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Business model innovation

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David Skok
David Skok

The document discusses business model innovation and key lessons learned from case studies. It emphasizes the importance of balancing the cost to acquire customers (CAC) with the lifetime value (LTV) of customers. Business models that use free trials, freemium options, and viral marketing can achieve low CAC through inbound marketing techniques. Recurring subscription revenue models provide predictability and allow companies to scale through efficient sales processes.

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Agenda ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Anatomy of a Startup The Old Model Unmet Need New Technology
The New Model Consumer Technology leads the Enterprise Unmet Need New Technology Entertainment New Business Models
Business Model Innovation: The Major Change Agents The Internet Web 2.0 Social Networks Mobile Web Google SEO/SEM Enables low-cost customer acquisition
B2C Breakthrough Companies ,[object Object],[object Object],[object Object],[object Object],[object Object]
The Key Elements behind “Business Model” ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The Key Elements behind “Business Model” ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
An out of balance Business Model Monetization (LTV) Cost to Acquire a Customer (CAC) Entrepreneurs are over-optimistic
CAC for a Web driven business
CAC for a Direct Salesforce Annual numbers
What we are looking for Monetization (LTV) Cost to Acquire a Customer (CAC) A well balanced business model
The Balancing Act Monetization (LTV) Cost to Acquire a Customer CAC) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Business Model Disruption in B2B ,[object Object],[object Object],[object Object],[object Object]
Business Model Disruption in B2B ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Business Model Disruption in B2B ,[object Object],[object Object],[object Object]
 
Recurring Revenue ,[object Object],[object Object],[object Object],Turbocharger: Adding Salespeople increases monthly new bookings
Churn ,[object Object],[object Object],[object Object],[object Object]
How Churn affects LTV ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The Big Issue with SaaS ,[object Object],[object Object],[object Object],[object Object]
My rules for CAC/LTV balance in a SaaS model > 3x LTV CAC Months to recover CAC < 12 months ,[object Object]
Another key SaaS benefit ,[object Object],[object Object],[object Object],[object Object]
Other Recurring Revenue Benefits ,[object Object],[object Object],[object Object]
 
Buying Behavior has Changed ,[object Object],[object Object],CIO of Large Pharma Co.
Buying Behavior has Changed ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
HubSpot: Inbound Marketing
Remarkable Content ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
A Crucial Insight ,[object Object],[object Object],[object Object]
The Power of Free ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
 
 
[object Object]
Freemium ,[object Object],[object Object],[object Object],[object Object],[object Object]
Virality ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Old World evolving to a New World Charge for everything (including on-site trials) Free Trials Free Product Monetize a Fraction of Custs
Old World evolving to a New World ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The Low Cost Sales Model ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The Touchless Conversion ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Free Trials require different Product Thinking ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Enables you to reach the SMB market ,[object Object],[object Object],[object Object]
Need to Build a Sales & Marketing Machine ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Metrics are crucial for success Visitors Trials Campaigns to drive traffic Closed Deals Overall Conversion % (by lead source) Conversion % Conversion %
Experimentation and A/B Testing ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
 
Sales Complexity
How I assumed the two would relate
A rough estimate of CAC versus Sales Complexity Rough Estimates of Cost of Customer Acquisition (CAC)
The relationship is roughly exponential Clearly adding Human Touch dramatically increases costs
Sales Complexity CAC (logarithmic) 10x 10x 10x
High CAC requires higher pricing ,[object Object],[object Object],[object Object],[object Object],[object Object]
High CAC, requires high scores for : Value, Pain, Urgency Sales Complexity  Value / Pain / Urgency = LTV (logarithmic)
Sales Complexity  Value / Pain / Urgency = LTV (logarithmic) Unprofitable: LTV < CAC
Sales Complexity  Blue Zone 1 Blue Zone 2 Value / Pain / Urgency = LTV (logarithmic) Red Zone 1 Red Zone 2
Sales Complexity  Amber Zone 2 Amber Zone 1 Value / Pain / Urgency = LTV (logarithmic)
Sales Complexity  Green Zone 1 Green Zone 2 Green Zone 3 Value / Pain / Urgency = LTV (logarithmic)
How SaaS changes Sales Complexity Sales Complexity  Value / Pain / Urgency = LTV (logarithmic)
Levers you can use to move from Red to Green ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
 
