![]() ![]() If offered at all, trial accounts are underpowered with limits on data processing, storage, usage, and timeframe. Migrating from one tool or system to another is painstaking, costly, and disruptive. Providers can approach this strategy in the following ways. In other words, adding value rather than restricting it will improve both the health and sustainability of the subscription economy and its merchants. In my experience, longevity in the market relies on boosting the productivity, agility, and bottom lines of business customers. This was, after all, the initial promise of the model some 20 years ago. Rather than contributing to this chasm, software providers can drive growth by passing along the inherent benefits of the cloud and subscription licensing down to the customers. Somewhere along the way, the economies of scope and scale have fallen out of whack, and business customers have been stuck with the check, made out month by month, user by user. A new round of layoffs is underway across tech as well. Recently, the likes of Meta, Netflix, Microsoft, Oracle, SAP, and Salesforce have all announced price hikes as high as 24% for specific products or services. Upon closer inspection, however, software is no longer getting cheaper, broader, and deeper for customers. ![]() The ubiquity and massive growth of subscription licensing have created a model that appears beyond reproach. As CSO of Zoho, a B2B subscription-based technology company founded over a quarter century ago, I’ve noticed a growing imbalance between providers’ profits and customers’ outcomes, particularly within SaaS. ![]() By some estimates, companies employing subscription licensing have grown between three and four times faster than the S&P 500 over the past 12 years. The subscription economy continues to expand unabated. ![]() Can Biden really crack down on tech monopolies?.During a recession, look to drive growth through customer retention. ![]()
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