NYCML18 Reisman Workshop - "21st Century Relationships, Value Propositions, and Pricing - A New Economics for Digital Services" (A FairPay Perspective)
As presented at NYC Media Lab 2018 Summit:
This workshop is an exploratory “think tank” discussion on future directions in Customer Relationships, Value Propositions, and Pricing. Participants will learn to see through presumptions now obsoleted by the new economics of digital content and services -- and make that concrete with the example of one promising architecture for a new logic. From there we will explore in open discussion how to chart a strategic path that (1) rethinks conventional approaches and (2) points to incremental steps toward a deepening transformation. This workshop relates to AI/ML and ethics in business models, and the “relationship economy” in which recurring revenue, subscription, and membership models are becoming mainstream, all driven by the “post-scarcity” economics of digital.
NYCML19 Reisman Workshop - "21st Century Relationships, Value Propositions, a...Teleshuttle Corporation
As presented at NYC Media Lab 2019 Summit:
This workshop is an exploratory “think tank” workshop on future directions in Customer Relationships, Value Propositions, and Pricing. Participants will learn to see through presumptions now obsoleted by the new economics of digital content and services. Participants will be shown a promising architecture for a new logic that includes “risk-free subscriptions” (as a pay-ramp rather than a pay-wall), and that customizes prices based on value. We will explore how to chart a strategic path that rethinks conventional approaches and points to incremental steps toward a deepening transformation. This workshop relates to the “relationship economy” in which recurring revenue, subscription, and membership models are becoming mainstream, all driven by the win-win potential of the “post-scarcity” economics of digital media. It will draw on AI, machine learning, and operationalizing ethics in business models.
The document discusses new approaches to digital subscriptions and pricing models that focus on reducing consumer risk and building long-term customer relationships. It proposes that subscriptions should be "risk-free" to consumers by basing pricing on actual usage and value received rather than flat fees. This "FairPay" approach would set prices after usage to gain more information on value, reduce consumer risk aversion, and attract more loyal customers over time. The document outlines how FairPay could work through various pricing approaches like post-bundling and involve both sellers and buyers in pricing decisions. The goal is to shift from one-time transactions to ongoing customer relationships in the "Relationship Economy" through cooperative pricing models.
Reisman FairPay Overview at CUNY Graduate School of Journalism 9-20-16Teleshuttle Corporation
Overview of this "visionary" approach to Adaptively Win-Win Customer Relationships, with emphasis on journalism and other content: Patron-izing Journalism -- Beyond Paywalls, Meters, and Membership
The Paradox of the Empowered Consumer - Tim Suther, Forrester Customer Experi...Acxiom Corporation
"The Paradox of the Empowered Consumer" - Forrester Customer Experience Forum, June 2012
Tim Suther, Chief Marketing & Strategy Officer at Acxiom
Richard Char, Global Head of Information Services at Citi
Towards true competition - Making the customers' case for frictionless compet...Ninety Consulting
The document discusses the evolution of insurance purchasing from a customer perspective and the potential rise of intelligent agents. It describes how customers currently have limited insurer choices or must put in significant effort to find the best prices. Intelligent agents could potentially search multiple sources, communicate with other agents, and automatically select the best insurance options for a customer with minimal effort on their part. This may lead to a more virtual insurance marketplace where intelligent agents rather than price comparison sites manage most customer interactions and purchases.
Presentation examples for class 2 mkt size and hypotheses testingStanford University
The Lean LaunchPad presentation provides examples of hypotheses testing for determining market size and opportunity. It discusses conducting interviews with potential customers, partners, and analysts to size the total available market, served available market, and target market in terms of number of customers and potential revenue. Market examples are also presented for various industries to illustrate calculating market size based on total population and incidence rates.
The document discusses how digital technology is changing consumer shopping behavior. It finds that while e-commerce currently accounts for a small percentage of consumer packaged goods (CPG) sales, it is the fastest growing retail channel. Certain CPG categories like diapers and vitamins are better suited to online shopping due to barriers like an urgency to consume or need to inspect products. The document examines how shopper needs around convenience, choice, and value can be met through both online and brick-and-mortar retail formats. It emphasizes that understanding shopper behavior and category characteristics is key to marketing success in the digital world.
This document summarizes a session from an event on March 21, 2019 about customer retention and loyalty in e-commerce. The session included several speakers discussing topics like the balance between customer acquisition and retention, metrics for subscription businesses, and case studies of the New York Times and Wall Street Journal approaches to building loyalty. The event was aimed at sharing knowledge between startup founders, corporate decision-makers, and e-commerce experts.
