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      after multiple page redirects, the user still aren't prompted with the actual pricing of the product, and it's all hidden behind redirections such as "learn more" / "start free trial" that only leads users to pages that have them directly sign up, or advertise to them more first.

      It is an effective marketing strategy in a sense, yes, but it is also infuriating and inconvenience for people who want to quickly look for the price of said product

    1. Adobe Experience Cloud Every digital experience solution your business needs. Learn more › #root_content_flex_153722252_copy_items_flex_copy > .dexter-FlexContainer-Items > *:nth-child(1) { width: 100%; max-width: 100%; flex: 1 1 auto; min-height: auto; } #root_content_flex_153722252_copy_items_flex_copy > .dexter-FlexContainer-Items > *:nth-child(2) { width: 100%; max-width: 100%; flex: 1 1 auto; min-height: auto; } #root_content_flex_153722252_copy_items_flex_copy_items_image { width:auto; } @media (min-width: 600px) { #root_content_flex_153722252_copy_items_flex_copy_items_image { width:auto; } } @media (min-width: 1200px) { #root_content_flex_153722252_copy_items_flex_copy_items_image { width:auto; } } Adobe Creative Cloud for enterprise A great experience starts with amazing design and content. Learn more › #root_content_flex_153722252_copy_items_flex_copy_1775235682 > .dexter-FlexContainer-Items > *:nth-child(1) { width: 100%; max-width: 100%; flex: 1 1 auto; min-height: auto; } #root_content_flex_153722252_copy_items_flex_copy_1775235682 > .dexter-FlexContainer-Items > *:nth-child(2) { width: 100%; max-width: 100%; flex: 1 1 auto; min-height: auto; } #root_content_flex_153722252_copy_items_flex_copy_1775235682_items_image { width:auto; } @media (min-width: 600px) { #root_content_flex_153722252_copy_items_flex_copy_1775235682_items_image { width:auto; } } @media (min-width: 1200px) { #root_content_flex_153722252_copy_items_flex_copy_1775235682_items_image { width:auto; } } Adobe Document Cloud for enterprise Transform your document processes into all-digital experiences. Learn more ›
    1. The price of the product packaging is not too high. It fits within the customer's budget and makes some profits for the company.

  2. Jan 2022
    1. At Packlane, we're all about quality without compromise. Our team of experts will work with you to take your custom packaging concept from proof to press at a steep volume discount. For orders of 2,000 boxes or more, please send us your contact information and we'll get right back to you. For smaller orders, you can get an instant quote with our easy-to-use box designer. To get started, choose your style. You're in good company.

      As I mentioned in a previous comment, I find it interesting to filter a discount or differentiated value by a larger target.

    1. Got a large order? Packlane Plus can meet all of your custom packaging needs. We’re your one-stop shop for everything from custom boxes to flexible packaging to tissue paper.

      I think that when we refer to large volumes, we could use something related to differentiated prices for a certain target. for example: volumes above 5 thousand boxes.

    1. ndividual$CAD0freeforeverUp to 2 seatsTry for freeFor individuals looking to keep track of their workIndividual plan includes:Unlimited boardsBoards are the place for organizing all your work and data (e.g. projects, clients, processes) and you can add as many as you'd like :)Boards are the place for organizing all your work and data (e.g. projects, clients, processes) and you can add as many as you'd like :)Unlimited docsCreate docs and collaborate with your team in real time. As your collaboration thrives, turn those words into actions with live updated data using monday.com Real Time Engine!Create docs and collaborate with your team in real time. 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Included.Administration & ControlMaximum number of seatsinfo copyThe maximum number of people per account.Up to 2 seatsUnlimitedUnlimitedUnlimitedUnlimitedBoard administratorsinfo copyAdministrators can control who can edit and create content on selected boards.Pro: Board administrators. Included.Enterprise: Board administrators. Included.SCIM provisioninginfo copySync automatically with your user identity provider - no need to add/remove users manually.Enterprise: SCIM provisioning. Included.Audit loginfo copySee who logged in, when, and from which IP address.Enterprise: Audit log. Included.Session managementinfo copyView all user session's data and reset any session from the admin panel.Enterprise: Session management. Included.Panic modeinfo copyLock down your whole account if your team's credentials have been compromised.Enterprise: Panic mode. Included.Private workspacesinfo copyManage and control which users can access your workspaces.Enterprise: Private workspaces. 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      Shows wide variety of plans for you to choose from.

