2010, So Far

Sunday, August 15th, 2010 at 9:56 pm

The first half of 2010 has been amazing for Vindicia. We are growing new customer GAAP revenue more than 250% year over year while exceeding our new bookings targets by an average of 80%. We’ve secured wins with some of the largest companies in technology, publishing, and media, and in doing so have shown that online billing is increasingly relevant across all industry segments, not just the early adopters. We look forward to telling everyone more about the world renowned companies who, over the last few months, have chosen Vindicia CashBox to replace their existing subscription system or to roll out new, industry changing offerings as those new projects come to market.

What I’m even more excited about is what we have in store for the second half of 2010.

  • Bookings have gotten off to a great start since July 1st, with wins in each of our key business segments in what had historically been a slow quarter.
  • We continue to innovate on the R&D front. We ended the tension between marketing optimization of the checkout process and responsibility for PCI compliance with our release of HOA in the first half. Going forward, look for us to support a greater set of use cases for subscription and microtransaction billing and expect even further expansion of our payment method support as our client and demographic base takes us to all parts of the world. Most importantly, we’re adding additional technology to enable our best practices that support the entire lifecycle of our clients’ online business and allow us to improve our already industry leading customer retention system.
  • With our record growth, we’re hiring and ramping the teams in all areas of the companies to keep up – if you’re interested in joining one of the fastest growing SaaS companies, please take a look at our careers page. We’ve entered that growth stage when I return from a business trip and meet brand new employees, and maybe you can be one of those new faces.

We started Vindicia because we believe that content and services can be sold online. We’re excited to see the market responding to that message and we’re proud of the new services and even categories we’re enabling. The switch to an “as-a-Service” business model across content, gaming, and software is creating vast new opportunities and unheard of cool new products. We at Vindicia get an early look at what is in store for everyone on the Internet and I can tell you that we’re feeling like kids on the night before Christmas. We’re helping build online revenue so our clients can build the online games, tools, and entertainment for the next 100 years.

Customer Data Ownership

Monday, August 9th, 2010 at 7:30 am

New companies are being formed every day – here in Silicon Valley, we see a lot of activity and buzz around all of the companies that are creating the next big thing. This is always exciting to follow, but for us here at Vindicia, it is doubly interesting. We take note of the business models and the target markets for these startups as we’ve built our business on meeting the needs of companies selling digital goods online to consumers. One trend we’ve been seeing lately is a sharp growth in the number of consumer-focused startups. This is great, but as many players are new to accepting direct payments from consumers, considerable thought should be given to the business strategies and how to be successful both near- and long-term.

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Secrets to Successful Implementations

Wednesday, July 14th, 2010 at 7:11 am

If I had a dollar every time I’ve heard “We have to get the project rolling right now.  We’re going to want to go live in <insert irrationally small number here> days,” I would have my own private island.

It’s natural that when companies sign a contract, the exec sponsors want to get things moving quickly.  The decision has been made, and it’s time to get on to reaping the benefits of the best SaaS platform on the market.  Looking across all of our clients, it’s easy to see who will get their implementation up and running first.  The funny thing is, it is actually independent of the size of the client, or how “process oriented” they are.  It comes down to three simple things.

1)       Defined Scope

Clients who get live quickly do so in part because they define a scope and stick to it.  There’s always a new feature to add, something that will make it even more cool, but if you want to get live, you make the conscious choice to save that new feature to phase II.

2)      Focused Resources

If your deployment team is also responsible for the corporate LAN, the CEO’s laptop support, resetting passwords for wayward users, and refilling the coffee pot, well, they’re going to have a hard time focusing on getting the work done.  (OK, a full pot of coffee probably helps, but the CEO is going to have to find the printer on his own!)

3)      Make Decisions Quickly

Even the smallest organizations can get bogged down if they debate simple questions endlessly.  Businesses don’t fail because the background on the offer page was the wrong color.  On the other hand, businesses do fail if you don’t get to market and start generating revenue.  Nominate someone from each of the key functional areas, and give them the authority to make the call.

If you adhere to these simple precepts, the implementation of a best-in-class billing system takes less time than you would imagine.

Retention, More Than Meets The Eye

Tuesday, July 6th, 2010 at 7:30 am

I am often asked about how Vindicia is able to retain more paying users than other systems – internal or competing solutions. The question is fair, what secret sauce does Vindicia possess that separates us from our competitors? The answer is a bit complicated, but in short, we have internal logic and payments experts that determine the optimal frequency and number of retries for each product in a client’s catalog and reason code returned from the payment processors.

The next question is – how well does it work? That’s easier to answer. We constantly analyze the number of transactions recovered per merchant and per industry segment and we recover between 1% – 5%  of overall transactions each month for our clients. Of course, if the transactions recovered represents a saved subscribers, the true value of our retry logic is the subscription amount times the number of billing periods that would have otherwise been lost.

The savvy online merchant might then ask – what are my industry peers acheiving? The interesting takeaway is that retention numbers and retry logic success depend more on similar business models and customer demographics than they do by industry. A facebook application offering subscriptions and targeting 25-35yo professionals would probably have more in common with Symantec or Zendough than with MouseHunt.

Finally, the question comes to  – couldn’t I build my own retry logic? Absolutely, there is nothing stopping a company from building their own internal retry logic. In fact, many successful online businesses have done just that. However, when they built their internal systems, there was no SaaS billing vendor that they could turn to. For a company to build their own system, they need to be prepared to spend large amounts of money (millions) and develop internal payments experts. That’s what our founders did at eMusic.com before they started Vindicia, and that’s the situation a lot of large online businesses find themselves in today. But I would highly recommend talking to a few companies that have built their own system before embarking down that path. The answer you’re most likely to get is – what do you want to be experts in? Your product or billing and payments infrastructure?

As a final point, as you look at other billing systems, dig in deeper to find out how they handle retention. Most of the solutions that claim to increase retention are just blindly sending the same transaction through multiple times without any adjustments or understanding of the reasons for decline. This is an area where real world results count for a lot – don’t be afraid to ask for them.

Direct Payments Are Just The Beginning

Tuesday, June 29th, 2010 at 11:58 am

The social developer summit, hosted by the Inside Facebook network, is in full swing in San Francisco today. The constant events and news around social applications underline the importance and future of the industry. Social applications are leading the charge and are driving the evolution of online technology and digital commerce. However, they are still new and correspondingly, the ways in which they monetizeare all over the map. Matters are further complicated by the impending restrictions on the social platforms – the most prominent example being Facebook Credits. This makes it tough for developers to optimize or simplify their business models as they’re constantly scrambling to stay in sync with Facebook.

For a developer to bring an app to market and successfully monetize, several things must occur.

  1. Find a market
  2. Deliver value
  3. Charge for value provided
  4. Analyze & iterate product to meet demands
  5. Reinforce customer relationships

Facebook credits simplify the ability to charge users as they offload all of the operational logistics of processing payments and storing customer’s payment information. However, they are more expensive than they first appear. In addition to the hidden costs, they also hamper the ability to control the customer relationship, analyze customer trends and choose the right business models.

The trend that we are seeing in response to Facebook’s moves is for developers to hedge their bets by developing external sites and their own relationship with users. Also, several networks are aiming to be the alternative platform and focusing on segments like social gaming. This trend should only accelerate as the industry matures and the platforms move to take even more control. In the meantime, feel free to ping us with monetization ideas – we’d be happy to give our outlook and suggest best practices. In fact, if you’re heading up to Seattle in a few weeks for Casual Connect, we’d be happy to sit down and talk through any payment or billing issues.