NYCML19 Reisman Workshop - "21st Century Relationships, Value Propositions, a...Teleshuttle Corporation
As presented at NYC Media Lab 2019 Summit:
This workshop is an exploratory “think tank” workshop on future directions in Customer Relationships, Value Propositions, and Pricing. Participants will learn to see through presumptions now obsoleted by the new economics of digital content and services. Participants will be shown a promising architecture for a new logic that includes “risk-free subscriptions” (as a pay-ramp rather than a pay-wall), and that customizes prices based on value. We will explore how to chart a strategic path that rethinks conventional approaches and points to incremental steps toward a deepening transformation. This workshop relates to the “relationship economy” in which recurring revenue, subscription, and membership models are becoming mainstream, all driven by the win-win potential of the “post-scarcity” economics of digital media. It will draw on AI, machine learning, and operationalizing ethics in business models.
The document discusses new approaches to digital subscriptions and pricing models that focus on reducing consumer risk and building long-term customer relationships. It proposes that subscriptions should be "risk-free" to consumers by basing pricing on actual usage and value received rather than flat fees. This "FairPay" approach would set prices after usage to gain more information on value, reduce consumer risk aversion, and attract more loyal customers over time. The document outlines how FairPay could work through various pricing approaches like post-bundling and involve both sellers and buyers in pricing decisions. The goal is to shift from one-time transactions to ongoing customer relationships in the "Relationship Economy" through cooperative pricing models.
Reisman FairPay Overview at CUNY Graduate School of Journalism 9-20-16Teleshuttle Corporation
Overview of this "visionary" approach to Adaptively Win-Win Customer Relationships, with emphasis on journalism and other content: Patron-izing Journalism -- Beyond Paywalls, Meters, and Membership
The Paradox of the Empowered Consumer - Tim Suther, Forrester Customer Experi...Acxiom Corporation
"The Paradox of the Empowered Consumer" - Forrester Customer Experience Forum, June 2012
Tim Suther, Chief Marketing & Strategy Officer at Acxiom
Richard Char, Global Head of Information Services at Citi
Towards true competition - Making the customers' case for frictionless compet...Ninety Consulting
The document discusses the evolution of insurance purchasing from a customer perspective and the potential rise of intelligent agents. It describes how customers currently have limited insurer choices or must put in significant effort to find the best prices. Intelligent agents could potentially search multiple sources, communicate with other agents, and automatically select the best insurance options for a customer with minimal effort on their part. This may lead to a more virtual insurance marketplace where intelligent agents rather than price comparison sites manage most customer interactions and purchases.
Presentation examples for class 2 mkt size and hypotheses testingStanford University
The Lean LaunchPad presentation provides examples of hypotheses testing for determining market size and opportunity. It discusses conducting interviews with potential customers, partners, and analysts to size the total available market, served available market, and target market in terms of number of customers and potential revenue. Market examples are also presented for various industries to illustrate calculating market size based on total population and incidence rates.
The document discusses how digital technology is changing consumer shopping behavior. It finds that while e-commerce currently accounts for a small percentage of consumer packaged goods (CPG) sales, it is the fastest growing retail channel. Certain CPG categories like diapers and vitamins are better suited to online shopping due to barriers like an urgency to consume or need to inspect products. The document examines how shopper needs around convenience, choice, and value can be met through both online and brick-and-mortar retail formats. It emphasizes that understanding shopper behavior and category characteristics is key to marketing success in the digital world.
This document summarizes a session from an event on March 21, 2019 about customer retention and loyalty in e-commerce. The session included several speakers discussing topics like the balance between customer acquisition and retention, metrics for subscription businesses, and case studies of the New York Times and Wall Street Journal approaches to building loyalty. The event was aimed at sharing knowledge between startup founders, corporate decision-makers, and e-commerce experts.
FairPay is a proposed new approach to pricing digital goods and services that is centered on discovering each customer's perceived value through an ongoing dialog. It involves customers trying a product or service first before setting a "fair" price, and sellers then tracking whether that price seems fair. The goal is to foster win-win customer relationships through this continuous adaptation process, rather than relying solely on up-front set prices. The document discusses how FairPay aims to balance value, ability to pay, cost and profit through personalized value propositions and by engaging customers in a repeated game of value discovery.