    1. As you design you'll see an instant quote so you know exactly what your final order will come to.
  3. Dec 2021
  4. Nov 2021
    1. How to Choose a Reliable SaaS Application Development CompanyKateCloud & SaaS Product ResearcherDmitryCEOSaaSHomeBlogEntrepreneurshipHow to Choose a Reliable SaaS Application Development CompanyPublishedAug 5, 2020UpdatedAug 5, 202012 min readCurrently, SaaS is the largest segment of the global public cloud services market. The growing SaaS industry provides an equal-opportunity atmosphere for businesses. It concerns enterprises from startups to tech giants – and any size in between. It explains why traditional software companies, like Microsoft and Adobe, decided to look into that direction too. Indeed, the time is ripe for developing a SaaS application now. But however tempting it may be, do not dive in headfirst with launching a SaaS product, because sometimes, it can be very challenging. That is why we have prepared a guide on finding a SaaS application development company that will be your best bet.

      Looking to build a SaaS app? You will need help of a reliable development team. Check our advice on how to choose a SaaS development company.

    1. SaaS Product Development: Why Choose Ruby on Rails Framework?KateCloud & SaaS Product ResearcherRuby/RailsSaaSHomeBlogTechnologySaaS Product Development: Why Choose Ruby on Rails Framework?PublishedSep 10, 2020UpdatedSep 10, 202013 min readWhich technology to pick for your SaaS business to succeed? This question is not uncommon in our days. In fact, quite the opposite because the SaaS model has become a meaningful part of every business domain. And the demand for SaaS product development is higher than ever and still increasing. This article will discuss the essential factors you need to consider when selecting a framework for your SaaS project. Also, we will introduce the top 3 frameworks for building a SaaS product with their pros and cons. Read on to see the best examples of SaaS applications.

      Choosing the right tech stack can help you save costs and make your app stand out in the saturated market. Let’s discuss why Ruby on Rails can be your best choice.

    1. Do you have a high-quality and almost irresistible application in your bag? Your potential customers will not enjoy your app to the full if they cannot access it easily and quickly. That is why you need to consider how to choose the right SaaS hosting provider carefully. In this article, we will review different SaaS cloud hosting options and their strengths and weaknesses. Read on to find out how to make hosting for your SaaS application reliable, cost-effective, and scalable.

      Do you have a high-quality and almost irresistible application in your bag? Your potential customers will not enjoy your app to the full if they cannot access it easily and quickly. That is why you need to consider how to choose the right SaaS hosting provider carefully.

      In this article, we will review different SaaS cloud hosting options and their strengths and weaknesses. Read on to find out how to make hosting for your SaaS application reliable, cost-effective, and scalable.

    1. Docker Desktop remains free for small businesses (fewer than 250 employees AND less than $10 million in annual revenue), personal use, education, and non-commercial open source projects.It requires a paid subscription (Pro, Team or Business), starting at $5 per user per month, for professional use in larger businesses. You may directly purchase here, or share this post and our solution brief with your manager.While the effective date of these terms is August 31, 2021, there is a grace period until January 31, 2022 for those that require a paid subscription to use Docker Desktop.
  5. Oct 2021
    1. First, set clear goals and prioritize among conflicting goals (for instance, price to maximize revenue but ensure a 10 percent profit increase).Second, pick one of the three types of pricing strategies: maximization, skimming, or penetration.Third, set price-setting principles that define the rules of your monetization models, price differentiation, price endings, price floors, and price increases.Finally, define your promotional and competitive reaction principles to avoid knee-jerk price reactions.

      Il documento di [[Strategia di monetizzazione]] dovrebbe essere costruito su 4 blocchi:

      • Avere obiettivi chiari e messi in priorità tra loro, specialmente tra gli obiettivi in conflitto;
      • Prendere una decisione riguardo una delle strategie di prezzo tra: massimizzazione, skimming o penetrazione;
      • Stabilire dei principi che determinino le regole riguardo i modelli di monetizzazione, la differenziazione di prezzo ecc;
      • Definire pattern di prezzo in reazione ai competitor e di promozione, per evitare di fare errori;
    2. A pricing strategy is your short- and long-term monetization plan. The best companies document their pricing strategies and make it a living and breathing document.

      È importante delineare una #[[Strategia di monetizzazione]] che sia a breve termine, come a lungo termine. Tale documento raccoglie le diverse strategie di pricing e deve essere costantemente aggiornato e monitorato.

    3. What monetization model do we envision for our new product? Why is it the right one, and how did we choose it?Which models did we not pick, and why?What are the most important trends in our industry? How do they affect our choice of a monetization model? How do we plan to monetize our product if customer usage varies significantly? Which price structures have we considered and why?Do we have the right capabilities and infrastructure to execute the chosen monetization model and price structure?

