main insight event 2019 dach · 2019-05-14 · main insight event 2019 dach strategic investor for...

Main Insight Event 2019 DACH

Scaling your software sales to the next level:

Theory and best practices


Strategic investor for established software firms

Time Program

10:30-11:00 Welcome reception

11.00-11:20Charly Zwemstra

Managing Partner & Chief Investment OfficerOpening words

11:20-12:00Jens Hasche

Director

Monetizing Innovation: How smart companies

design the product around the price

12:00-12:40Lars Tolstrup

Sales Director DACH - Automotive & Discrete ManufacturingThe problem with Sales is Sales

12:40-13:40 Lunch

13:40-14:20Florian Clever

CEO & founderLarge Enterprise Sales as a small business

14:20-15:00Hartmut König

Director Specialists Sales Experience Cloud &CTO Central Europe

Preserving the status quo is not a winning strategy!

Insights into Adobe’s digital transformation from a strategy and sales perspective

15:00-15:20 Coffee break

15:20-16:00 Interactive panel discussion

16:00-18:00 Networking Drinks

Chairman of the day: Sven van Berge Henegouwen (Partner Main Capital & Managing Director Germany)

Agenda

2

Main Capital is an entrepreneurial partner for software companies

• >€400M assets under management with significant investments made from new fund Main Capital V

• Current portfolio consists of 21 companies with an aggregate revenue of €250+M

• Strategic expansion to the Nordics

• 11 new deals and 2 successful exits

• Start of Portfolio Performance Improvement & Market Intelligence practice

Key developments since Main Insight Event DACH 2018

New stand-alone investments

New add-on acquisitions

BPS-24

Successful exits

Opening words

Semi-strategic investor for established software firms 3

We strategically support software companies to grow to a higher level

Opening words

Strategic investor for established software firms 4

• EUR 7,5 – 50m revenue

• Profitable

• Strong and solid management-team

• Strong competitive market position in

growth segment

• Organic growth and add-on acquisitions to

expand product offering and/or

geographies

• EUR 20 – 75m revenue

• EBITDA-margin > 20%

• Increased proportion of recurring revenues

• Higher share of international revenues or

local play

• Improved operational processes with add-

on capabilities

• Increased substance in market share, size

and visibility

Selection of (former) portfolio companies

Financialservices

Health-care

BPS-24

Opening words

Semi-strategic investor for established software firms 5

Changing times

towards Future proof technology platforms

Changing times

Towards new software delivery models

Successful international partner strategies for software companies

Successful marketing automation strategies for

software companies

Sales Effectiveness

Driving successful sales in software companies

Customer success: measuring customer experience,

engagement and customer retention to drive business

growth

Main Software 50

Presentation ING Group CIO on importance of software for

transformation of ING

Main Software 50

Presentation CIO Bol.com on importance of software for growth of

Bol.com

Main CTO Day

Experience with developing in PAAS platforms

Main CTO Day

Presentation CTO Exact

Leading industry experts share their knowledge on our events

Successful partner strategies (DE): How software companies

can boost their revenue

2012

2013

2014

2015

2016

2017

2018

Shift towards recurring revenue models (DE): Benefits, challenges and best practices

Artificial intelligence (AI) for enterprise software

companies

Opening words


Interesting takeaways about B2B software sales

Field Sales, 46%

Inside Sales, 26%

Internet Sales,

6%

Channel Sales,

4%

Mixed, 16%

Fact 1: Field / direct sales remains the most important distribution model

$1.32

$0.71

$0.38

New Customer Upsell Existing Customer Expansion Existing Customer

Fact 3: Acquiring new customers costs c. 2x upselling and 3+x existing customers expansion (S&M spend to acquire $1 ARR, CAC ratios)

18% 25% 33%51%

66%79%

100%

< 1 1-5 5-15 15-25 25-50 50-100 100-250 > 250

Median 1st year Annual Contract Value ($k)

Field Sales Inside Sales Other distribution models

Fact 2: The larger the deals, the more relevant is field / direct sales

Fact 4: Software vendors with higher level of professional services suffer from lower annual gross revenue churn

15.5%17.0%

13.0%11.6%

9.6%

0% 1-10% 11-25% 26-50% >50%

Professional Services (% of 1st year Annual Contract Value)

Source: KeyBanc Capital Markets – SaaS survey results (2018)

Opening words


Potential levers to scale B2B software sales

Main Capital focal points to boost topline growth (not exhaustive)

Is the Go-To-Market approach in line with the product-market-combination? What about Inbound and marketing automation?

Does the current salesforce have the right size, structure, composition and skills to achieve sales targets?

How high is the customer churn and what are the underlying reasons? How to bring down churn?

What (standardized) measures are in place to enable the salesforce to reach the sales targets?

How effective is the compensation scheme? Are the underlying targets realistic?

How effective are the non-direct sales models? How does the company balance channel and direct sales?Best partnership & channel strategies ?

How long are sales cycles? Are there reasonable means to shorten them?

Is there additional upside from optimizing pricing & packaging? Does pricing incentivize recurring business?

The average SaaS company only spends 6h determining their pricing strategy: On the other hand, a 1% increase in pricing yields an average 11% increase in profit*

Opening words


* Sources: Pricing Intelligently, Harvard Business Review


Semi-strategic investor for established software firms

Time Program





Director





12:40-13:40 Lunch











Agenda

9

Jens HascheDirector

Simon-Kucher & Partners

Simon-Kucher_Monetizing innovation_MainCapital_190214.pptm 1

Simon-Kucher:Beste Beratung in Marketing, Vertrieb und Pricing

Quelle: Forbes, Survey of best management consulting firms in the US, October 2016

Marketing, brand, pricing

Quelle: Capital, survey of the best consultancies in France, 2016, 2018 (conducted every two years)

Marketing, sales, pricing


on par with

Boston Consulting Group

McKinsey & Company


on par with


McKinsey & Company

1...

