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SlideShare utilise les cookies pour améliorer les fonctionnalités et les performances, et également pour vous montrer des publicités pertinentes. Si vous continuez à naviguer sur ce site, vous acceptez l’utilisation de cookies. Consultez notre Politique de confidentialité et nos Conditions d’utilisation pour en savoir plus.
How Many Will You Sell?•
What was the Market size and estimate of market share?, – Translate into the anticipated number of customers (as in 10% of a million- person market=100,000 customers)• How many can your channel sell?• How much will the channel cost?• How many customer activations? – Revenue? Churn/Attrition rate? customers/?• How much will it cost to acquire a customer? – How many units will they buy from each of these efforts?
Where is the money coming
from? Revenue Model Choices Channel Web Physical Direct Sales Products Direct Sales Subscription Bits Products Add-on services Subscription Upsell/Next Sell Upsell/Next Sell ReferralsProduct Ancillary Sales: Direct Sales •Referral revenue Products •Affiliate revenue •E-mail list rentals Service Physical •Back-end offers Upsell/Next Sell Referrals Leasing
“Direct” revenue models• Sales: Product,
app, or service sales• Subscriptions: SAAS, games, monthly subscription• Freemium: use the product for free: upsell/conversion• Pay-per-use: revenue on a “per use” basis• Virtual goods: selling virtual goods• Advertising sales: unique and/or large audience
“Ancillary” revenue models• Referral revenue:
pay for referring traffic/customers to other web or mobile sites or products.• Affiliate revenue: finder’s fees/commissions from other sites for directing customers to make purchases at the affiliated site• E-mail list rentals: rent your customer email lists to advertiser partners• Back-end offers: add-on sales items from other companies as part of their registration or purchase confirmation processes, or “sell” their existing traffic to a company that strives to monetize it and share the resulting revenu3
How do we price the
product? Pricing Models - Physical• Product-based pricing• Competitive pricing• Volume pricing• Value pricing• Portfolio pricing• The “razor/razor blade” model• Subscription• Time/Hourly Billing• Leasing 19
How do we price the
product? Pricing Models – Web/Mobile/Cloud• Product-based pricing• Subscriptions• Freemium• Pay-per-use• Virtual goods• Advertising sales 20
Other words we use in
the place of price• Fee• Commission• Subscription• Toll• Interest• Rent• Tax• Shipping
Common approaches to pricing
Cost + markupCost based Typically not a strategic way to price Driven by internal economics and not customer insight Based on buyer’s perception ofValue based value (e.g. time saved, new efficiency created, etc.) Customers don’t necessarily feel that they want to pay this way
Pricing Choices (1)• Cost-based pricing:
based on a multiple of actual product cost. Typically priced for maximum revenue/profit versus volume• Value pricing:based on the value delivered by the product rather than the cost itself• Competitive pricing:positions the product vs. others in its competitive set, typically in existing markets• Volume pricing:designed to encourage multiple purchases or users
Pricing Choices (2)• Portfolio pricing.
Mix of high markups and some with low, depending on competition, lock-in, value delivered, and loyal customers• “Razor/razor blade” model:part of the product is free or inexpensive; yet it pulls through repeat, highly profitable purchases on an ongoing basis• Subscription: while now thought of a software strategy, the “Book of the Month Club” pioneered this for physical products• Leasing: lowers the entry cost for customers. Provides constant earnings over a period of years
Competition as an influence •
Pure competition Nature of • Oligopoloy Market • Monopoloy What is their product?How they will react? What are their costs and prices? “What pricing will make them feel the worst?”
“Revenue First” Companies• Time to
doublings for monthly revenues• Key questions: • When will I get to $100k/month in revenues? • When will I get to $1M/month in revenues? • What assumptions about my business am I making when I reach these milestones?
Other Questions• What are my
customers paying for?• What capacity do my customers have to pay?• How will you package your product ?• How will you price the offerings?• What constitutes cost for the company?• What are the key financials metrics for your business model?• What are the risks involved?
Start with Key Assumptions• Target
market Sales – USA market – 1.5 M patients Start in EU middle of year 3 – Europe – 2 M patients Start in USA end of year 4• Package Personnel – Reusable wrist watch Average salary $120 K – Disposable sensors / patch Load factor 1.5 – Access to patients data Headcount from 4 to 174 in• Product development year 8 – 4 people in the beginning Financing – $2 million Series A – $3 M – 1.5 years to develop (for BP) Series B – $10 MPrice per package: $150COGS Operating Expenses Profit $60 per unit $90 per unit 37
Does it add up?• Is
the revenue adequate to cover costs in the short term;• Are you confident the revenue will grow materially if not dramatically over time; and• Does the profitability get better as the revenues get bigger? 38
Team Deliverable for Next Week•
What’s your revenue model?• How will you price your products?• Draw the diagram of payment flows• What are your key financial metrics?• Test pricing 100 web customers 10/15 non web?• How do competitors price?• Assemble a rough income statement• Summarized in a 5 Minute PowerPoint Presentation