      Queste sono domande che il CEO dovrebbe porsi riguardo la scelta del modello di #pricing

    4. To have a chance at converting free customers to paid customers, you need to test what benefits they will pay for and ensure a functional free experience. You also need to know exactly how many customers will actually be willing to pay. What’s more, you must avoid giving the farm away for free because it will leave your premium offering with very little value.

      Nel caso del #pricing #freemium è importante considerare che l'obiettivo è quello di convertire le persone free in persone paganti. Per farlo è necessario però capire quali sono i benefici per cui queste persone sono disposte a pagare, bisogna anche evitare di dare via tutto gratis togliendo valore alla nostra offerta premium.

    5. Customers pay when they use or benefit from the product. This can be exceptionally successful if you can align the metric directly to how customers perceive value. This can be effective if you are adept at predicting future trends. The alternative pricing model makes sense when your innovation creates significant value to end customers but you cannot capture a fair share of that value using traditional monetization models.

      Il modello di pricing del #[[alternate metric]] si applica quando i clienti pagano se usano effettivamente il prodotto. Questo tipo di modello ha senso solo se il tuo prodotto genera un'innovazione tale che non riesci a trovare un modello di #pricing adatto

    6. Auctions — competition based pricing for goods and services. Google AdWords, eBay, and other two-sided marketplaces use auctions. Market determines price. If you can control inventory for an in demand product, you should consider this model.

      Il modello delle #aste è un modello in cui il mercato determina il prezzo di un bene. Se si è in controllo di un prodotto per cui c'è tanta richiesta, allora bisogna considerare questo modello.

    7. Dynamic pricing — airline industries, Uber offer dynamic pricing for peak demand times. Dynamic pricing boosts the monetization of fixed and constrained capacity. Complex model requiring extensive data analytics.

      Il modello del #[[pricing dinamico]] è il modello tipico di Uber e delle linee aeree. Questo modello migliora le vendite di disponibilità limitate e fisse. Si tratta di un modello complesso, richiede tanti dati ed analisi.

    8. Subscription —recurring revenue increases customer lifetime revenue, revenue predictability, cross-sell and upselling opportunities. Works well in online and offline services where the product is used continually, in competitive industries, and where it can reduce barriers to entry through large upfront payments.

      In che casi ha senso utilizzare un modello di pricing basato su #abbonamento ?

      Quando si sceglie questa opzione ci si ritrova in una situazione in cui gli acquisti ricorrenti aumentano il #[[lifetime value]] dei clienti, inoltre è possibile stimare delle previsioni di vendita proprio a causa dei pagamenti ricorrenti, ci sono tante opportunità di #cros-sell e di #upsell.

      È un sistema adatto sia ai servizi online che offline ma la condizione è che il prodotto venga usato continuamente ed inoltre è ottimale nelle situazioni in cui riduce le barriere all'entrata tramite un grande pagamento in anticipo.

    9. What are the product configuration/bundles we plan to offer? Why did we pick these offers? Do they align with our key segments? If not, why not?What are the leader, filler, and killer features for the new product or service our company is developing? How did we find out?Have we explored a good/better/best approach to product configuration and bundling? What do we expect sales to be for each product configuration? Is the share of the basic product configuration lower than 50 percent? If not, why not?Have we explored bundling our new product with existing products? What would be the benefits for us and the customers?Have we considered unbundling as an opportunity? What would be the benefits to customers and our business (if any)?

      Queste sono le domande che un CEO dovrebbe porsi riguardo i bundle di prodotto:

      • Quali sono i bundle che abbiamo deciso di offrire? A che prezzo? Queste offerte si allineano con i segmenti individuati?
      • Quali sono le caratteristiche leader, filler e killer di questo bundle? Come le abbiamo scoperte?
      • Quali sono le opzioni bene/meglio e top per questo bundle? Quali ci aspettiamo siano le vendite per ogni bundle? La condivisione della configurazione base del prodotto è al di sotto del 50%? Se no, perché?
      • Abbiamo ipotizzato di creare bundle di prodotto con altri prodotti? Quali sarebbero i benefici nostri e dei clienti?
      • Abbiamo considerato l'ipotesi di smantellare il bundle? Quali sarebbero i vantaggi per noi e per i clienti?
    10. Align offers with segmentsDon’t go beyond nine benefits or four productsCreate win-win bundles for you and the customerDon’t give away too much in the entry-level product. Look at customer distribution by product and upsell percentage to qualify a problemHard bundles might not work and an a la carte bundle may be betterPer product pricing needs to be higher than bundled pricingMessaging and communicating the value of the bundle is a sales opportunity depending on what product or feature they are afterBundle an integrated experience and charge a premium instead of a discountDon’t bundle for the sake of bundlingLook for inverse correlations and exploit both by including the nice to have inverse.

