As your business needs shift and evolve, you’ll need to determine how Zuora can support these shifting demands. To do this, you need a deep understanding of the product, and the ability to connect it to business priorities and initiatives. This session focuses how to extract strategic value from Zuora to align with your shifting business needs.

2. ≈
The Zuora Business Case
Getting Strategic Value from Zuora Over Time
Greg Wood
Senior Manager of IT, Quest Software
Jonathan Brown
Senior Sales Engineer, Zuora
While we wait to start,
please take out your phones
and go to:
https://pollev.com/jb678

3. page
03
- Present benchmarks from
Subscription Economy Index that
can support business cases.
- Show what an action plan looks like
for some of these concepts via
Quest customer example.
- Collaborate and share strategies for
extracting value from Zuora over
time.
Goals for the
session

4. Agenda
page
04
01
Introduction and Overview
Who is Quest and what has their Zuora
journey been like so far?
03
Usage Pricing Benchmarks
Data on Usage Pricing and it’s contribution
to Zuora’s customers’ business.
02
Product Catalog Benchmarks
Data on product and rate plan setup across
Zuora’s customer base.
04
Subscriber Journey Benchmarks
Data on different strategic approaches to
building a subscriber journey

5. Introductions and
Overview

6. Intro to Quest

7. Intro to Quest

8. ● Greg Wood, Senior Manager at Quest Software
○ CRM support, including Salesforce, Siebel, Imparter PRM and Zuora
○ Work directly with Product Managers, Licensing, R&D, and Sales Support to onboard products onto our
subscription management platform (Zuora)
Intro to Quest

9. Quest’s history with Zuora
● Historically been an on-prem software provider, with ~$900M is annual sales (non-subscription)
● Quest Software was acquired by Dell in 2013, and became the Dell Software Group (DSG), along with SonicWall,
AppAssure, KACE, etc
● In 2016, DSG was sold by Dell, and we returned back to our old name Quest Software.
● Quest Software originally implemented Zuora back in 2013
● Quest has maintained our own Zuora tenant during the acquisition and divestiture
● Over the last 4 years we have been gaining momentum in the subscription economy (mainly subscription-izing our
on-prem products and appliances)
○ Started with $ 10K / qtr in 2014
○ Now doing $ 2M / qtr in 2017
● Now have a greater focus on SaaS products for 2017 and beyond

10. Product Catalog Benchmarks

11. Companies are flexible in how they offer their products.
On average, SaaS companies offer 13 different pricing plans per product

12. Larger companies offer more pricing plans for the same product
Rate plans per product increases with company maturity

13. Larger companies make more pricing changes every quarter
Rate plans per product increases with company maturity

14. SaaS companies regularly tweak their pricing.
On average, they make 11 changes to pricing every quarter

15. As a small company, pricing iteration is key to growth.
For larger companies, more stable pricing by the time scale is reached.
Top 50%
Bottom 50%

16. The number of products per customer correlates to company size
The number of Rate Plans per account increases as a company grows

17. Usage Pricing Benchmarks

18. In 2016, more than 40% of SaaS companies have usage-based pricing

19. Of companies with usage pricing, 25% of revenue comes from usage
charges
Percentage of revenue from usage-charges out of total invoiced

20. Subscriber Journey Benchmarks

21. We see an average of 4 mid-term changes for every SaaS subscription.
Letting customers make mid-term changes matters more for mid-to-large
companies than small startups.
Amendments per subscription

22. High Volume Self-Service

23. Assisted Sales

24. Upsell Strategy
The companies that grow the most quickly are the companies that are most successful at growing
revenues from existing customers.
Source: Analysis of 10-Ks from 16 public subscription companies that
report net retention on a dollar basis

25. Expand Internationally

26. thank you.