Archive for the ‘Data Geek’ Category

A Happy Holiday Season Indeed

Monday, January 16th, 2012

Having finished a hectic and rewarding December, we thought it would be worthwhile to go back and analyze activity on Christmas day and the week that followed, as it’s one of the busiest periods of the year for our digital clients.  We compared the data from this period to our “run-rate” business.  Hats off to my colleague, CTO Brett Thomas, for the numbers.

  • On December 25th, CashBox processed 3.77 million SOAP calls – think of a SOAP call as a “message” calling our system from any of our clients.  A SOAP call could be setting up an account, retrieving a customer record, initiating a refund, or any other activity.  Our typical daily run-rate for the month was approximately a million, which means we saw a Christmas day increase of 275%+
  • During the busiest period on that day, we were handling a peak load of 400 concurrent calls.  Most of these were related to account sign-ups and activations, as gift recipients went online in droves. This is about 10 times our normal peak load in 2011.
  • During the week between Christmas and New Year’s Day, we signed up nearly one million accounts for a client who experienced a very busy and successful digital shopping season.

As I’ve alluded to in recent posts, the Digital Economy has significant implications on scalability and uptime, and during very specific periods in the year.  The wave of activity can include Christmas week for digital retail; the lead up to Valentine’s Day for online dating sites; the start to each sports season, whether we’re talking the NBA, Nascar, NFL, or any other sports league; and the first day of a large scale MMO game launch.

Vindicia is rapidly closing in on one billion SOAP calls processed since the inception of CashBox, which we will hit in 2012.  Hitting this major milestone is something our whole team should be proud of; it highlights how we support and help grow the Digital Economy.  And this looks like only the beginning.

The Power of Nine

Monday, January 9th, 2012

My blog post last month on scalability generated many interesting internal and external conversations around reliability and uptime.  I am guilty of occasionally flippantly stating that Vindicia has a SLA that focuses on 99.99% uptime, but what this means in real life compared to, say, a guarantee of 99.9% uptime reveals fascinating business implications.

Here are the differences between the two uptime SLAs at a monthly level, courtesy Wikipedia:

99.9% = 43.2 minutes downtime

99.99% = 4.32 minutes downtime

The difference of nearly 39 minutes a month might not seem like a big deal.  However, if you are an online merchant that is going through a huge Christmas surge, that hypothetical downtime would create a significant business loss.  For example, if one of our clients would have experienced the additional downtime during their heaviest signup period in 2011, they would have lost over 50,000 new customers in that 39 minute span.  This is especially relevant because it is more likely that there would be a downtime during an extended peak surge.

If each customer is worth $20 that first year, that’s a million dollar mistake.  The reality is that the amount is greater because you have to account for the the lifetime value of those customers.  Also, don’t forget the opportunity cost:  all the customers you never sign in the first place because of the bad publicity.

Reliable infrastructure matters:  putting uptime numbers in the context of what clients do in the Digital Economy is incredibly revealing.

Scalability Matters In The Digital Economy

Tuesday, December 27th, 2011

The chart below truly highlights the scalability requirements for SaaS providers like ourselves in the Digital Economy, especially during the Holiday Season.  With consumers activating devices, downloading applications, and turning on subscriptions, some of the peak scale needs for merchants don’t fall on Black Friday or CyberMonday, but on Christmas and the days immediately following it.  The graph below highlights one particular client, who saw a fair bit of revenue leading up to Christmas, but knew that December 25th and the days following would dwarf anything they had done to date, and relied on us to support their key marketing and sales requirements for the Holiday Season.

For readability purposes, this chart excludes non-USD currencies but the argument remains true independent of the origins of the transaction.  In fact, some of the percentage increases are even higher for non-USD currencies.  Just in case you wondered if this client could be an outlier, here are a couple of additional digital clients who also saw a sizable Christmas spike.