This document proposes an adaptive approach called FairPay for pricing digital goods and services in a way that seeks win-win relationships with customers. FairPay would use data and predictive analytics to set personalized prices for each customer based on their perceived value and ability to pay, with the goal of fairly sharing economic value surplus between customers and providers. It suggests testing FairPay for news subscriptions by segmenting customers and offering different price tiers, trials, and premium options to foster engagement and reciprocity in the pricing relationship over time. The approach aims to change pricing logic from a focus on set prices to participative value exchanges that can increase profits, market reach and customer loyalty.
Reisman on FairPay Win-Win Relationships at ISSIP Speaker Series 10/14/15Teleshuttle Corporation
Reisman on FairPay Win-Win Relationships at ISSIP Speaker Series 10/14/15.
For future updates, find the latest slide deck at http://www.slideshare.net/rreisman/reisman-fairpay-overview.
*No longer latest version* Check for latest slides at https://www.slideshare.net/rreisman
Updated version of presentation on new revenue strategy for digital and other experience goods/services. As described in my book and presented in HBR, Journal of Revenue and Pricing Management, presented at MIT Enterprise Forum of NYC, Zuora Accelerate, Naples Forum on Service, ISSIP, and elsewhere.
Updated version of presentation on new revenue strategy for digital and other experience goods/services. As described in my book and presented in HBR, at MIT Enterprise Forum of NYC, Zuora Accelerate, Naples Forum on Service, ISSIP, and elsewhere.
The document provides an overview of Walmart's history, operations, strategies for international expansion, and lessons learned. It discusses Walmart's vision, mission, and goals, as well as its business model, value chain, and key competitive advantages. Regarding internationalization, the document examines Walmart's reasons for expanding abroad, entry decisions, examples of success in Mexico and Canada, and failures in Germany and India. Overall, the document analyzes Walmart's path to becoming a global retailer and identifies factors for successful international transfer of core competencies.
The document discusses considerations for developing online business models. It outlines 6 steps to frame the market: 1) investigate opportunities by identifying unmet needs and where value can be added, 2) identify underserved markets, 3) determine target customer segments, 4) assess resource requirements, 5) evaluate the attractiveness of the opportunity, and 6) make a "go/no-go" decision. Each step provides guidance, such as mapping the customer decision process to reveal opportunities, defining target segments based on behaviors and benefits sought, and assessing competitive landscape and technology vulnerability. The goal is to develop a model that efficiently meets customer needs.
Razorfish 2014 Tech Summit - Global Solution Management Lead at hybris David ...Razorfish
This document summarizes a presentation about trends in retail and commerce. The presentation covers:
1) The shifting landscape of customer experience, where expectations are rising as technologies enable more personalized experiences across channels. Corporates are struggling to keep up with these rapid changes.
2) Content-driven commerce, which is about engaging customers across all touchpoints through relevant, contextual experiences. This requires a platform that fosters best-in-breed solutions while simplifying customer experience management.
3) Disruptive retail, where customers expect engagement anywhere, anytime, on any device. The future is omni-commerce that treats each customer as an individual. Solutions must deliver end-to-end optimization for both customers and enterprises
The internet economy business models and strategies slideshareVille Saarikoski
Slides from a course I teach titled "The Internet Economy - Business Models and Strategies" 20 hrs of classroom interaction. During class students read 3 HBR articles, build a business model canvas BMX, view the BMC through theories and discuss how to create and shape new emerging industries
New Services, No Silos: The Next 15 YearsPeter Coffee
The cloud is now the mainstream. Congratulations. That means it’s no longer special to be cloudy. What’s needed now is a re-thinking of what IT does. Let legacy IT incumbents relocate the past century’s silos to the past decade’s server farms. The salesforce.com community is already re-inventing business processes, around the informed and elevated expectations of cloud-native collaborative customers and their connected things. Peter Coffee shares a global perspective on present facts, near-term implications, and the opportunities and challenges of continued leadership above the cloud.
Presented as opening keynote at Midwest Dreamin' 2014 in Chicago by Peter Coffee of salesforce.com inc.
New Marketing for the New Economy - KotlerFilipe Mello
This document discusses how marketing is changing in the new digital economy. It notes that value is shifting from physical to intangible assets and from products to customization. The new economy requires different skills like e-marketing, brand building, and customer relationship management. It also requires a focus on lifetime customer value over individual transactions. Database marketing allows customizing communications based on customer data, though it requires significant investment. Overall, marketing is shifting from a supply-side to demand-side approach with a focus on customer retention through electronic communications and partnerships.