Capital Forbes

Quelle: brand eins Thema special edition: Consulting –industry report from brand eins Wissen and Statista, online survey, 2014, 2015, 2016, 2017, 2018

Marketing, sales, pricing

brand eins Thema



McKinsey & Company

1

Quelle: Financial Times, list of the UK's Leading Management Consultants, January 2018

Marketing, brand, pricing

Financial Times


on par with

McKinsey & Company


1

......


Quelle: Simon-Kucher & Partners

Klarer Fokus: TopLine Power®

Digitalisierung

Digitalstrategien

Transformation von Geschäftsmodellen

Digitale Customer Journey

Digitale Angebotsgestaltung

Digitales Monetarisierungs-modell und Digital Pricing

Go-to-Market Strategie

Big Data Analytics

Pricing/Marketing-Softwareauswahl und-einführung

Transformation

Effektive und nachhaltige Umsetzung der Strategie

Ganzheitliche Unternehmens-transformation hin zu Commercial Excellence

Transformation von Pricing und Vertriebs-Organisationen

Partner-Coaching

Monitoring und KPI Systeme

Change Management

Strategie Wachstumsstrategien Wettbewerbsstrategien Neue Geschäftsmodelle Monetarisierungsstrategien Szenarioplanung Market Due Diligence

Marketing Markt- und Kundensegmentierung Portfolio Design Branding und Nutzenkommunikation Digitales Marketing Marketingeffizienz und -effektivität CRM

Pricing Pricing Excellence Programme Preisstrategien für Produkte, Geschäftsbereiche und

Unternehmen Innovative Preis- und Umsatzmodelle Launch und Post-Launch Pricing Preisorganisation und -prozesse

Vertrieb Vertriebsorganisation und -effizienz Omnikanal-Strategien Effektive Vertriebssteuerung Key Account Management Vertriebskanalmanagement,

Rabatt- und Bonussysteme


Quelle: Simon-Kucher & Partners Projektdatenbank

Ausgewählte Simon-Kucher Software und IT KundenConsumer

applications/ content

SMB solutionsEnterprise IT

applications &infrastructure

Enterprisebusiness

applications

Technology-enabledservices

Uber

LinkedIn

Autotrader

AutoScout24

ImmoScout24

legalzoom

trulia

zillow

mobile.de

cars.com

PayPal

Care.com

glassdoor

airbnb

skype

Dropbox

OpenTable

Evernote

DowJones

The Economist

ancestry.com

Reed Elsevier

Haufe Lexware

TeamViewer

intuit

Bluegarden

sage

GitHub

Optimizely

Audatex

Avalara

carbonite

fuzebox

FinancialForce

SAP

SuccessFactors

Workday

Ariba

Equatex

Atlassian

zendesk

jive

RedPrairie

workiva

KMD

CISCO

CITRIX

Unit4

bmc

Genesys

New Relic

Blue Coat

EMC²

Infoblox



Transitionsprojekte zu neuen Erlösmodellen in der Software/IT Industrie sind unser “daily business”Client Topic Key results Impact

Web-based collaboration software provider

Monetization and SaaS transition strategy

Definition of SaaS transition strategy incl. migration plan and impacts on price, sales, billing and IT +35% CLTV

ERP software provider Monetization strategyDevelopment of go-forward monetization approach for the most important product development in a decade, incl. value assessment, pricing guidelines and process for future applications

-20ppt. discount

AI middleware provider

Monetization strategy for new product

Development of launch pricing (price model/packaging/price level) for a highly innovative product with very diverse user base looking to become the middleware/”Excel for AI applications”

New productlaunched

IT service company for financial sector

Revenue model assessment

Revenue model assessment for different software solutions and implementation

+25% revenue

Big data analytics company

Holistic pricing reviewValue and pricing power assessment, revenue model optimization and product portfolio strategy +25% ARR

Cloud based storage provider

Segment-specific monetization strategy

Identification of customer-segment driven portfolio strategy and pricing+25%

revenue

Market leader for care management software

Increase of product monetization

Assessment of current monetization strategy with regards to SaaS and sales process re-alignment +9% revenue

Software/platform/ database provider

Realistic pricing reviewIdentification of different monetization levers, pricing across broad range of software products: price model, monetization level incl. SaaS, packaging and price level design

+5-10% revenue


83 58

37 72Simon-Kucher_Monetizing innovation_MainCapital_190214.pptm 6

Global Pricing Study; >2.000 Firmen weltweit; 39% C-level ExecutivesQuelle: Simon-Kucher & Partners

Wie entgehen Unternehmen diesem Preisdruck?

Top 5 Optionen um starkem Preisdruck zu entgehen*

12%

16%

19%

20%

26%

Anteil der Teilnehmer*

Einführung neuer, innovativer oderdifferenzierter Produkte

Fokus von “Monetizing Innovation”

Auch Thema in diesem Vortrag

Reduktion der variablen oder fixen Kosten

Veränderung der Einstellung zu unsererFähigkeit, höhere Preise durchzusetzen

Stärkung von Vertrieb und Marketing um Werterstellung + Kommunikation zu erhöhen

Änderung des Erlösmodells und der Art, wieKunden über Preis und Wert denken


Quelle: Simon-Kucher & Partners; Global Pricing Study; >2.000 Firmen weltweit; 39% C-level Executives

~72% aller neuen Produkte scheitern

76%

74%

72%

69%

Japan

USA

Global

DACH

"Flop-Rate" neuer Produkte:

72% aller neuen Produkte verfehlen ihr Profit-Ziel

In 25% aller Unternehmen erreicht gar kein neues Produkt das Profit-Ziel

Wie sieht es beiSoftware Produktenaus?


