Subscribed World Tour: Pricing Strategies For Tomorrow

www.simon-kucher.com
How to win with New Price Models & Packaging
Pricing Strategies for tomorrow
Auckland, August 4th, 2015
Chris Petzoldt, Managing Director
Australia / New Zealand
Sydney office
Level 32, Northpoint Tower
100 Miller Street
North Sydney NSW 2060, Australia
Tel. +61 2 91121301
chris.petzoldt@simon-kucher.com

Zuora presentation 2015 - Simon-Kucher
Overview
Pricing – an increasing challenge
Capture value with New Price Models
Capture value with Packaging Strategies
Need help? Simon-Kucher can support!
2

Global Pricing Study; 1,615 companies across the world; 39% C-level executives
Source: Simon-Kucher & Partners
Simon-Kucher's Global Pricing Study 2014
report increasing price pressure83%
are in price war58%
price implementation rate –
lowest number ever measured37%
3

Why is this so alarming?
-23%
-23%
-28%5% decrease in volume...
5% increase in
fixed cost ...
5% increase in
variable cost ...
Example profit & loss structure Resulting decrease of operating
income*
Fixed cost
45
Variable cost
45
5% decrease in price...
Operating income
10
Price = 1, Volume = 100
Revenue
100
4

Global Pricing Study; 1,615 companies across the world; 39% C-level executives
Top solutions companies see to cope with increasing price
pressure
Top options to escape oppressive market conditions*
12%
16%
19%
20%
26%
Share of respondents*
Introducing new, innovative, or differentiated products
Changing the revenue model and the way customers
think about price and value
Strengthening sales & marketing functions to support
value creation & communication
Reducing our variable or fixed costs
Changing mindset and confidence in our ability to
implement higher prices
5

Overview
6

Case 1: From fixed to success based
Situation & Challenge Solution
Project Example:
B2B Marketplace
Global online platform to connect buyers and
suppliers, secure invoice and payment capabilities,
and software (buyers only)
Price model:
 Membership model for buyers
 Flat fee per relationship for suppliers with
qualifying activity level
Challenges:
 Limited number of buyers
 No monetisation of network growth
 Huge tail of small customers
 One size fits all pricing created barrier to
adoption by small customers
Breakeven
Total spend
total invoice value processed
“old” flat
fee
Old
price
New % of
spend
Revenue impact:
+ 300%
7

Case 2: From usage based to two-part tariff
Project Example:
Rail operator
Long-haul passenger transport, regional passenger
transport
Price model:
 “Pay-as-you-go” for more than 100 years
 Ticket price based on distance traveled
Challenges:
 Increasing competition from low-cost
airlines and private cars
 Decrease in passenger numbers and
revenue More than 4m Bahncards sold
Increase in passenger volume
Revenue impact EUR 100m p.a.
appr. 1,900 km
Total spend
total km
per year
BahnCard
50%
“old” pay-
as-you-go
140 €
per
year
8

Case 3: From fixed to customer value based
Manufacturer of truck tires developed innovative new
tire that has a 20% higher durability
Price model:
 Pay per tire
 Discount for higher volumes of tires
Challenges:
 Intense price competition across channels
 No possibility to charge higher price for
new, more valuable tire
 New value proposition: Solution
provider:
"Keep your truck rolling"
 New model:
Price/km - trucker's cost aligned with
revenue basis
 New pricing perspective: Focus on
TCO rather than unit price
 Monetisation of innovation:
"Automatically" higher price for better
value (duration)
Project Example:
Tire manufacturer
9

Simon-Kucher approach step 1: Assess customer value
perception
Peter F. Drucker
"Customers don't buy products,
they buy the benefits that these
products and their suppliers offer
them."
10

Simon-Kucher approach step 2: Find price model that can
capture the created value best
$
Fix price Flat fee
units
Price
Two dimensional
units
Price
PAYG
units
Price
Regressive
units
Price
Capped
units
Price
Fixed units
units
Price
Adaptive flat rate
(for successive
years)
units
Price
Possible subscription models
11