      Questi sono alcuni dei consigli che bisogna considerare nella creazione di configurazioni di prodotto diverse.

      • Allineare l'offerta ai segmenti;
      • Non andare oltre i 9 benefits o i 4 prodotti;
      • Crea bundle che siano vittoria per te e per i consumatori;
      • Non dare troppo valore nel prodotto di entrata, guarda la distribuzione dei clienti per prodotto e fai upsell in percentuale, così da qualificare il problema;
      • I bundle fissi potrebbero non funzionare, quelli personalizzati invece si;
      • Il prezzo per singolo prodotto deve essere più alto di quello in bundle;
      • Comunicare il valore del bundle può essere una opportunità di vendita a seconda di quale prodotto si sta cercando di vendere;
      • Crea un'esperienza premium riguardo il tuo prodotto e dalle un prezzo premium, invece che un prezzo scontato;
      • Non creare bundle semplicemente per lo sfizio;
      • Cerca correlazioni inverse includendo l'opposto delle feature nice to have;
    11. Establishing which features are leaders (must-haves), fillers (nice-to-haves), and killers (features that are deal killers), andCreating good/better/best options.

      Due sono gli aspetti principali di una configurazione di prodotto efficace:

      • Bisogna stabilire le caratteristiche leader (must have), filler (nice to have) e killer
      • Bisogna creare delle opzioni di prodotto che siano buone, migliori, top
    12. Product configuration and bundling are your key building blocks for designing the right products for the right segments at the right price points. Product configuration is about putting the appropriate features and functionality — those customers need, value, and are willing to pay for — into the product; this process has to be done for each identified segment. Systematic product configuration prevents you from loading too many features into a product and producing a feature shock.

      Un prodotto deve essere creato configurando le giuste caratteristiche in dei bundle che rispettino i determinati segmenti che abbiamo individuato. Ogni configurazione di prodotto deve rispettare i determinati bisogni, valori e WTP dei segmenti.

    13. Does our product development team have serious pricing discussions with customers in the early stages of the new product’s development process? If not, why not?What data do we have to show there’s a viable market that can and will pay for our new product?Do we know our market’s WTP range for our product concept? Do we know what price range the market considers acceptable? What’s considered expensive? How did we find out?Do we know what features customers truly value and are willing to pay for, and which ones they don’t and won’t? And have we killed or added to the features as a consequence of this data? If not, why not?What are our product’s differentiating features versus competitors’ features? How much do customers value our features over the competition’s features?

      Queste sono valutazioni che deve fare il CEO riguardo il #pricing del prodotto da lui creato.

      Tra le valutazioni e domande da porsi ci sono:

      • Il team rivolto al prodotto ha avuto una seria discussione riguardo il #pricing? Se no, perché non è accaduto?
      • Quali dati abbiamo che indicano che c'è un mercato che può e vuole pagare per questo prodotto?
      • Conosciamo il range di #WTP del nostro concetto di prodotto? Sappiamo il nostro target quali prezzi ritiene accettabili, esagerati ed immotivati? Come lo abbiamo scoperto?
      • Sappiamo quali caratteristiche del prodotto hanno maggiore valore agli occhi dei consumatori, quali sono disposti a pagare e quali invece non hanno alcun valore? Se no, perché?
      • Quali sono le caratteristiche del nostro prodotto che sono elemento di #differenziazione rispetto ai prodotti dei nostri competitor? Quanto valore hanno queste caratteristiche agli occhi dei consumatori?
    14. Did we segment before we designed the product? If not, why not?What were the segments? How did we get to these? Which ones would we serve initially? Do they represent a sizable market?What criteria were they based on? How different are these segments in their WTP? Can we respond differently to each segment? If so, how?How did we describe the segments? What observable criteria do we have in these descriptions? Do our descriptions and observable criteria on each segment pass our sales team’s sniff test?How many segmentation schemes do we have in our company? Can we consolidate to one segmentation across product, marketing, and sales?Who in our company is responsible for segmentation? At what point in the innovation cycle does this person (or people) get involved?

      Queste sono le domande che un CEO dovrebbe porsi riguardo la segmentazione per la creazione di un prodotto.