Quelle: Simon-Kucher & Partners; Global Pricing Study; >2.000 Firmen weltweit; 39% C-level Executives

Global Pricing Survey:2/3 der Firmen arbeiten an neuen Erlösmodellen

29%

37%

12%

22%

Überlegen Sie, aufgrund von Preisdruck Ihr Preismodell zu ändern?

Ja –aktiv in

Planung

Ja – vageInitiative

Nein – niedarübernach-gedacht

Nein –darübernachgedacht, aber verworfen


Wann sollten Sie zu einem subscription Modell wechseln? Abhängig vom Lebenszyklus/Umsatzmix

Lizenz-Modell ist noch immeroptimal

Es ist Zeit, auf subscription/ SaaS zu wechseln

Subscription Empfehlung für Produkt A

Produkt A

Produkt-Pipeline nicht ausreichend fürhochwertige Updates

Kunden bleiben auf alten Versionen

Geringe add-on Lizenzverkäufe

Hohe Kündigungsraten

Maintenance Zahlungen unterDruck

Starke Features in Pipeline verstärkenzukünftigen Update-Kauf

Updates sind einfach zu verkaufen

Hohe add-on Lizenzverkäufe

Geringe Kündigungsraten

Hohe maintenance Zahlungendurchsetzbar

Produktentwicklung mit hohemKostensenkungs-Potenzial

Produktentwicklung mit geringemKostensenkungs-Potenzial


Source: Simon-Kucher & Partners project database

Case study: Remote access software price model transition to subscription

Multi-source/Multi-method approachWe used internal data analyses, expert interviews and large-scale market research across different countries to assess acceptance of SaaS model, barriers to switch to subscription, an optimized portfolio lineup and accepted price levels

Development of subscription roll-out strategyWe identified 4 pilot countries with high subscription potential (high acceptance, high likelihood to switch, low update rates, …) and determined the optimal subscription prices for the transition

Derivation of impact on price, sales, billing and IT:We modelled the financial impact on relevant KPIs for monitoring and laid out requirements for a subscription switch across the organization

100

135

Baseline After SKP-Project

CLTV in pilot countries (indexed)

CLTV increaseby 35%1)

The approach The result

Client: Web-based collaboration software providerClient was a Unicorn software provider for web-based collaboration software with clients in >200 countries

Challenge: Perpetual license model with low license updatesThe core product was on a perpetual license model with different (but generally high) share of non-updaters across countries, a lack of innovations to drive updates and sales behind expectations in some big markets

Goal: Determine product offer, future price model, and price level for each key marketThe goal was to optimize the offer portfolio and to understand subscription readiness, identify the optimal price level per country and set up the optimal roll-out strategy

The client, challenge and project goals

1) Increases from subscription transition with improved monetization due to optimized offer and higher price level

Project Example



Beispiel: Heutiges Update-Verhalten bestimmtMonetarisierungspotenzial durch subscriptions

Updateverhalten in Kundenbasis nach Land

17%

38%45%

16%

32%

52%

12%

25%

63%

5%

18%

78%

0%

20%

40%

60%

80%

Regular updater Irregular updater Never updater

Wahrscheinlichkeit für Migration der Kundenbasis Potenzial

bei Migration auf subscriptions

% Kunden

VS

Projektbeispiel


Source: Simon-Kucher & Partners project database

Case study: Maintenance increase + commercial excellence for 15m€ software provider

Assessment of internal levers with Simon-Kucher monetization frameworkWe looked at various elements across the organization (offer, pricing, discounts, incentive system, communication) to identify improvement areas

Multi-source/Multi-method price increase potential assessmentWe used internal data analyses, expert interviews and customer market research (qual/quant) to assess both the price increase potential for the customer base and the willingness to switch to a subscription model

Offer and price optimizationWe optimized the new customer offer and decided for a maintenance increase for the base instead of introduction of a subscription model

7,6

8,6

Baseline After SKP-Project

Maintenance revenue in m€

1m incrementalprofit

The approach The result

Client: 15m€ software providerClient was a niche billing and planning software provider for services with ~15m€revenues

Challenge: Perpetual license model with no maintenance increases in the pastThe client had not increased maintenance in the past and was not able to monetize upgrades sufficiently despite an ever-improving product

Goal: Switch to subscription model or maintenance increaseThe goal was to identify whether a subscription transition would be best to increase CLTV by better monetizing upgrades in the future or to simply increase maintenance fees

The client, challenge and project goals

Improvements of €1mApart from maintenance increase, we improved customer acquisition via different offers and an optimized incentive system that reduced discounting

Project Example


Neue Produkte/Entwicklungen verlangen nach neuenErlösmodellen

Was ist der Sensorin einer Bahn wert?

Sehr unterschiedliche Erlös- und Preismodelle notwendig!

Analyse der Daten

Erfassung der Daten

Interpretation der Daten

Steuerung basierend auf Erkenntnissen

Was ist es wert, die Planung von Bahnkapazitäten auf Basis von realen

Daten optimieren zu können?


Warum 72%?

vs.


Erfolgsfaktor #1:Gestalten Sie Ihre Produkte um den Preis herum!