Simon-Kucher approach step 3: Optimise price levels for
new price model
Value drivers Price hierarchy Price thresholds
Competitive advantages and
their value as a basis for value
pricing approach
Optimal price structure within
one product category based on
value drivers
Optimisation of price points
Base prices on product
value
Ensure consistent pricing
logic
Fine-tune prices for
consumers’ eyes
GoalMethods(examples)Results
Conjoint analysis Van Westendorp
Gabor Granger
Price Map
12

Overview
13

Packaging cannot be that hard – can it?
14

Bad example: Packaging is more than A+B – 15%
 This "trial" cost a high two-digit million
figure
 Manager at Rogers: "This was our first
attempt. We just wanted to try out
packaging. Meanwhile, we do a better
job."
 Conclusion: Poor packaging destroys
value
15

Bad example: There should be a package portfolio not an all-
in
16

Bad example: Packages need to differentiate on relevant
features
17
A B C
Should these features be
differentiated across
packages?
Are these features
valuable enough to
create up-sell?
Should these features be
differentiated across
packages?
…
…
…
…

Well-designed packages create a win-win
Increased customer satisfactionValue capturing
Vendor perspective Customer perspective
Packaging
Receive discounts
(or other incentives)
Exploit differences
in customer
willingness-to-pay
Enhance
cross-selling
Compete on breadth
of portfolio/solutions
Buy solutions,
not products
Enjoy convenience
(one-stop shop)
Reduce transaction/
search/delivery costs
Decrease price
transparency
Reduce costs
(Economies of scope
in sales/ops)
18

Packaging can exploit differences in willingness-to-pay
$
WtP
Co.
Profit
$
Co.
WtP
Profit
Volume
$
WTt*
Co.**
Profit
Example
 Customer with limited budget: $5
 Max. willingness to pay for either coffee or cake: $3
 Customer would buy either coffee or a cake
 Bundle price: $5  customer buys both
 Win-Win: Customer benefit = discount
Provider benefit: 50 % more profit
Price $3 Price $3 Price $5
Individual customer's budget: €5
* WtP =Willingness to Pay
** Co. = variable costs
Volume Volume
19

Simon-Kucher approach step 1:
Define packaging strategy
Degree of complexity (# of offers)Simple Complex
 Definition:
One offer with all
products & features
included
 Examples:
Workday HCM
 Definition:
Packages which
combine a variety
of product
categories
 Examples:
Fortknox
 Definition:
A variety of packages
with increasingly
more feature
functionality
 Examples:
Xero
 Definition:
A variety of
packages with
implementation
complexity
limitations
 Examples:
US Sage
Accounting
 Definition:
A build-your-own
package approach
with bundled
discounts
 Examples:
Oracle
Price
Bundling
All-you-
can-eat
Category
bundling
Good/
Better/
Best:
Features
Good/
Better/
Best:
Complexity
20

Simon-Kucher approach step 2:
Define package contents
... selected
"leader" products
High value products / features that
most customers want to or "must"
buy.
Coke & Fries
... some "filler"
product(s)
Medium value products / features
that most customers consider
"nice to have."
Coffee
... NO "killer"
product(s)
Products which either have
"own" willingness-to pay-or no
bundle fit
A successful package consists of ...
21

Product/feature evaluation matrix
Identifying leaders, fillers, and killers using the
Simon-Kucher feature evaluation matrix
1
2
3
4
…
Features/modules
Simon-Kucher
Project Example
22

Simon-Kucher step 4:
Develop package portfolio and pricing
Good-better-best: Role based packages:
 Packages with increasingly more feature
functionality
 Differentiation across customers based on value
and willingness-to-pay
 Need for behavioural tactics to steer choice
 Packages that are targeted at specific types
of users
 Clear segments or use-cases drive package
choice
 Use cases don’t change over time (no upsell
path)
23

Example impact of packaging optimization
Source: Simon-Kucher project example
Approach
 Research showed that the entry
package met large percentage of
customers’ needs
 As a result, we reduced value of
entry package to better align with
existing price point
 New features were added and
existing features shifted to
premium tiers to justify higher
prices
Before re-design: After re-design:
Plus (55%) -
$39
Plus (24%) -
$39 (reduced
value)
Deluxe (32%) -
$79
Deluxe (48%) -
$99
(Price increase)
Elite (12%) - $149
Elite (21%) - $199
(Price increase)
Advantage (7%)
$349
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
May August
% of new subscribers
New tier
# of new subs 1,524 1,313 -14%
Average MRR per
new subscriber
$66 $124 88%
MRR from new
subscribers
$100K $162K 62%
Project Example:
SaaS
Impact
24

