing on acquisition. @PriceIntel
  • 46. What we find important 0% 25% 50% 75% 100% More logos Making more money per customer Keeping customers around longer %oftotalcompanies C-Level/Founder Growth Preferences N = 1,432 SaaS companies @PriceIntel
  • 47. What works for growth 3.32% 12.70% 6.71% 0% 5% 10% 15% Acquisition Monetization Retention %impactonthebottomline Impact of improvingeach lever by 1% N = Data from 512 companies @PriceIntel
  • 48. This should be scary. @PriceIntel
  • 49. Everything aligns to the customer Point of Conversion Drive Customer #1 Offer Product #1 Offer Product #2 Drive Customer #2 Drive Customer #3 Offer Product #3 Justify price #1 Justify price #2 Justify price #3 @PriceIntel
  • 50. How do we fix this? @PriceIntel
  • 51. Three ways to overcoming acquisition addiction • Know your numbers • Quantify your buyer personas • Implement a customer development process @PriceIntel
  • 54. Quantify your buyer personas @PriceIntel
  • 55. Persona-Product Fit Table Stakes Tony • Valued features: • SFDC Integration • Chrome extension • Least valued features • Analytics • API access • WTP = ~$10/month • CAC = ~$22 • LTV: $160 Advanced Arnie • Valued features: • Analytics • API Access • Least valued features • Chrome extension • Premium support • WTP = ~$25/month • CAC = ~$56 • LTV: $325 @PriceIntel
  • 56. Go to the customer! @PriceIntel
  • 57. What do your customers value the most? Needed: Relative Preference Analysis @PriceIntel
  • 58. How much are your customers willing to pay? Needed: Price Sensitivity Analysis @PriceIntel
  • 59. For the love of God. Talk to your customer. @PriceIntel
  • 60. If you don’t know who you’re driving to your product, how do you know what build or how to price? @PriceIntel
  • 61. Implement a customer development process @PriceIntel
  • 62. Your Cust Dev Process Customer/Market Research Communication Plan Week: 1 2 3 4 5 6 7 8 9 Impact Analysis Customer Advisory Panel Implement Changes Step: @PriceIntel
  • 63. Your Pricing Committee Main Decision Maker (could be a member of the committee, as well) Main Coordinator Typically in Product or Marketing Product Leadership Corp Dev/Finance Sales Leadership Marketing Leadership @PriceIntel
  • 64. We’re in a customer value centric world. @PriceIntel
  • 65. You will be left behind if you think you can brute force your growth. @PriceIntel
  • 66. Thankfully, there’s a community around you to help you grow, but you need to take the first step. @PriceIntel
  • 67. Here’s how we’re going to help today • SaaS Pricing Workshop – 1:30pm – Pricing workshop, where we’ll walk through the steps to quantify your personas and answer every pricing question you’ve ever had • SaaS Benchmarking Data Dump – 4pm – We have the world’s largest SaaS dataset, and we’ll be walking through some key benchmarks and differences between companies doing well and those in trouble @PriceIntel