Data, Insights, and Best Practices

Wednesday, April 6th, 2011

The volume of data that now flows through CashBox (over $2bn worth last year) allows the marketers at our client companies to truly understand what’s happening in their business and compare it to the broader universe of the digital merchants that we service.  I’ve discussed in the past how SaaS Billing is really a Marketing asset, not just an operational necessity.  We’ve also been extremely vocal about the need for our clients to focus on long-term customer lives, whether this be for a subscription-style service or for a microtransaction service that uses a virtual currency.

Here is an example from an existing client that illustrates the importance of data. The chart below represents a cohort analysis of the subscribers to their 1-month plan. What it shows is that the average lifetime for subscribers to the monthly plan is about eight months or so. This client, however, does not offer an annual price plan and asked us whether we thought it would make sense. Based on this data, we said that if they offered a plan that generated more revenue than their average monthly lifetime value and that was at a discount to the annual value of their 1-month plan then, yes, it would make sense to do so assuming it fit with their business goals.  To put this into concrete terms, if their monthly plan was $10/mo, they could offer an annual plan anywhere from $81 to $119 and have it still make economic and subscriber sense.

We learn a lot about consumer behavior through our clients and the relative importance of changes to product and pricing mix on subscriber acquisition and retention, and look forward to sharing more of these insights on this blog in the future.

Customer Retention – the little stuff matters

Wednesday, September 8th, 2010

The three tenets of our CashBox solution are 1) to increase customer acquisition, 2) maximize customer retention, and 3) enable operational excellence for online merchants that sell digital goods & services to consumers and small business (SMB).

Acquisition is straightforward – allow consumers to choose the right product / plan at the right price in the correct language and currency, and to pay in their payment method of choice.

Operational excellence around billing and customer information is also obvious – securely store all sensitive data while managing and nurturing the overall customer relationship (PCI DSS & SOX are methods of enforcing parts of this).

Where the waters get a bit murky for some folks is customer retention…

The concept is simple. If a transaction fails, try it again, and again, and again. However, retention involves multiple moving parts, so every little detail matters and the compound effect of many small tweaks can be quite large. Some factors that make an impact on retention include:

  • Failure type
  • System availability
  • Transaction type (one-time, subscription, etc)
  • Time since last billing
  • Time between retries
  • Number of retries
  • Payment processor used
  • Transaction routing (# of stops along the way)

Many of these factors are specific to the business model used (Time between billings, transaction type) and some are the result of merchant preference (time between retries, number of retries). Yet others are system related (payment processor, transaction routing, system availability). While the first two areas can experience continual improvement with testing and optimization, the system related issues are *somewhat*out of control of the merchant. The *somewhat* refers to the fact that merchants have a choice of business partners.

Let’s take a closer look at the three system-related factors listed and how we address them.

  • System availability
    • The uptime of connections to the payment processor from the gateway, and the connection from the payment processor to the Interchange.
    • Vindicia: Part of our solution to this problem is a built-in gateway in order to eliminate uptime issues between the billing system and the payment processor. We also have hardware directly in the datacenters of certain partners with direct connections to further reduce any connectivity issues. As a final step, if the payment processor’s connection is down, we automatically queue the transactions for retry.
  • Transaction Routing
    • The number of systems involved in submitting a transaction makes a big difference. The typical flow would involve:
      • Creating a transaction in the billing system
      • Passing the transaction to a gateway
      • Submitting the transaction to a payment processor
      • Receiving information from the card network interchange
      • Capturing the transaction (or other actions, depending on processor response)
    • Vindicia: As mentioned above, we have combined the billing system and gateway (first three steps above) for more control over the transaction flow and greater payment success rates. This also gives more control over the retry logic by directly interpreting error codes from the payment processors into different retry flows. Billing companies & in-house systems that have not directly integrated to payment processors cannot compete with our results.

I’ll save descriptions of the other factors for another post. Optimizing customer retention is goal with constantly moving goalposts. When embarking down the path, merchants have a choice of either becoming experts at payment networks and card retry logic or choosing a partner that is already an established leader in the space.