They knew the big reason behind increasing the price of the b2b subscription. Inflation is a beast running wild.
The last conversation with the CFO still rings in their ears. Make sure the company gets enough money in to make the product even better. And to keep jobs. Without the money, the going gets tough. Fast.
But they know the buying team won’t buy the inflation line. And if they do, they have a strong feeling it will come back to bite them.
Sliding doors time…
They go for a price rise.
They sneak in some extra stuff into special terms because no one checks that until they seal the deal.
The buying team share some juicy stuff. They have to get longer payment dates.
They go for a big price rise. They smile when the buyer team threatens to escalate.
Here comes the senior person. They know what this person wants. How they need to improve performance. How they talk.
They share how others are figuring out which way is up, in the middle of this permacrisis.
They know their stuff. They talk business outcomes. Not features. Not pounds, pence, dollars and cents.
They figured out what they can give before they take. The kind of stuff that matters. And it’s already got the rubber stamp.
They tell the story of the product roadmap. It pops.
The check list for take two:
– know the customers who see value in the service
– figure out the recurring problem people need solving
– know how you solve for that
– craft the product features and packages that people are willing to pay for
– go to town to make sure teams land the price rises aligned to value
– create an expansion runway with cross/upsell and add on
– get on the front foot and trim the fat from the service for your customer, before they do it for you
– figure out the best packages to find, keep and grow logos by studying subscription results
– review bundle/unbundle opportunities to increase the spend per account
– launch new products based on priority outcomes
– kill product that isn’t needed