The document discusses business models and their key components. It defines a business model as explaining how a company works by answering questions about who the customer is, what the customer values, and how the company makes money. It then covers the main aspects of a business model canvas including: value proposition, customer segments, channels, customer relationships, key activities, key resources, key partners, revenue streams, and cost structure. It emphasizes that a business model describes how an organization delivers value to its customers.
Présentation Elton-Pickord sur le business model canvasCCI Entreprendre
1) The document discusses business models and innovation. It provides examples of companies like Xerox and Google that invented new business models to accompany their new products or innovations.
2) A key point is that simply having an innovation is not enough - it must be paired with an innovative business model. Business models also need to be regularly adapted to changes in the environment.
3) The document introduces and explains the Business Model Canvas as a tool to describe, visualize, evaluate, and transform business models using 9 blocks that cover the key aspects of a business.
The Consumer-Driven Digital Economy: Creating value in a digital world where ...SAP Customer Experience
The document discusses how the consumer products industry is transforming into the consumer outcomes industry in the digital economy. Key points include:
- By 2020, nearly everyone will be a digital consumer and new competitors are redefining the industry through digital business models focused on consumer experiences rather than products.
- Companies must shift from products to outcomes by reimagining business models, processes, and work through digital transformation in order to engage consumers and capitalize on new opportunities in real-time.
- Leading companies will leverage new digital technologies like cloud computing, IoT, and big data to sense consumer needs, analyze data, optimize operations, and act in moments to deliver personalized outcomes.
The document discusses the Business Model Canvas, a tool developed by Alexander Osterwalder to help categorize the key components of a business model. The Business Model Canvas consists of 9 categories: value propositions, customer segments, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structure. These categories represent the four main aspects of a business: customers, offer, infrastructure, and financial viability. The Business Model Canvas provides a simple and flexible way for businesses to visualize and iterate their strategy by mapping these key components.
The document discusses the Business Model Canvas, a tool developed by Alexander Osterwalder to help categorize the key components of a business model. The Business Model Canvas consists of 9 categories: value propositions, customer segments, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structure. These categories represent the four main aspects of a business: customers, offer, infrastructure, and financial viability. The Business Model Canvas provides a simple and flexible way to visualize a business model, evaluate different strategic options, and communicate the model to others. It has helped many companies, like Apple, develop successful business strategies.
Adani Group's Active Interest In Increasing Its Presence in the Cement Manufa...Adani case
Time and again, the business group has taken up new business ventures, each of which has allowed it to expand its horizons further and reach new heights. Even amidst the Adani CBI Investigation, the firm has always focused on improving its cement business.
Kirill Klip GEM Royalty TNR Gold Copper PresentationKirill Klip
Tesla Energy rEVolution And The Golden Age For Copper: Kirill Klip GEM Royalty TNR Gold Copper Presentation
Weitere ähnliche Inhalte
Ähnlich wie NYCML18 Reisman Workshop - "21st Century Relationships, Value Propositions, and Pricing - A New Economics for Digital Services" (A FairPay Perspective)
FairPay is a proposed new approach to pricing digital goods and services that is centered on discovering each customer's perceived value through an ongoing dialog. It involves customers trying a product or service first before setting a "fair" price, and sellers then tracking whether that price seems fair. The goal is to foster win-win customer relationships through this continuous adaptation process, rather than relying solely on up-front set prices. The document discusses how FairPay aims to balance value, ability to pay, cost and profit through personalized value propositions and by engaging customers in a repeated game of value discovery.
This document proposes an adaptive approach called FairPay for pricing digital goods and services in a way that seeks win-win relationships with customers. FairPay would use data and predictive analytics to set personalized prices for each customer based on their perceived value and ability to pay, with the goal of fairly sharing economic value surplus between customers and providers. It suggests testing FairPay for news subscriptions by segmenting customers and offering different price tiers, trials, and premium options to foster engagement and reciprocity in the pricing relationship over time. The approach aims to change pricing logic from a focus on set prices to participative value exchanges that can increase profits, market reach and customer loyalty.
Reisman on FairPay Win-Win Relationships at ISSIP Speaker Series 10/14/15Teleshuttle Corporation
Reisman on FairPay Win-Win Relationships at ISSIP Speaker Series 10/14/15.