      • Abbiamo fatto una segmentazione prima di creare il prodotto? Se no perché?
      • Quali sono i segmenti che abbiamo individuato, in che modo ci siamo arrivati, quale abbiamo deciso di servire inizialmente, rappresentano un mercato sostenibile?
      • In funzione di quale criterio sono distinti i segmenti? In che modo cambia la #WTF dei differenti segmenti? Possiamo rispondere diversamente ad ogni segmento?
      • In che modo descriviamo i segmenti? Quali sono i criteri osservabili che abbiamo in queste descrizioni?
      • Quanti schemi di segmentazione abbiamo? Riusciamo a consolidare su un solo segmento tutte le nostre energie aziendali?
      • Chi è il responsabile della segmentazione? In che momento interviene?
    15. Do Segmentation Right:Begin with WTP data — By clustering individuals according to their WTP, value, and needs data, you will discover your segments — groups of people whose needs, value, and willingness to pay differ.Use common sense — Practicality and common sense are as important as statistical indicators.Create fewer segments, not more — Serving each new segment adds significant complexity for sales, marketing, product and service development, and other functions. Smart companies start with a few segments — three to four — and then expand gradually until they reach the optimal number.Don’t try to serve every segment — The products and services you develop should match your company’s overall financial and commercial goals. A segment must deliver enough customers — and enough money — to make the investment worthwhile.Describe segments in detail in order to address them — Investigate whether each segment has observable criteria for customizing your sales and marketing messages to them.

      Come si può segmentare in maniera efficace?

      1. Si comincia con i dati emersi dall'analisi sul #WTP, si creano cluster di individui in funzione di WTP, valori e bisogni, così emergono dei segmenti;
      2. Punta a pochi segmenti, non molti, ogni segmento porta con sé entropia che deve essere gestita, il numero ideale di segmenti è 3-4 e poi ci si espande in maniera graduale fino a raggiungere il numero ottimale;
      3. Non devi servire ogni segmento, il prodotto che crei dovrebbe essere coerente con gli obiettivi generali ed economici della tua azienda. Un segmento deve essere visto come un investimento;
      4. Descrivi ogni segmento in dettaglio e cerca criteri evidenti nel comportamento del segmento per poter customizzare il più possibile;
    16. The message here is clear: You need to create segments in order to design highly attractive products for each segment. And you must base your segmentation on customers’ needs, value, and WTP. This way, segmentation becomes a driver of product design and development, not an afterthought.

      Quale è il modo migliore per definire le caratteristiche migliori di un prodotto?

      Bisogna analizzare il mercato e segmentare i bisogni, valori e WTP dei consumatori. In questo modo la segmentazione diventa la guida della creazione del prodotto.

    17. New products fail for many reasons. But the root of all innovation evil is the failure to put the customer’s willingness to pay for a new product at the very core of product design.

      Quale è una delle prime cose che si deve valutare nell'elaborazione di un prezzo per un prodotto?

      Una dele prime cose da valutare è la volontà di pagare per il nuovo prodotto in questione da parte dei consumatori, questa deve essere messa al centro del processo di creazione del nuovo prodotto.

    18. Startup companies are much more likely to possess Feature Shock and Undead pricing problems. However, some product launches are treated as Minivations and startup companies with Hidden Gem technology may not see the need for a pivot. Regardless of the problem you may encounter, there are certain things you can do to find the solution.

      Quelli mostrati nella tabella sono i 4 tipi di problemi in termini di #pricing che si possono incontrare nella creazione di un prodotto.

      Tra i problemi che si verificano più di frequente nelle startup abbiamo il fenomeno del #featureshock oppure dell' #undead

    19. Feature shocks happen when you try to cram too many features into one product, creating a confusing and often expensive mess. In a sincere effort to have it be “all things to all people,” you launch a product that pleases few. The result is the product’s value is less than the sum of the parts. Due to its multitude of features — none of them a standout — these products are costly to make, overengineered, hard to explain, and usually overpriced.

      Si ha un problema di #featureshock nel momento in cui si cerca di inserire troppe funzioni all'interno di un prodotto.

      Così facendo si incorre nella situazione in cui cercando una soluzione "unica per tutti" si crea una soluzione che accontenta nessuno ed il cui valore è inferiore al valore delle sue singole parti. In questo modo tutte le caratteristiche si annullano tra loro e ci si ritrova con un prodotto che inoltre è nella maggior parte dei casi:

      • costoso da creare;
      • complicato da creare;
      • difficile da spiegare;
      • troppo costoso da acquistare
    20. No one wants to sell his or her idea short. Minivations are products that tap neither a product concept’s full market potential nor its full price potential. Companies that fall into the minivation trap underexploit the market opportunity and the price they could have charged, thereby robbing themselves of profits. Minivations go down as undermonetized products cursed with a “what might have been” tag.

      Il caso del problema di #minivation è quello in cui il prodotto non raggiunge né il massimo del potenziale di mercato né il massimo del potenziale di prezzo. Le aziende che cadono in questa trappola sono aziende che danno al proprio prodotto un prezzo più basso di quanto sia effettivamente il suo valore ed in questo modo rinunciano a dei guadagni.

