Posts Tagged ‘virtual currency’

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.

Payment Ecosystem Myths – Part 3

Wednesday, January 5th, 2011

Happy New Year!  Last month we posted Parts 1 and 2 of the Payment Ecosystem Myths series in which we highlighted topics ranging from being the “Merchant of Record” to the customer buying experience.  We have a few more myths to slay in this latest installment…

“There is no way to keep my chargeback rate below the 1% limit imposed by Visa” – This is a myth from companies that have a naturally high chargeback rate, such as gaming and dating, and that haven’t been able to control their chargeback rates in the past. This is simply not true and is a symptom that the company has limited resources and an incomplete knowledge of the possibilities afforded today by technology. As a reference point, we consistently help our clients stay under 1%.

“I don’t have a chargeback problem, our rate is at 0.2%” – On the flip side, many merchants have taken the opposite approach and dedicated resources to eliminating chargebacks altogether. This approach is also flawed for digital goods merchants. For a company with a cost of goods sold that is nearly zero, it makes no sense to turn potentially good customers away — the “false positive” problem of unwittingly turning away customers who could generate significant long-term value.  The cost of turning a good customer away — their lifetime value — often far outweighs the cost of a chargeback.

“Customers don’t like  _____________ (virtual goods, virtual currency, automatically recurring subscriptions).” – Companies regularly make decisions about their business models and customer experience based on incomplete knowledge or stories gleaned from bad past experiences. As many have advocated, testing is the best way to find what really works for your community.  The examples given in the title are encountered often and deserve special mention.

  • Virtual Goods / Virtual CurrencyVirtual goods are a proven method to engage and monetize communities and the market is estimated to be worth several billion dollars, and virtual currency is the best method to date of enabling virtual goods purchases. Virtual currencies are ideal for many digital businesses and should be considered as an option for online monetization.
  • Automatically Recurring Subscriptions – In the same vein, many companies are afraid to offer subscriptions. Subscriptions come with their own set of complications (managing them requires additional thought and solutions), but they are the best method for monetizing digital goods and content that is available. Subscriptions work very well standalone, or in conjunction with a virtual goods business and create a fantastic and predictable revenue stream. Some companies are timid about making their subscriptions renew automatically, but the most common feedback from customers is that they are thankful to not bear the burden of managing their payment.

This list, spread over three posts, spreads some of the knowledge we’ve learned while helping digital goods merchants become successful. We’re always happy to chat with you further about these or other issues — just let us know if you have something else that you’ve always wondered about digital goods or payments.

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.

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.

Customer Data Ownership

Monday, August 9th, 2010

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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