For future updates, find the latest slide deck at http://www.slideshare.net/rreisman/reisman-fairpay-overview.
*No longer latest version* Check for latest slides at https://www.slideshare.net/rreisman
Updated version of presentation on new revenue strategy for digital and other experience goods/services. As described in my book and presented in HBR, Journal of Revenue and Pricing Management, presented at MIT Enterprise Forum of NYC, Zuora Accelerate, Naples Forum on Service, ISSIP, and elsewhere.
Updated version of presentation on new revenue strategy for digital and other experience goods/services. As described in my book and presented in HBR, at MIT Enterprise Forum of NYC, Zuora Accelerate, Naples Forum on Service, ISSIP, and elsewhere.
The document provides an overview of Walmart's history, operations, strategies for international expansion, and lessons learned. It discusses Walmart's vision, mission, and goals, as well as its business model, value chain, and key competitive advantages. Regarding internationalization, the document examines Walmart's reasons for expanding abroad, entry decisions, examples of success in Mexico and Canada, and failures in Germany and India. Overall, the document analyzes Walmart's path to becoming a global retailer and identifies factors for successful international transfer of core competencies.
The document discusses considerations for developing online business models. It outlines 6 steps to frame the market: 1) investigate opportunities by identifying unmet needs and where value can be added, 2) identify underserved markets, 3) determine target customer segments, 4) assess resource requirements, 5) evaluate the attractiveness of the opportunity, and 6) make a "go/no-go" decision. Each step provides guidance, such as mapping the customer decision process to reveal opportunities, defining target segments based on behaviors and benefits sought, and assessing competitive landscape and technology vulnerability. The goal is to develop a model that efficiently meets customer needs.
Razorfish 2014 Tech Summit - Global Solution Management Lead at hybris David ...Razorfish
This document summarizes a presentation about trends in retail and commerce. The presentation covers:
1) The shifting landscape of customer experience, where expectations are rising as technologies enable more personalized experiences across channels. Corporates are struggling to keep up with these rapid changes.
2) Content-driven commerce, which is about engaging customers across all touchpoints through relevant, contextual experiences. This requires a platform that fosters best-in-breed solutions while simplifying customer experience management.
3) Disruptive retail, where customers expect engagement anywhere, anytime, on any device. The future is omni-commerce that treats each customer as an individual. Solutions must deliver end-to-end optimization for both customers and enterprises
The internet economy business models and strategies slideshareVille Saarikoski
Slides from a course I teach titled "The Internet Economy - Business Models and Strategies" 20 hrs of classroom interaction. During class students read 3 HBR articles, build a business model canvas BMX, view the BMC through theories and discuss how to create and shape new emerging industries
New Services, No Silos: The Next 15 YearsPeter Coffee
The cloud is now the mainstream. Congratulations. That means it’s no longer special to be cloudy. What’s needed now is a re-thinking of what IT does. Let legacy IT incumbents relocate the past century’s silos to the past decade’s server farms. The salesforce.com community is already re-inventing business processes, around the informed and elevated expectations of cloud-native collaborative customers and their connected things. Peter Coffee shares a global perspective on present facts, near-term implications, and the opportunities and challenges of continued leadership above the cloud.
Presented as opening keynote at Midwest Dreamin' 2014 in Chicago by Peter Coffee of salesforce.com inc.
New Marketing for the New Economy - KotlerFilipe Mello
This document discusses how marketing is changing in the new digital economy. It notes that value is shifting from physical to intangible assets and from products to customization. The new economy requires different skills like e-marketing, brand building, and customer relationship management. It also requires a focus on lifetime customer value over individual transactions. Database marketing allows customizing communications based on customer data, though it requires significant investment. Overall, marketing is shifting from a supply-side to demand-side approach with a focus on customer retention through electronic communications and partnerships.
The document discusses business models and their key components. It defines a business model as explaining how a company works by answering questions about who the customer is, what the customer values, and how the company makes money. It then covers the main aspects of a business model canvas including: value proposition, customer segments, channels, customer relationships, key activities, key resources, key partners, revenue streams, and cost structure. It emphasizes that a business model describes how an organization delivers value to its customers.
Présentation Elton-Pickord sur le business model canvasCCI Entreprendre
1) The document discusses business models and innovation. It provides examples of companies like Xerox and Google that invented new business models to accompany their new products or innovations.