    21. With a hidden gem product, a company has a brilliant, even revolutionary idea but fails to both recognize it and quantify the product’s value to customers. Or the company decides it lacks the capabilities to bring the unusual idea to market. Hidden gems often end up in limbo, neither launched nor killed. They often don’t make it to market, but if they do, they arrive undervalued, as freebies or deal sweeteners.

      Ci si ritrova in un caso di #hiddengem quando si ha un'idea innovativa, addirittura rivoluzionaria, ma non si riesce a riconoscere sia la portata di impatto dell'idea sia a darle il giusto valore.

      In questo modo ci si ritrova con trascurare l'idea non riuscendo mai a portarla sul mercato, oppure si decide in maniera volontaria di non farla evolvere mai.

    22. Applied to monetizing innovation, an undead product is one that still exists in the marketplace, but demand is virtually nonexistent. The product, for all intents and purposes, is dead, yet it continues to “walk around” like a zombie.

      Un prodotto #undead è semplicemente un prodotto che ancora infesta il mercato ma che ha una richiesta quasi inesistente.

    23. When an undead is in the making, you become delusional and detest any evidence that goes against your beliefs. You resist objectivity and keep investing time, feeling you have come too far. Once the product is in the market, your sales teams can’t sell it, and it causes them to miss their targets — by a lot.

      In che modo si può capire se ci si ritrova a lavorare con un prodotto #undead ?

      Si può capire che ci si ritrova con un prodotto di questo tipo se si diviene sempre più illusi riguardo il prodotto e si odia e disprezza ogni prova che vada contro le proprie convinzioni.

      Si cerca di resistere all'oggettività e si continua ad investire tempo, emozioni ed altre risorse. Una volta che il prodotto è poi sul mercato il team sales e marketing non riescono a piazzarlo né farci alcuna vendita, spesso sbagliando il target.

    24. Myth #1: If you simply build a great new product, customers will pay fair value for it. “Build it, and they will come” is the mantra. Why we believe it: because Star Wars, FedEx, Harry Potter were all rejected by directors, businessmen, and editors and were wild successes. But they are the exceptions not the rule.Myth #2: The new product or service must be controlled entirely by the innovation team working in isolation. Why we believe it: because Henry Ford said that customers would have wanted a faster horse. Indeed, the Innovators Dilemma, Different, Play Bigger, etc. put a premium on this as well. The fine line that must be walked is that of being different in a way that we are confident will resonate with customers. Confident because you have talked, consulted, argued, and shown the product to customers and more importantly, gauged their willingness to pay.Myth #3: High failure rate of innovation is normal and is even necessary. Why we believe it: sports analogies.Myth #4: Customers must experience a new product before they can say how much they’ll pay for it. Why we believe it: because its safe.Myth #5: Until the business knows precisely what it’s building, it cannot possibly assess what it is worth. Why we believe it: a cost-plus mindset that ties willingness to pay with what it cost us to build.

      Ci sono alcuni miti riguardo l'elaborazione del #pricing.

    25. The most important aspect of moving to a “design the product around the price” innovation process is finding out as early as you can whether customers value your innovation and would pay for it. You can only determine customers’ WTP by actually asking them — not by imagining what they will say.Two pieces of information are important in this phase: customers’ overall WTP for a product (the price range they have in mind) and their WTP for each feature (so you know which features matter most and which features don’t matter at all).Five types of research questions will help you get these answers. Best practices in having these discussions include positioning them as “value talks” (not as pricing discussions), expecting key insights to come from the simplest questions, mixing structured with unstructured questions, and not relying solely on quantitative data.

      La valutazione della volontà di pagamento da parte dei clienti è una delle valutazioni più importanti da fare quando si decide il prezzo di un prodotto. Ci riferiamo ad essa con #WTP.

      Dei 4 problemi di #pricing discussi in questo libro, una #WTP effettuata nelle fasi iniziali del progetto è determinante e capace di evitare il manifestarsi di TUTTI I PROBLEMI DI PREZZO.

      Per poter capire questa #WTP è essenzialmente necessario se effettivamente i consumatori danno valore al tuo prodotto oppure no, un valore economico, si intende.

    26. Direct, purchase probability: “what do you think could be an acceptable price?” “What do you think would be an expensive price?” “What do you think would be a prohibitively expensive price?” “Would you buy this product at $?”Purchase probability questions: “On a scale of 1 to 5, where 1 is, I would never buy this product and 5 is, I would most definitely buy this prdouct, how would you rate this product?” 4 or 5 you stop. Less than 3 lower the price and try again.Most–least: create a subset of your features and ask them to rank the features from most valuable to least. Change the subset for 5 different sets. You will end up with rich feature by feature feedback.Build-your-own: give them a list of features and ask them to build their “ideal product.” As they add features, the price increases. See where they stop with features and price.Purchase simulations: A.K.A Conjoint analysis. This is where you test the pricing of certain bundles of features. Changing bundles and prices. Definitely the most complex option and usually requires software and/or a consultant to manage. As expected, however, the results can be game changing.