Interner (Produkt) Fokus:

Externer (Kundenwert) Fokus:

Produkt Kosten Preis

$Wert/

Zahlungs-bereitschaft

$Kunden

Kunden Wert/Zahlungs-

bereitschaft

$Preis

$$$Produkt Kosten

Typischer Ansatz für Produkt-entwicklung

Optimaler Ansatz für Produkt-entwicklung


Erfolgsfaktor #2:Sorgen Sie dafür, dass Pricing auf der Agenda steht!

Unternehmen mit

größerer Beteiligung des

Top-Managements am

Pricing erreichen zu 35%

häufiger eine „hohe Pricing Power“ als

andere Unternehmen

100

135

andereUnternehmen

Beteiligung vonC-Level

Quelle: Simon-Kucher & Partners Global Pricing Study


Framework für die Monetarisierung von Innovationenin 9 Schritten

BewahrenSie Ihre

Preisintegrität

KommunizierenSie den Wert: Die Innovation

spricht nicht für sich allein

Monetarisierungsmodell:Die Art wie Sie bepreisen ist

wichtiger als die Höhe

Adressieren Sie frühdas Thema

Zahlungsbereitschaft

Nutzen Sie BehavioralPricing zu Überzeugung

und Verkauf

Outside-in Business Case:vom Hoffen zum Wissen

Setzen Sie das Preislevelpassend zur Preisstrategie:

Skimming vs. Penetration

Segmentieren Sie ihreKunden! Universalkonzepte

gibt es nicht

Produktkonfigurationund Bündelung sind

Wissenschaft und Kunst

1 2 3

4 5 6

7 8 9



Ohne Zahlungsbereitschaft können Sie weder Prioritäten noch Fokus setzen!1

Feature 1

Feature 2

Feature 3

Feature 4

Feature 5

Feature 6

1%

2%

1%

33%

24%

14%

20%

11%

n.a.

Buchhaltungs-Software% der Teilnehmer

6%

n.a.

6%

44%

29%

25%

n.a.

10%

Lohnabrechnungs-Software% der Teilnehmer

Produkt 3% der Teilnehmer

4%

3%

5%

41%

29%

23%

n.a.

12%

10%

Take-Rate zum Preis X

Starkes Interesse

Projektbeispiel


"Das Beste vom Besten“ (30%)

„Ich will esjetzt" (40%)

"Nur das Produkt zählt" (10%)

"Nur der Preis zählt" (20%)

Preis (+/-10%)

Serviceprogramme

Termingerechte Lieferung

Produktleistung(Endkunde)

Produktqualität (Konverter)

Liefergeschwindigkeit

Technische Unterstützung

21

15

15

14

13

13

9


Segmentierung: One size fits none!

Wichtigkeit der Bedürfnisse/Features in %

Bedürfnisse/Features

Alle Kunden Segmente

12

19

14

21

17

8

9

18

15

19

10

10

18

10

26

8

10

21

18

10

7

36

14

13

9

10

11

7

2Projektbeispiel



Für jedes Unternehmen kann das “richtige” Bundling anders aussehen

Grad der Kunden-FlexibilitätGeringe Flexibilität,

aber sehr einfach

Höchste Flexibilität,

aber sehr komplex

All-you-can-eat

FunctionalPackages

Good/Better/

Best

Platform +FunctionalPackages

Build-your-own

Base Platform

3


Quelle: Simon-Kucher Projektdatenbank

Bundling muss Feature-Entwicklung treiben, nichtFeature-Entwicklung das Bundling

Pakete vor dem Projekt:4 Pakete mit 6 Seiten an Features

Projektergebnis: Einfache Good-better-best Angebote für 2 Segmente

Herausforderungen:Neue Pakete immer aus neuen Features gestaltetPakete nicht auf Kunden-Bedürfnisse abgestimmtKeine Berücksichtigung wichtigster SegmenteZu viele/unfokussierte Features – fast wie Build your own

Segment A:

Segment B:

Angebot deutlichvereinfachtFeatures mit hohemKundenwertfokussiertOptimale Pakete & Preise pro Segment definiert

3Projektbeispiel



Bundling muss durch Analysen unterstützt werden3

91%

82% 82%

68%

59% 59%

32%25%

20% 19%14%

5%

0%

20%

40%

60%

80%

100%

0%

20%

40%

60%

80%

100%

1 2 3 4 5 6 7 8 9 10 11 12

% Teilnehmer mit hohemWert für das Feature

% Teilnehmer mit keinemWert für das Feature

Features

Leader Filler Killer

Projektbeispiel



Richtiges Bundling bringt massive Umsatzsteigerungen3

Projektbeispiel

Analyse zeigte, dass Basispaket (Plus) bereits Großteil der Kundenbedürfnisseerfüllte

Empfehlung 1: Reduktion des Wertsdes Basispakets zur Anpassung an geringen Preispunkt

Empfehlung 2: Hinzufügen neuer und Verschiebung existierender Features in Premiumprodukten, um höhere Preisezu rechtfertigen

Vor Re-design Nach Re-design

Plus (55%) - $39

Plus (24%) - $39

Deluxe (32%) - $79

Deluxe (48%) - $99(Price increase)

Elite (12%) - $149

Elite (21%) - $199(Price increase)

Advantage (7%) $349

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

% neuer Kunden

NeueVariante

Vorgehen:

# neue Kunden 1,524 1,313 -14%

⌀ monatl. Umsatz/ Kunde $66 $124 88%

Monatl. Umsatzmit neuenKunden

$100K $162K 62%


Preismetrik muss sich am Kundenwert orientieren!