2) A key point is that simply having an innovation is not enough - it must be paired with an innovative business model. Business models also need to be regularly adapted to changes in the environment.
3) The document introduces and explains the Business Model Canvas as a tool to describe, visualize, evaluate, and transform business models using 9 blocks that cover the key aspects of a business.
The Consumer-Driven Digital Economy: Creating value in a digital world where ...SAP Customer Experience
The document discusses how the consumer products industry is transforming into the consumer outcomes industry in the digital economy. Key points include:
- By 2020, nearly everyone will be a digital consumer and new competitors are redefining the industry through digital business models focused on consumer experiences rather than products.
- Companies must shift from products to outcomes by reimagining business models, processes, and work through digital transformation in order to engage consumers and capitalize on new opportunities in real-time.
- Leading companies will leverage new digital technologies like cloud computing, IoT, and big data to sense consumer needs, analyze data, optimize operations, and act in moments to deliver personalized outcomes.
The document discusses the Business Model Canvas, a tool developed by Alexander Osterwalder to help categorize the key components of a business model. The Business Model Canvas consists of 9 categories: value propositions, customer segments, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structure. These categories represent the four main aspects of a business: customers, offer, infrastructure, and financial viability. The Business Model Canvas provides a simple and flexible way for businesses to visualize and iterate their strategy by mapping these key components.
The document discusses the Business Model Canvas, a tool developed by Alexander Osterwalder to help categorize the key components of a business model. The Business Model Canvas consists of 9 categories: value propositions, customer segments, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structure. These categories represent the four main aspects of a business: customers, offer, infrastructure, and financial viability. The Business Model Canvas provides a simple and flexible way to visualize a business model, evaluate different strategic options, and communicate the model to others. It has helped many companies, like Apple, develop successful business strategies.
CIM Sussex- Innovate with intelligence May 2012LauraWinter
Angela Dalrymple and Daniel Rowles share their presentations from CIM Sussex's recent event' 'Innovate with Intelligence'.
Ähnlich wie NYCML18 Reisman Workshop - "21st Century Relationships, Value Propositions, and Pricing - A New Economics for Digital Services" (A FairPay Perspective) (20)
Adani Group's Active Interest In Increasing Its Presence in the Cement Manufa...Adani case
Time and again, the business group has taken up new business ventures, each of which has allowed it to expand its horizons further and reach new heights. Even amidst the Adani CBI Investigation, the firm has always focused on improving its cement business.
L'indice de performance des ports à conteneurs de l'année 2023SPATPortToamasina
Une évaluation comparable de la performance basée sur le temps d'escale des navires
L'objectif de l'ICPP est d'identifier les domaines d'amélioration qui peuvent en fin de compte bénéficier à toutes les parties concernées, des compagnies maritimes aux gouvernements nationaux en passant par les consommateurs. Il est conçu pour servir de point de référence aux principaux acteurs de l'économie mondiale, notamment les autorités et les opérateurs portuaires, les gouvernements nationaux, les organisations supranationales, les agences de développement, les divers intérêts maritimes et d'autres acteurs publics et privés du commerce, de la logistique et des services de la chaîne d'approvisionnement.
Le développement de l'ICPP repose sur le temps total passé par les porte-conteneurs dans les ports, de la manière expliquée dans les sections suivantes du rapport, et comme dans les itérations précédentes de l'ICPP. Cette quatrième itération utilise des données pour l'année civile complète 2023. Elle poursuit le changement introduit l'année dernière en n'incluant que les ports qui ont eu un minimum de 24 escales valides au cours de la période de 12 mois de l'étude. Le nombre de ports inclus dans l'ICPP 2023 est de 405.
Comme dans les éditions précédentes de l'ICPP, la production du classement fait appel à deux approches méthodologiques différentes : une approche administrative, ou technique, une méthodologie pragmatique reflétant les connaissances et le jugement des experts ; et une approche statistique, utilisant l'analyse factorielle (AF), ou plus précisément la factorisation matricielle. L'utilisation de ces deux approches vise à garantir que le classement des performances des ports à conteneurs reflète le plus fidèlement possible les performances réelles des ports, tout en étant statistiquement robuste.
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART KALYAN CHART
Presentation by Herman Kienhuis (Curiosity VC) on Investing in AI for ABS Alu...Herman Kienhuis
Presentation by Herman Kienhuis (Curiosity VC) on developments in AI, the venture capital investment landscape and Curiosity VC's approach to investing, at the alumni event of Amsterdam Business School (University of Amsterdam) on June 13, 2024 in Amsterdam.
