Archive for November, 2010

Next Issue Media and the Future of Publishing

Tuesday, November 30th, 2010

Today, Vindicia and Next Issue Media, a joint venture of Time, Inc., News Corporation, Hearst, Condé Nast, and Meredith Corporation announced that Vindicia CashBox will power subscription billing and enable marketing metrics and customer retention for the next step in the publishing industry.

Next Issue Media has a go big or go home strategy. Vindicia’s proven scale and expertise in digital content and services were the keys to their decision to use our platform. In addition, our ability to support multiple business models – from subscriptions to microtransactions to hybrid models – helps companies navigate through new launches and business shifts over time.  Our team has lived these sorts of transitions from the first dollar collected all the way to billion dollar subscription businesses. We know what questions the marketing team needs to be able to answer and how to advise clients like Next Issue Media on how to respond to the story their marketing metrics are telling. We also understand the challenges of managing channel transition, both strategic and tactical. Many on our team have even run a little music magazine website or two once upon a time.

We’re excited about Morgan Guenther’s “go big” strategy and we can’t wait to move our periodical subscriptions to our electronic devices. Not only will readers appreciate this, but we predict that publishers will see a revenue lift and an increase in average subscription lengths.

I’m sure that my kitchen counter, where my magazines collect, will love this.

Payment Ecosystem Myths – Part 1

Monday, November 29th, 2010

Running a digital business is incredibly complicated. In addition to figuring out how to get people to pay for your product, you have to deal with the complexity of accepting their payments.

When a company starts out and is testing its market viability, it doesn’t make sense to build unnecessary infrastructure. Many companies choose the easiest solution to get started, such as PayPal or Authorize.net, and worry about scale issues once they encounter them.

The downside of this approach is that companies are in the unfortunate situation of having to learn the ins-and-outs of the online payments ecosystem while experiencing the pain associated with scale issues. The wrong payments choices can put a company in jeopardy once it starts to gain traction.  We regularly encounter companies at just this point. While we’re happy to help, our goal is to get as much information around best practices to the online community as possible.

To that end, we hear several common misconceptions around accepting payments online and thought we could devote 2-3 blog posts to this issue.

“It’s too difficult to be the Merchant of Record” Being the merchant of record is more difficult than passing that responsibility on to another party. However, companies also give up many of the levers that will drive their future success, such as:

  • Customer Data – it is much harder to know who is actually purchasing your product, making it more difficult to understand what your customers want in the product or service offering. Also, depending on the agreement, companies may not be able to take their customer data with them when changing payment providers.
  • Metrics – without key data about purchases and billing, it is hard to determine when the customer purchasing experience is not working as smoothly as it could.
  • Billing Descriptor – this allows your customers to see your company and product on their credit card statement, limiting chargebacks and keeping your brand in front of good customers.
  • Marketing – companies may be limited in their ability to reach out to their good customers, both for promotions and for billing events.
  • Recourse – companies that are not merchant of record can be shut down at any time and for any reason by their payment provider. This is a dangerous way to run a business.

So what does it take to be merchant of record? Not as much as companies think… The biggest differences are the relationship with a payment processor and managing chargebacks to keep below the 1% (of transactions) limit imposed by the card networks.

“You can’t fight chargebacks on digital goods” This myth has persisted for quite a while, despite the best attempts to eradicate it.  This used to be the case, but many companies and groups (besides Vindicia), have fought this misconception with the card networks, payment processors and issuing banks. The truth of the matter is that chargebacks for digital goods face the same regulations as those on tangible goods. The biggest reason for this myth is showing proof of delivery. For digital goods merchants this takes the form of showing logins, engagement with the product, and purchase history – all are easily captured during the course of business and can be used as proof.

The exception to this rule is chargebacks on PayPal transactions. They are making progress and we are all working towards this goal, but they still don’t allow merchants to challenge chargebacks for digital goods.

Read about more payment myths in part 2 of this series.

Where’s My Jet Pack?

Wednesday, November 17th, 2010

There have been some really amazing advancements for digital merchants seeking to optimize customer acquisition and retention: new platforms for reaching customers, new payment methods, new technologies to make managing customer relationships and operational infrastructure and much more. It is far easier now to take an idea and turn it into a business than ever before.