Altes Modell Neues Modell

Reifenhersteller Lösungsanbieter: "Keep your truck

rolling“ (“Lass deinen LKW laufen”)

Höherer Preis für größeren Nutzen nahezu unmöglich

“Automatisch" höhere Preise für größeren Nutzen (Dauer)

Preis/Reifen Preis/km (Kosten der Fernfahrer ausgerichtet auf Ertragsbasis)

4


Das Universum möglicher Metriken für Software ist (fast) endlos

Number of users (named / concurrent)

Number of servers

Number of adaptors

Number of applications

Number of CPUs (sockets, cores)

Reliability level

Operating system

Number of sites

Number of instances

Type of instance (production, test, development, standby)

Computing performance

Role (administrator, user, supervisor, developer etc.)

Number of protocols

Security level

…

Technical Metrics

Number of business processes

Company revenue

Number of trading partners

Company sales volume p.a. (industry specific metric)

Headcount (number of company employees)

Number of networks connected

Number of products lines and packages

Industry specific markup / markdown

…

Business Metrics Usage Metrics

Data transfer volume(kC, number of documents)

Number of transactions

Computing time

Number of reports generated

Time used per user

…

Financial Metrics

Reduced cost

Increased revenue

Other performance indicators

…

4


1) Beispiel: 2 Mio. API Calls in Pro-Version, 200 Mio. in Enterprise; 15k automation runs in Pro-Version, 100k in Enterprise.Quellen: Salesforce.com/eu/, Simon-Kucher Projektdatenbank

Es gibt keine im Software-Bereich grundsätzlich überlegene Preismetrik4

Salesforce Sales Cloud Salesforce Marketing Cloud

Kurz-beschreibung

CRM-Lösung für Sales Reps und Sales-Leiter (u.a.Account & Contact-Mgmt. sowie Lead-Mgmt.-Funktionen)

Kampagnen-Management und Automatisierungslösung für verschiedene Marketing-Kanäle (E-Mail, Social Media, etc.)

Preismetrik(en) UserUse-Case-abhängig: Meist nutzungsbasiert (# messages, Impressions, API Calls, automation runs, etc.1)

Gründe für Auswahl der Preismetrik(en)

Anzahl User der Software treibt den Wert (begrenzte Heterogenität des je Vertriebsmitarbeiter verantworteten Umsatzes)

Nutzungsintensität (Anzahl verschickter Mails / Page Impressions, etc.) treibt den Wert SFMC reduziert die für eine effiziente

Marketingabteilung Anzahl an Usern User-Metriken nicht geeignet


Finanzielles Risikofür Ihr Geschäft

Ideal

VermeidenRisiko heftiger

Gegenreaktionen

1

2

3

4

5

6

7

8

9

10

Kundengröße

# User

# gleichzeitige User

# Minuten (Usage)

# Datenabrufe (Usage)

Pauschalgebühr

adaptive Pauschal-

gebührNutzungs-segmente

variable Gebühr

pauschal + variabel

Monetarisierungsmodell muss sowohl Anbieter alsauch Kunden nutzen

Das richtige Preismodell muss viele Dinge berücksichtigen

hoch (5)Nutzen für Ihr Geschäft

niedrig (1)

Preismetrik Preisstruktur

Preismodelle und -metriken sollten anhand von zwei Dimensionen ausgewertet werden

KundeA

UnternehmenB

WettbewerbC

Implemen-tierung

D

Kosten-struktur

E

ZukünftigeEntwicklung

F

richtigePreismetrik

4h

och

(5

)n

ied

rig

(1

)K

un

de

nn

utz

en



Übergang von Perpetual Lizenzen zu Subscription ist ein Transformationsprojekt4

Goals alignment on pace and phasing of migration

Best practices in setting investor/ market expectations

Segmentation of installed customer base

Migration approach

Product development Price model Packaging Price levels

Migration incentives

Customer service Renewal & retention

Sales org & compensation

Billing and payment system

Controlling and accounting IT Partners

Alignment of product development and testing processes in SaaS world (opportunity for cost savings in R&D)

Application of new value-in use metrics from traditional models (perpetual user, server-based) to cloud-enabled metrics (active users, metered usage)

Cloud-enabled contract types (pay-as-you-go, variable)

Creation of structured up-sell paths to maximize up-sell/cross-sell

Tailored use-case and role-based offerings

Development of freemium/entry level products with lighter touch sales models

Quantitative market-driven assessment of willingness-to-pay

Optimized gaps between deployment models

Financial modeling of Rev/EBIT evolution & cash requirements to fund transition

Combination of carrots and sticks to reinforce phased migration strategy

Segment and customer-specific sales & marketing campaign design

Revision to desired make-up of channel (both VARs and PS) implementation partners

Establishment of rewards and expectations to align incentives

Data security in cloud based IT

Deployment of new sales process, KPIs and segmentation in internal IT environment

KPI definition (e.g. churn, transition speed)

P&L statement changes: billing and revenue distribution changes

(Monthly) billing process set-up

Payment system readiness for recurring payments

Sales org. design (separate or joined) and commission structure development

Sales training on selling value of SaaS to different audiences

Organizational development of customer lifetime journey & touchpoints

Churn prediction & risk scoring models

Save & win-back approach

Organization development of processes, systems, and resources to ensure value-in-use

Stratification & monetization of new support models

a b c d e f

g h i j k l m


In Big Deals:Preissetzung (und Produkt) sind dealspezifisch9

4 Schritte um den optimalen

Preis pro Kunden zu finden:

1. Preisstrategie festlegen: Zielpreise und akzeptableSpannen für Segmente und Produkte festlegen

2. Wichtigste Wert-/Preistreiberidentifizieren

3. Optimale Auf-/Abschläge fürdiese Treiber messen (top-down oder bottom-up)

4. Modell kalibrieren

Wic

htig

keit

von

Se

rvic

e im

Ge

sch

äfts

mo

de

ll

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rne

hm

un

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er

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en

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er

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en

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are

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im K

un

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kau

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nd

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ng

Hau

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ett

be

we

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Kap

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ge

ne

Co

nsu

ltan

ts …

Ziel-preis

Preis-empfehlung

Kundenwert Wettbewerb Interne Faktoren

Wertauf- und -abschläge

Simon-Kucher Preistreiber-System

Projektbeispiel



Nehmen Sie diese 3 Dinge mit nach Hause

1 Keine allgemeingültigen Lösungen: Ob SaaS, Good-Better-Best oder user-based pricing – finden Sie die Lösung, die am besten zu Ihrem Unternehmen passt

Kunden- statt Produktorientierung: Denken Sie früh an Ihre Kunden und deren Zahlungsbereitschaft

Beidseitige Vorteile: Ein Preismodell sollte Vorteile für Sie und Ihre Kunden bringen

2

3


Weiterführende Informationen

www.monetizinginnovation.com

[email protected]

Jens HascheDirector

Tel: +49 221 367 94 0 [email protected]

Cologne officeGustav-Heinemann-Ufer 56

50968 Cologne Germany




Time Program





Director





12:40-13:40 Lunch











Agenda

10

LARS TOLSTRUPSales Director Automotive & Discrete ManufacturingInfor Central Europe

Copyright © 2019. Infor. All Rights Reserved. (11)

The Problem with Sales is Sales

Main Ins ight , 14. Februar 2019, Düsseldorf


Lessons Learned!T h e A r t o f S a l e s

SAP Oracle ERP „CRM“

Perp Cloud Telco Software

Cloud Cloud

LE SMB

Farmer Hunter

Eine Transformation braucht mindestens 18-24 Monate!

Harte Arbeit ist wichtiger als Talent!

. . .

„Man kann ruhig doof sein, man muss sich nur zu helfen wissen.“


Welche Relevanz hat Sales?T h e A r t o f S a l e s

Wo wäre SAP heute mit 20.000 mehr Entwicklern?

Wo wäre MSFT heute ohne Channel?

Wo wäre Amazon ohne Internetplattform?

Wo wäre Apple ohne Plattform & Vertriebsnetzwerk?

„Die meisten (kleineren) Firmen machen den Fehler, dass sie an Investitionen in den Vertrieb sparen.”

Es ist nicht die Technologie, die den Erfolg bringt. Sie ist vielmehr die Daseinsberechtigung. Erst der Vertrieb bringt Skalierbarkeit.


Welchen Vertriebler suche ich eigentlich?

Software vs Services

Industrie vs.

Technology

SaaS vs. Perpetual

Regional vs. Local

Direct vs. Partner

Segment

Produkt vs. Lösung

Specialist vs. AE

Pre-Sales vs. Solution Architects

LE vs. SMB Installed Base vs. Net New

Demographie & Diversity

T h e A r t o f S a l e s

Software sales vs.

Customer Success

Erfahrung vs. Esprit Big deal vs. Volume . . .


Der richtige Sales Pitch vs. Sales MethodeT h e A r t o f S a l e s

“Die re inste Form des Wahnsinns is t es , a l les beim Alten zu lassen und gle ichzeit ig zu hoffen, dass s ich etwas ändert .”

Albert E inste in

Nach welcher Sales Methode werden wir verkaufen?

Wie positionieren wir uns gegen die Großen der Branche & den Wettbewerb?

Welche Kunden sprechen wir an?Der richtige Sales Prozess – sehr technisch!!!

I f yo u a l w a ys d o w h a t yo u a l w a ys d i d , yo uw i l l a l w a ys g e t w h a t yo u a l w a ys g o t !


Der Prozess ist der Weg zum ErfolgT h e A r t o f S a l e s

Sales is a rather technical process on an emotional journey for the customer to say YES!

Verstehe ich die Kundenanforderungen wirklich? Was ist der Pain Point, was erzeugt Mehrwert?

Gibt es überhaupt ein Projekt? Gibt es ein Budget? (Deal Qualifikation)

Buying Center Coverage: Wer entscheidet? Wer empfiehlt? Wer unterschreibt? Wer hat Veto?

Account Plan

Plan to Win / Steps to Close

Mutually agreed next steps / mutually agreed steps to close


Wie manage ich Sales richtig?T h e A r t o f S a l e s

Bei a l lem Respekt fü r

d ie Fäh igke i ten e ines

“guten Ver t r ieb lers ” ,

Ergebnisse werden

nur durch d ie r ich t ige

Sales Kadenz erz ie l t .

GTM Strategie Execution

Pipeline Management

Deals closen

Verlässlich-keit &

Abdeckung

Forecast Genauigkeit,

Linearität, Saisonalität

Deal reviews!

(opps, wins, losses)

Vertrieb macht den Unterschied

WER BIN ICH

Die richtigen Leute für den richtigen Job

SALES KADENZ

Struktur als Basis für den Erfolg

WACHSTUM

Investition in Sales > R&D

20Copyright © 2018. Infor. All Rights Reserved. www.infor.comInfor Confidential

[email protected]

Vielen Dank!



Time Program





Director





12:40-13:40 Lunch











Agenda

22

23cleversoft group | all rights reserved

Large Enterprise Sales as a small business

10/18


Agenda

● Who is cleversoft? Why did we join the Main family?