Sales Complexity  Able to leverage the Internet revolution Human Costs dominate: Old world business model Value/Pain/Urgency
What can happen when you get this right ,[object Object],[object Object],[object Object],[object Object],52% operating margins
 
The Balancing Act Monetization (LTV) Cost to Acquire a Customer CAC) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
 
The Highlights ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The Original Brainstorming Session
The First Blockage Point ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
JBoss - Sales & Marketing Machine Enterprise Rollouts Suspects Closed Deals Phone Call Lead Nurturing Inside Sales Web Leads Web Scoring
Metrics: The End Goal Web activity scoring Tele- marketing Tele- sales
Using the model to work backwards ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Web activity scoring Tele- marketing Inside- sales
The next challenge: Increase LTV ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The Results ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
JBoss Summary ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
 
Lessons Learned ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Lessons Learned - (continued) ,[object Object],[object Object],[object Object],[object Object],[object Object]
This is all obvious ,[object Object],[object Object],[object Object]
For More information ,[object Object]

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Business model innovation

  • 1.  
  • 2.
  • 3. Anatomy of a Startup The Old Model Unmet Need New Technology
  • 4. The New Model Consumer Technology leads the Enterprise Unmet Need New Technology Entertainment New Business Models
  • 5. Business Model Innovation: The Major Change Agents The Internet Web 2.0 Social Networks Mobile Web Google SEO/SEM Enables low-cost customer acquisition
  • 6.
  • 7.
  • 8.
  • 9. An out of balance Business Model Monetization (LTV) Cost to Acquire a Customer (CAC) Entrepreneurs are over-optimistic
  • 10. CAC for a Web driven business
  • 11. CAC for a Direct Salesforce Annual numbers
  • 12. What we are looking for Monetization (LTV) Cost to Acquire a Customer (CAC) A well balanced business model
  • 13.
  • 14.
  • 15.
  • 16.
  • 17.  
  • 18.
  • 19.
  • 20.
  • 21.
  • 22.
  • 23.
  • 24.
  • 25.  
  • 26.
  • 27.
  • 29.
  • 30.
  • 31.
  • 32.  
  • 33.  
  • 34.
  • 35.
  • 36.
  • 37. Old World evolving to a New World Charge for everything (including on-site trials) Free Trials Free Product Monetize a Fraction of Custs
  • 38.
  • 39.
  • 40.
  • 41.
  • 42.
  • 43.
  • 44. Metrics are crucial for success Visitors Trials Campaigns to drive traffic Closed Deals Overall Conversion % (by lead source) Conversion % Conversion %
  • 45.
  • 46.  
  • 48. How I assumed the two would relate
  • 49. A rough estimate of CAC versus Sales Complexity Rough Estimates of Cost of Customer Acquisition (CAC)
  • 50. The relationship is roughly exponential Clearly adding Human Touch dramatically increases costs
  • 51. Sales Complexity CAC (logarithmic) 10x 10x 10x
  • 52.
  • 53. High CAC, requires high scores for : Value, Pain, Urgency Sales Complexity  Value / Pain / Urgency = LTV (logarithmic)
  • 54. Sales Complexity  Value / Pain / Urgency = LTV (logarithmic) Unprofitable: LTV < CAC
  • 55. Sales Complexity  Blue Zone 1 Blue Zone 2 Value / Pain / Urgency = LTV (logarithmic) Red Zone 1 Red Zone 2
  • 56. Sales Complexity  Amber Zone 2 Amber Zone 1 Value / Pain / Urgency = LTV (logarithmic)
  • 57. Sales Complexity  Green Zone 1 Green Zone 2 Green Zone 3 Value / Pain / Urgency = LTV (logarithmic)
  • 58. How SaaS changes Sales Complexity Sales Complexity  Value / Pain / Urgency = LTV (logarithmic)
  • 59.
  • 60.  
  • 61. Sales Complexity  Able to leverage the Internet revolution Human Costs dominate: Old world business model Value/Pain/Urgency
  • 62.
  • 63.  
  • 64.
  • 65.  
  • 66.
  • 68.
  • 69. JBoss - Sales & Marketing Machine Enterprise Rollouts Suspects Closed Deals Phone Call Lead Nurturing Inside Sales Web Leads Web Scoring
  • 70. Metrics: The End Goal Web activity scoring Tele- marketing Tele- sales
  • 71.
  • 72.
  • 73.
  • 74.
  • 75.  
  • 76.
  • 77.
  • 78.
  • 79.