      Questo è un framework che si può utilizzare per stabilire la #WTP riguardo un prodotto.

      1. Fare domande di questo tipo, volte a verificare la probabilità di acquisto in maniera diretta:
      • Quanto pensi possa essere un prezzo accettabile per questo prodotto?
      • Quanto pensi possa essere un prezzo esagerato per questo prodotto?
      • Quanto pensi possa essere un prezzo proibitivo per questo prodotto?
      • Compreresti questo prodotto alla cifra di..?
      1. Domande volte a verificare la probabilità di acquisto in maniera indiretta:
      • Su una scala da 1 a 5, dove 1 è "Non comprerei mai questo prodotto" e 5 è "Lo comprerei sicuramente" che voto daresti a questo prodotto? Se il voto è <= di 3 abbassa il prezzo e riprova;
      1. Crea un gruppo di feature del prodotto e chiedi alle persone di metterle in ordine dalla più valida alla meno valida, usa 5 gruppi di caratteristiche;
      2. Dai una lista delle caratteristiche alle persone e chiedigli di creare il loro "prodotto ideale" con le caratteristiche che gli hai fornito, ad ogni caratteristica aggiunta aumenta il prezzo, vedi dove si fermano nel processo di aggiunta;
      3. Testa diverse configurazioni di caratteristiche, cambiando configurazione e prezzo, di solito questo test richiede software o consulenti per poter essere effettuato, i risultati però sono validissimi.
  6. Sep 2021
    1. Top 8 SaaS Pricing Models: Ultimate Guide for 2021Alina NechvolodE-Commerce & SaaS StrategistSaaSHomeBlogEntrepreneurshipTop 8 SaaS Pricing Models: Ultimate Guide for 2021Oct 28, 202016 min readThere’s hardly a thing that impacts your software-as-a-service product revenue more than SaaS pricing models. Still, for many companies choosing the right monetization strategy is no easy feat. To shed some light on this matter, we have prepared a detailed guide on the most popular SaaS pricing strategies. You will find out the pros and cons of each option and learn how to adopt them properly from well-known SaaS companies. Finally, we will discuss the required steps to take when choosing between different SaaS business models.

      There’s hardly a thing that impacts your software-as-a-service product revenue more than SaaS pricing models. Still, for many companies choosing the right monetization strategy is no easy feat.

      To shed some light on this matter, we have prepared a detailed guide on the most popular SaaS pricing strategies. You will find out the pros and cons of each option and learn how to adopt them properly from well-known SaaS companies.

      Finally, we will discuss the required steps to take when choosing between different SaaS business models.

  7. Aug 2021
    1. Developers leave in glaring issues that should have been resolved in the base game. For example, the original development had fuel, then scrapped it, then 3 or 4 years later they realize that logistics is actually important.The monetization scheme is inherently predatory. Charge your customers for a game that without DLC is without a backbone.
  8. Jul 2021
    1. While Microsoft is entirely in the right by reminding people of the terms they agreed to, many users are taking issue with the fact that they hadn’t been warned about the limit in the eight years it’s been in place, and many people are now being told they are over the limit after years of being over.
  9. Apr 2021
    1. For example

      Or selling reader subscriptions, too, right?

    2. compensating moderators

      Interesting (generous) definition of non-commercial.

    1. On iOS, the figures are close to the same except there the game has been for free for a while already.

      why do publishers make games free on iOS or sometimes Android but not for PC?

    1. no big deal, the episodes are all for Steams bottom price

      Steam's bottom price = meaning $.49?