Overview
25

Source: manager magazine, August 2011/IMB, survey among German top managers
Simon-Kucher is the world’s leading advisor in Pricing
800 employees
29 offices world-wide
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Francisco
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1 Simon-Kucher & Partners
2 Boston Consulting Group
3 McKinsey & Company
Best consultancies in marketing and sales*
manager magazine
World leader in giving
advice to companies on how
to price their products
Pricing strategy
specialists
The world’s leading
pricing consultancy
In pricing you offer something
nobody else does
BusinessWeek The Economist
Professor Peter DruckerThe Wall Street Journal
World leader in pricing
Atlanta
26

Simon-Kucher specialisation:
Strategy, Marketing, Sales and Pricing
Pricing
Strategy Marketing
Sales
 Strategic goals and direction
 Pricing strategy
 Growth strategies
 Business models
 Competitive strategy
 Market sizing/forecasts
 Market due diligence
 Corporate organisation
 Customer segmentation based on
value, needs, willingness to pay
 Value and brand positioning
 Product and service development
 Portfolio design and management
 Marketing effectiveness and efficiency
 Customer retention and loyalty programs
 Up & Cross sell initiatives
 Price models and bundling
 Price setting (launch and post-launch)
 Rebates, incentives and discount systems
 Price negotiation and key account pricing
 International pricing
 Price organisation and processes
 Price monitoring and controlling
 Pricing training programs
 New channel development/
partnering
 Up and cross-selling
 Sales channel mix
 Channel incentives
 Sales force organisation
 Sales force performance and compensation
 Negotiation support
 Sales force training programs
27

Simon-Kucher support clients across industries…
Dow Jones
DuPont
Emirates
Europcar
Ferrero
Fresenius
Goldman Sachs
Honeywell
Hewlett Packard
HSBC
Intel
Iveco
Johnson-Johnson
Kia
KPN
Kimberly-Clark
Lufthansa
LA POSTE
LinkedIn
Medtronic
MetLife
Michelin
Microsoft
Nestle
Nikon
Permira
Porsche
RBS
SAP
Siemens
SingTel
Swisscom
Shell
Skype
Smith & Nephew
Telefonica
TPG
TNT
UBS
Vodafone
Volkswagen
Zurich
ABB
Accor
Adidas
Allianz
Assa Abloy
Audi
Axa
Barclays
Bayer
BMW
Bosch
British Airways
Caterpillar
Castrol
Citibank
Citrix
DaimlerChrysler
DB Schenker
Deutsche Bank
Deutsche Telekom
DHL
AMP
Ashdown Ingram
Bostik
Castrol
Coats
Commercialisation Australia
CSR
Fairfax Media
Foxtel
Innovations Development Australia
Komatsu
META
Optus
Outotec
Rexel
Rio Tinto
Sanitarium
Secure Parking
Skaffold
Sky NZ
Spirit of Tasmania
Tapestry
Telecom New Zealand
Vodafone Fiji
Selected international references Local references
(AUS/NZ/Fiji)
28

References in the subscription space
Telco
Software & othersOnline
Media
Selection
Axiata
Hutchison 3
Indosat
Macquarie Telecom
Optus
Ooredoo
SingTel
Telefonica
Telecom / Spark
T-Mobile
Vodafone
…
Abril
Bertelsmann
Bloomsbury
Fairfax
FAZ
PubliGroupe
Reed Business Infor.
Tamedia
Scholastic
The Economist
Wiley
…
Anchestry.com
Cars.com
ImmoScout
Gameforge
LinkedIn
LifeLock
Manheim
Skype
Trulia
TotalJobs
Xing
…
Adobe
Advent
Activision
Citrix
Deutsche Bahn
FC Cologne
Intuit
Michelin
Microsoft
Paris St Germain
SAP
Ubisoft
…
29

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