● Winning large enterprise customers

● cleversoft’s path to enterprise customers

● Lesson’s learned and blueprint modells for others

● retaining large enterprise customers

25cleversoft group | all rights reserved25cleversoft group | all rights reserved

cleversoft - a few words about us


Service Offering● Cloud based RegTech Provider for Financial Services. Focused on regulatory

documentation and consumer protection

Key Facts● Founded 2004 by Florian Clever

● >80 employees

● based in Munich, Nürnberg, Frankfurt, Luxembourg & Sofia

● over 200 business partners and customer relationships, including large enterprises

● annual organic growth of 20-30%

Growth Strategy with Main Capital Partners● Investment from Main November 2018

● Planning and executing a Buy & Build Strategy in the European RegTech Market forFinancial Services

cleversoft – Who we are


Full-Service Provider for Document Solutions

2003 2005 2008 2011 2013 2014 2016 2018

2018

company was founded

in 2003 by Florian Clever

2004 development and

operation infonds 1

development and

evolution to infondsNG™

Product launch FactsheetsLIVE™ for a

large number of banks, insurance

companies and asset managers

Product launch

PIB Service for Distributors and

KIID Service for Custodians

Founding cleversoft

CRM Services GmbH

Product launch

ProviAM™

FactsheetsLIVE™ is a modern and fast-growing

document service in Germany and Luxembourg and

making cleversoft to one of the leading Factsheets

provider in the D-A-CH- Region

Founding

cleversoft Luxembourg S.A. and

cleversoft Bulgaria OOD

After 10 years in business:

• over 100 active customer relationships

• Round 50 employees

• 3 Location: Munich, Sofia and Luxembourg

Product launch

docCreator™

Product launch

docRepository™OTC KID-Generator™

PRIIP Offerings

with avaloq and

Refinitiv

Investment by MAIN Capital

Partners for RegTech Buy &

Build Strategy


Customer portfolio and references

Asset and Fund Managers

Banking Sector

Insurance Companies

other

Germany

Luxembourg

Switzerland

Liechtenstein

Austria

Great Britain

Singapore

other

43%

35%

14%

8%

55%

18%

12%

6%

4%

2%1%2%


cleversoft solution suite

29

House of ServicesSolutions for financial industries

Insurance

Companies

Wealth

Management

& Family

Offices

Asset

Managers

& Adminis-

trators

Banking

docCreator™

● PRIIP creation

(OTC/

Securitized

notes/ Funds7

Corporates)

● German PIB

creation

● Swiss FIDLEG

● EPT & CEPT

creation

● UCITS KIIDs

docSuite™

● retrieval of

PRIIPs, German

PIBs, Swiss

FIDLEG

● dissemination

of documents

● dissemination

of EMT, EPT,

CEPT

● Publication

● Product

Governance

FactsheetsLIVE™

● creation of

Marketing

Documents and

Factsheets

● Extranet

Solutions

● dynamics

portfolio

calculatior and

comparsion tools

● Mobile Apps

● Digital Customer

Engagement

ProviAM™

calculation fund

comissions

Dynamics FS App

● CRM Solution

based on MS

Dynamics 365

● AML/KYC

processes

● PM Integration

● Digital Marketing

● Fund Reference

Data

SaaS Platform

30cleversoft group | all rights reserved 30cleversoft group | all rights reserved

Today’s Session


Our added challenge in

today’s discussion:How to sell to large

enterprises as a small software company.


Today’s focus

Winning Global Enterprise Customers

Who is a global enterprise customer:

● Citigroup

● HSBC

● AXA

● Credit Suisse

● Thomson Reuters

Who is not a global enterprise customer:

● LGT Bank with 20 locations world wide

LGT is the largest Private Banking and Asset Management group in the world to be owned by an entrepreneurial family.

● Landesbank Baden Württemberg (Germany’s largest Landesbank)


cleversoft’s path to enterprise clients


cleversoft’s story to winning large clients

First answer (which maybe not what every investor likes)

We did it slowly over time

● reference building, word of mouth● knew the weaknesses of our large competitors● understand our clients problem by listening● domain expertise, our sales team had run and was running projects

themselves● first mover with new regulations like PRIIPs ● don’t just talk, deliver● we ask about the things we do not understand● never employed bullshit bingo (primarily because we were young and did

not know the buzz words)


cleversoft’s story to winning large clients

We grew all customers and products organically, we never made losses as a company

○ we did buy some customers with low prices (see below)

We grew all customers and products organically, we never made lossesas a company

○ we did buy some customers with low prices (see below)

We had some additional unique challenges

● very young team, only 8 years after starting we had a person over 30● no grey hair


cleversoft’s growth on global pcustomers


How we do it today


Point 1: fully understand and embrace the customer’s business

Master your industry

● show that you fully understand the customer’s business and challenges

● present what they are interested in, not just your standard show/slides

○ understand their business challenges, not just your software

○ present what decision maker is going to decide on, not junior people questions, but take them

with you

■ typical: not too technical

Presentation needs to be or seem to be tailor made to the client’s specific problems

● include their logos and templates

● include the names and colors of their legacy systems to which you will interface


Point 1: fully understand and embrace the customer’s business

Respect the customer

● do not bore them with the basics - in particular if senior management is there

● give clear decisive answers, i.e. on time table questions. do not evade the question

Deep dive / subject matter expertise

● engage customers experts in deep dive discussions (but only if you really have the capability to do so)


Point 2: Listen to your customers

Listen to your customers

● easier said than done

● simple blueprint rules we established for our sales team

○ always include a slide summarizing the requirements from their emails/phone calls with you

○ in your product presentation have references back to their concrete requirements of the customer

○ include the customer legacy systems in the slides

○ draw a custom time table / milestone plan

■ use the standard table

■ change the colors and insert their people’s names, even if you have some n.n.