  10. Mar 2021
    1. Of course user expectations for titles are the most important thing. You don’t want to sell a tiny game at AAA price, because you won’t sell many copies and you’ll make your gamers feel ripped off.
    2. Of course, most of your sales won’t come at the full price, but your original price is a starting point and can only go lower. So choose wisely.
  11. Feb 2021
    1. For years, retailers, no matter what time of day or year, have offered sales and advertisements that lure bargain-drooling customers in the doors.
    2. Retailers use a combination of promotional pricing, fake pricing, and price anchoring to form a comprehensive psychological pricing strategy that creates a pricing trigger that minimizes the sales cycle significantly
    3. For instance, when faced with a 60% off, 12 hour only coupon that reduces a $1,200 winter coat to $400, you can’t help but rush to the store to buy it, even if it is 95 degrees out. A few things are happening here. For one, the $1200 acts as an anchor price that psychologically forces you to realize you’re getting an enormous deal at the $400 price point. Plus, the promotion limiting the time the offer is available forces you into an impulse.
    4. Almost no one ever pays full price. In fact, studies show that people are much more inclined to pay $25 for an item valued at $50, than paying for the same item without a sale at $25. It’s all about the “price framing” of a product that creates a perceived value, which all leads to the excitement of getting a good deal
    1. Eh, that's just sales. Humans are dumb, panicky animals: just look at how J.C. Penny's "Fair and Square" initiative went.Short version: they went full-on no bullshit: no limited time sales, no fake prices discounted, things cost what they cost, no more FOMO, no waiting for deals.It tanked. Horribly.
    1. Testing your open source projects will always be free! Seriously. Always. We like to think of it as our way of giving back to a community that connects so many people.
    1. Please note that I bought this game for $1.49 on sale, so I won't uphold $15 price that nobody wants to pay for it.
    1. A plans and pricing comparison page ... without the prices?!

    1. Similarly to a cell phone setup, you prepay your email quota. Although they famously used to offer credits that ‘never expired’, new changes mean that credits now expire after 12 months (or, if purchased before May 15th 2019, they’ll expire on May 15th 2020).
  12. Jan 2021
    1. Pricing

      In this website, they have convenient prices divided for every single group like individual, business, schools, teachers, students etc. although the prices are little higher for schools and universities but they given reasonable pricing for students and individuals.

    1. Start your free trialUnlimited boards and workflows. 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      This section gives organizations of various sizes many different detailed options/ pricing tiers to suit their needs and particular situations.

    1. Request a quote Get a custom quote for orders of 2,000 boxes or more.

      The purchase decision for this service involves a custom quote depending on your requirements and needs extensive thought and decision making to get the most value out of it.

  13. Nov 2020
  14. Oct 2020
    1. Buy Endless Legend™ - Emperor Edition SPECIAL PROMOTION! Offer ends October 22 -75%$29.99$7.49 Add to Cart

      Buy Endless Legend™ - Emperor Edition SPECIAL PROMOTION! Offer ends October 22

      -75%$29.99 $7.49

      Add to Cart

    1. If the original price is horizontally farther away on the page from the sale price (Fig 2.8), the customer is more likely to view it as a better deal, even if the dollar amounts do not change. We equate visual distance with fiscal distance (http://bkaprt.com/dcb/02-19/).

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    Annotators

  15. Aug 2020
  16. Jul 2020
    1. A simplified pricing and packaging (PnP) strategy serves customers in the optimal way per the industry best practice. More SKUs lead to a more complex PnP model as a company scales, which eventually causes huge confusion to customers.
  17. Jun 2020
    1. As a hosting service, it has no free plan and costs as a minimum US$ 100 / month (with 80% discount for educational resp. 50% for non-profit institutions.). But you can install Discourse yourself without cost on your server. Alternatively, you can pay a one-time fee of $99 for a cloud installation with a $10/month hosting fee. With the possibility to install it on your server, Discourse is another candidate to try out.
  18. May 2020
    1. $10 donation = $9.41 deposited into your bank account the next business day $100 donation = $96.80 deposited into your bank account the next business day
    1. The most controversial issue in RAND licensing is whether the "reasonable" license price should include the value contributed by the standard-setting organization's decision to adopt the standard. A technology is often more valuable after it has been widely adopted than when it is one alternative among many; there is a good argument that a license price that captures that additional value is not "reasonable" because it does not reflect the intrinsic value of the technology being licensed. On the other hand, the adoption of the standard may signal that the adopted technology is valuable, and the patent holder should be rewarded accordingly. That is particularly relevant when the value of the patent is not clearly known before the adoption of the standard.
  19. Apr 2020
    1. If you are want pups and/or to support us and our artists but can't afford full price, you can back at this special half-price level with reduced shipping ($2), no questions asked. You'll still get the game + stickers, because we want to get cute pups on every table we can this summer.

      It's interesting to observe that

      • 149 backers backed at this half-price level
      • 656 backers backed at the full price

      What I want to know is, did everyone who backed at full price realize there was the option to get the same reward for half the price? Anyway, that's awesome that they're willing to support this project at that level.

  20. Mar 2020
  21. Aug 2019
    1. Free trial 90 day trial. Up to 20 people and 10 threads.

      No mention of other free option, which is to host it yourself

  22. Nov 2018
    1. Pricing is the most important lever in your business. True, we’re a bit biased given we work with pricing all day, every day. However, think about the fact that everything you do in your business, from sales and marketing to your product and support, works to drive people to your pricing page, convert them, and keep them around as loyal customers.
  23. Sep 2018
  24. Nov 2017