The people who came together to form Ibbaka have a long working history of working together. We have built companies together, organized communities of practice and even put on a few conferences. We know how each other work and how we learn.
Discounting can be a touchy subject. Sales people often claim that discounts are required to make the sale. Pricing is philosophically opposed to discounts as they undermine profitability and signal lack of pricing power. Marketing worries about how discounts will impact value perception but at the same time desire the increased attention that a well-managed discount campaign can generate. Ouch. How do you manage all of these different imperatives?
We are opening a LinkedIn Group on Pricing the Internet of Things. Why do this? There are many excellent LinkedIn groups on pricing. The Professional Pricing Society has a particularly good one and we are active on it. There is also a good group Internet of Things Strategy and Innovation. So why another LinkedIn Group?
Much of the work we do at Ibbaka is centered around value-based pricing. In one of my previous posts, I reviewed one of the key inputs of pricing strategy—market segmentation. Now, I would like to explore another critical business process—value-based selling. How can we enable our sales people to practice value-based selling?
The freemium revenue model is the go-to-market strategy for many web-based software solutions. Unfortunately, it can turn into a costly trap for the service provider. We saw this happen in June of this year with the Photobucket freemium to fee-based service migration debacle. Let's delve into what went wrong with Photobucket's fee introduction and contrast this with the lessons to be learned from Meetup's successful migration to a paid subscription model.