○ no false pride

■ ask what their abbreviations mean, or terminology or products which you do not understand


Google sheets plan: https://docs.google.com/spreadsheets/d/1YR_FA...

MAR APR MAY JUN JUL AUG SEP OCT NOV DEC

Definitions &

Agreements

Setups

Testing, Review

IT /

In

terf

ace

Str

ea

m

Definitions &

Agreements

Setups

Reviews & Sign Off

Te

mp

lati

ng

Str

ea

m

Templating &

Translations

Testing and Sign Off

Change Requests

Contract

Regulatory Framework

Technical Acceptance

Content Roll Out

Content AcceptanceRo

ll O

ut

Str

ea

mC

alc

ula

tio

n

Str

ea

m

Regulatory ZKB cleversoftLegend workshops

Draft RTS Final RTS Level 3

Templates incl. Risk Simulation &

Cost Calculation for RC, UT & PP (1. EN / 2. DE)

Translations

FR, IT

All

RC

EN

E2E &

Load

Testing

Sample

Product

Risk Simulation &

Cost Calculation

Cost

Display

Cost Components &

Calculation

Data Delivery, Returns

& Authentication

Demo Template

Draft (CI,Font,etc.)

FR

ITDemo

STG, Endpoints,

Data Rec & Ret

Sign

Off

Sign

Off

Sign

Off

RC DE

UT EN

UT DE

PP EN

PP

DE

Content

Change Requests

PRD Endpoints,

Data Rec & Ret

E2E &

Load

Testing

Sign

Off

Roadmap


Flow Produkte Option 1 - IBT / IBE Delivery via CONNEXOR

Delta Monitor

detects

(real time &

nightly):

● SRI change

● 5% change

● Material change

change? Yes

Storage in

docArchive™ as PDF A

Rendering of

TemplateContent

as PDF

docCreator™

Deliveries via● Static URLs

● SOAP Request/Response

● Batchjob Emails

with URLs & Metadata

● Optional FTP delivery

SOAP Request● setReferenceData

● Reference Data

● Authentication with

ClientCertificates

● UL Data (Histories)

docCreator™Saas

SRI & Scenario

Simulation

engine

● IBT & IBE Data

Delivery from

docRepository™

GUI & API Access● docRepository™ & docArchive™


Point 3: leverage your compliance capability

proactively point to your compliance capabilities:

● BCM

● Auditor certifications (in our case ISAE 3402, ISO 27001, ISAE 3000)

● Tell them before they ask that you can deliver a compliance package

including everything they need.

○ availability

○ penetration tests

○ GDPR contracts

○ audit rights

● proactively commit the compliance requirements in your contracts and

point to it

● share the knowledge you gained in audits at other customers


Point 4: integrate global but domain specific partners into your value creation

Google Cloud Platform runs and scales cleversoft PRIIPs Services unlimitedless.

Thomson Reuters provides market data to cleversoft for PRIIPs simulation. Thomson Reuters

market data division is being renamed to REFINITIV.

Avaloq is the leading core banking system. cleversoft PRIIP solutions are directly integrated to

avaloq.

Allen & Overy is a global leader in advising global and international Banks. A&O review Structured

product PRIIPs with and for cleversoft.

PwC Germany audits cleversoft for PRIIPs compliance and IT General controls (ISAE 3000, ISAE3402)

https://www.pwc.de

Linklaters LLP is a nationally and internationally renowned law firm advising cleversoft on OTCPRIIPs.


Point 5: deliver & be transparent

• deliver on your promises

• build a reputation as someone / a company who delivers

o not personally but ensures delivery

• keep your timelines

• keep your budgets

• be transparent about risks and issues

• don’t claim USPs over competitors on non-issues

don’t talk, but deliver

Senior Manager from Consulting Partner:cleversoft PRIIPs adaptor simply works, while the XXX Adaptor simply does not work. That is why we sell it to our clients.


Point 6: cement deep domain knowledge credit by respected experts


Point 7: competitive landscape

● know your competitors

○ especially if they have compliance weaknesses

○ big competitors put you in the big light

● be transparent about the advantages and disadvantages of your own solution


Point 8: offer market insight & documentation & share it

● share what the peers think & do

○ provide as market study

● share your documentation, sometimes typically not public information

○ API documentations

○ Auditor Controls Report Sample

○ Availability Reports


Point 8: offer market insight & documentation & share it


Point 9: RFPs / aggressive pricing

employ the strategy with care:

● very strategic customer wins only

○ i.e. Condor Insurance => upsell to R+V Group

● RFPs

● consider making the money over time (run fee)

aggresive low prices can

sometimes really make

the difference


Point 10: embrace new technology

first mover on cloud storage for banks in 2016

● helped us a lot later in 2017, 2018

● clients recognised us ass technology leader in cloud

solutions

● believed our scalability better than competitor’s scalability



How to keep large enterprise customers happy


How to keep them happy

● find a mechanism to regular meet with Senior Decision Makers

○ Establish Oversight Meetings

○ compliance reportings

● industry round tables

○ create value being further peer exchange



Contact


Ihre Ansprechpartner

Florian CleverCEO & Founder

Tel: +49 89 288 511-10

Mobile: +49 172 81 81 700

[email protected]



Time Program





Director





12:40-13:40 Lunch











Agenda

56

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Not Products

2009

OMNITURE Analytics & Optimization

2011

DEMDEXData Management Platform

2010

DAY SoftwareWeb Experience ManagementDigital Asset Management

2013

NEOLANEB2C Marketing Automation

2012

EFFICIENT FRONTIEROnline Advertising

2009 201220112010 2013 2018

2018

MAGENTOE-Commerce

2018

MARKETOB2B Marketing Automation