We help Perpetual & On-Prem companies create winning pricing and packaging strategies.
We’ve helped perpetual and on-prem models across a wide range of industries from defence, critical infrastructure and healthcare to marketing and insurance introduce SaaS offerings and migrate their existing customer base to the new offering.
Our clients are often concerned with introducing a new SaaS offering and maintaining both short term revenue and cashflow while navigating complex customer relationships and contracts. Often, as well, the organization needs to transform, from Sales to Product and Professional Services to capture the full potential of SaaS. Managing and aligning internal stakeholders is often a prerequisite for the change to SaaS.
We often help with:
- Value-based pricing: redesign pricing to capture value across types & sizes of customers.
- Phase out: plan and execute retirement of existing product offering.
- Migrate: shift & renegotiate current customers to new SaaS offering.
- Revenue bridging: ensure revenue growth during transition to SaaS.
- Contract framework: new legal framework for customer relationships.
- Sales: ready Sales and GTM to new SaaS offering
- Services: reposition professional services in the new offering.
- Channel: leverage existing channel partners to distribute SaaS.
Issues we often deal with:
- Internal Stakeholders: internal departments misaligned on shift to SaaS.
- No customer relationship: customers sold through partners.
- Poor data: insufficient, scattered and incorrect data - or no data at all!
- No leverage: perpetual customers with no reason to shift to SaaS.
- Entrenched contracts: legacy contracts with long maturity.
- Billing & entitlement: lacking financial infrastructure to sell SaaS.
- Cost structure: unknown cost and IT costs of SaaS.
- Lack of SaaS skills: Organization lacks basic SaaS skills and understanding.
Recent
Perpetual & On-Prem
Projects
EU Logistics Tech
Pricing Redesign & Implementation
$5-10M ARR:
EU Scale-Up
Packaging & Pricing post-M&A
$25-50M ARR
We were coming from a heavily customized onprem system into a SaaS product. So at that point in time, our pricing was very customer specific, scoping the customer and very flexible. No process, almost no price list.
Haukur Hannesson
,
CEO
AGRInventory
We had made the shift to SaaS two years earlier for new sales. But now we are starting to move the old customer base to the new platform and then there are a few that will stay behind on the old platform. So there are lots of pricing decisions that come to play there.
Haukur Hannesson
,
CEO
AGRInventory
Now we are coming so well prepared into those meetings. We have all the answers. The second key for me is the fairness of it. You come to the meeting and you feel you're putting something on the table that is fair.
Haukur Hannesson
,
CEO
AGRInventory