In spite of this, I can’t help but think of all the things we don’t yet have, but should. From a billing and monetization aspect, there are several that come to mind:

Less burdensome payment methods – both merchants and customers are primarily still using the same payment methods & infrastructure they were 20 years ago. Mobile billing is coming along, but still has a long way to go before it becomes good for both merchants and customers (e.g., high fees, dispute process issues). Other payment methods may have nice interfaces or ideas, but are still funded by credit cards or debit cards on the back end.

Operational customer reputation profiles – each company builds their own list of good and bad customers, but there are really no systems for verifying, from merchant to merchant, the quality of a customer. Of course, there are many privacy issues that make this difficult, but it would be hugely valuable for every merchant doing business online and could be another great data point for people to evaluate others in a fashion similar to how LinkedIn is used today.

Retry logic for virtual goods purchases / microtransactions – Implementing retry logic is completely feasible now, but would be greatly enhanced with the customer profile concept noted above. If you knew a customer was very likely to pay, it would make sense to treat their payment as a recurring charge. This would result in lower processing fees and allow merchants to retry transactions, greatly increasing their success rates by elimination of most simple failure reasons. We’ve heard that storing a payment method results in 5-10x  better monetization from users – adding retry logic would increase that considerably. We’ve used retry logic to boost customer retention rates for subscription merchants for years now and would expect to see similar increases for microtransactions.

There are many more, but these three seem like the most obvious. Given the rate of innovation we see these days, maybe all of these are being diligently worked on as we speak.

Will “Postal 2″ Create a New First Amendment Exception?

Tuesday, November 2nd, 2010

There has already been an interesting consensus that the Supreme Court was skeptical of California’s violent video game law. Due to the long line, I missed the first 10 minutes or so of California’s argument for the law but was there for the remainder. After reviewing the transcript, I still have a slightly different take.

First, I think that Justice Scalia likes violent video games, or at least certainly doesn’t think there can or should be an exception to the first amendment around violence and children. For many others on the court, I’m not so sure.

Breyer seems to think that the usual first amendment scrutiny shouldn’t apply to the notion of violent speech as it relates to those under 18, and that it should be a simple balancing test. He appears to assume that there is a problem to support the state’s side of the balance.

There also seems to be a surprising level of support from the justices for a law, more narrow than this one, but one that allows states to restrict access to some violent video games. That’s troubling as it really impacts the shift of video games away from retail and into the online channel as we explain in our amicus.

That said, it does appear that there is enough skepticism about the reach and vagueness of this law that we’re not going to see that exception fully carved out here. Per Justice Sotomayor, players in Star Trek Online can sleep soundly tonight knowing that they can torture and maim all the Vulcans they want to…

The Next Step in Building Online Revenue

Monday, November 1st, 2010
Today we announced the closing of $20 million of funding to expand our marketing and sales efforts. We used the first $21 million we had raised to build CashBox and begin to dominate strategic billing for digital content and services. That dominance is reflected by the size and breadth of customers like Symantec, Atari/Cryptic, Boxee, Bloomberg Sports, and many more that you will be hearing about in the coming months. FTV and Eric bring the perfect mix of validation of the depth of our understanding of the global payment environment with the knowledge that our path forward is all about expanding deeper into the marketing strategies of our clients. We will continue to expand our client’s average customer lifetime value (over the last 12 months that’s meant $45 million more dollars to our clients) while beginning to optimize revenue from existing customers and moving further into helping them get more effective with their customer acquisition programs.

Nine months ago, we began to experience an inflection in our market. I believe that was driven by two factors. First, the recession made digital businesses ask if the costs and pain of PCI and the payment world were the best uses of their resources. Second, the continued fall in online ad rates put real pressure on conventional wisdom that you couldn’t sell digital content or services online. Fortune 5000 companies are now serious about transitioning to the online channel. Exciting new offerings like Bloomberg Sports, Mind Candy and Boxee are disrupting markets from gaming to the digital living room. As we felt that wind at our back, we knew it was time to scale up our marketing and sales efforts to help all of these digital providers build online revenue.

Now we have 20 million more ways to help our clients do just that.