A legacy bias colored my thinking while I dwelled on pricing for a few weeks.
Everything must be a monthly subscription!
Lost in the woods, I called Brad who had an instantaneous suggestion which proved optimally aligned with the Customer.
Per exam pricing, not a monthly subscription.
When they make money, the company makes money. When they don’t, the company doesn’t.
Brad’s not actually a Master of Pricing, though his answer really was instaneous.
He’s more a Master of Knowing-Stuff-I-Need-To-Know.
And a Master of Getting-Me-To-See-The-Other-Side.
And a Master of Seeing-Alignment.
Among other things.
He watches all Jeopardy episodes. All.
Anyway, I bounce my ideas and nonsense and writing and plans off Brad, and get he exposes my bone-headedness and fixes my ignorance and whatnot.
Like in this case when with a single sentence I had the right initial business model for the compliance company.
This does not mean pricing models cannot change.
As the compliance company’s flagship tool evolved, I kept in mind to stay flexible.
Of course, Brad’s suggestion, per use, still makes sense for this service as well another.
And the evolution of the solution? After about a year of work it roughly looks like this…