Unlocking WhatsApp Marketing with HubSpot: Integrating Messaging into Your Ma...Niswey
50 million companies worldwide leverage WhatsApp as a key marketing channel. You may have considered adding it to your marketing mix, or probably already driving impressive conversions with WhatsApp.
But wait. What happens when you fully integrate your WhatsApp campaigns with HubSpot?
That's exactly what we explored in this session.
We take a look at everything that you need to know in order to deploy effective WhatsApp marketing strategies, and integrate it with your buyer journey in HubSpot. From technical requirements to innovative campaign strategies, to advanced campaign reporting - we discuss all that and more, to leverage WhatsApp for maximum impact. Check out more details about the event here https://events.hubspot.com/events/details/hubspot-new-delhi-presents-unlocking-whatsapp-marketing-with-hubspot-integrating-messaging-into-your-marketing-strategy/
High-Quality IPTV Monthly Subscription for $15advik4387
Experience high-quality entertainment with our IPTV monthly subscription for just $15. Access a vast array of live TV channels, movies, and on-demand shows with crystal-clear streaming. Our reliable service ensures smooth, uninterrupted viewing at an unbeatable price. Perfect for those seeking premium content without breaking the bank. Start streaming today!
https://rb.gy/f409dk
Satta matka fixx jodi panna all market dpboss matka guessing fixx panna jodi kalyan and all market game liss cover now 420 matka office mumbai maharashtra india fixx jodi panna
Call me 9040963354
WhatsApp 9040963354
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART INDIA MATKA KALYAN SATTA MATKA 420 INDIAN MATKA SATTA KING MATKA FIX JODI FIX FIX FIX SATTA NAMBAR MATKA INDIA SATTA BATTA
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
KALYAN CHART SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
❽❽❻❼❼❻❻❸❾❻ DPBOSS NET SPBOSS SATTA MATKA RESULT KALYAN MATKA GUESSING FREE KA...essorprof62
DPBOSS NET SPBOSS SATTA MATKA RESULT KALYAN MATKA GUESSING FREE KALYAN FIX JODI ANK LEAK FIX GAME BY DP BOSS MATKA SATTA NUMBER TODAY LUCKY NUMBER FREE TIPS ...
Enhancing Adoption of AI in Agri-food: IntroductionCor Verdouw
Introduction to the Panel on: Pathways and Challenges: AI-Driven Technology in Agri-Food, AI4Food, University of Guelph
“Enhancing Adoption of AI in Agri-food: a Path Forward”, 18 June 2024
63662490260Kalyan chart, satta matta matka 143, satta matka jodi fix , matka boss OTC 420, Indian Satta, India matka, matka ank, spbossmatka, online satta matka game play, live satta matka results, fix fix fix satta namber, free satta matka games, Kalyan matka jodi chart, Kalyan weekly final anl matka 420
Kalyan chart 6366249026 India satta Matta Matka 143 jodi fix
NYCML18 Reisman Workshop - "21st Century Relationships, Value Propositions, and Pricing - A New Economics for Digital Services" (A FairPay Perspective)
1. 21st Century Customer Relationships,
Value Propositions, and Pricing
A New Economics for Digital Services
Copyright 2018, Teleshuttle Corp, all rights reserved
Richard Reisman
fairpay [at] teleshuttle [dot] com
@RReisman, #FairPayZone
1
(SlideShare Version, Rev 9/21/18)
Harvard Business Review 11/18/13
Journal of Revenue and Pricing Management 2/26/18
FairPay book 9/16
NYCML18 Workshop (9/21/18)
2. 21st Century Customer Relationships
Two Interrelated Sea Changes
1. Computer-mediated relationships deepen
– 1-shot games (transactions) repeated games
2. The Invisible Hand flails
– Scarcity of supply digital: no scarcity to ration
A new social contract to sustain creation
– An Invisible Handshake
Win-win relationships
– Empowered, loyal customers
Central focus: actual value to each customer 2
3. 21st Century Customer Relationships
Two Interrelated Sea Changes
1. Computer-mediated relationships deepen
– 1-shot games (transactions) repeated games
2. The Invisible Hand flails
– Scarcity of supply digital: no scarcity to ration
Win-win relationships
– Empowered, loyal customers
A new social contract to sustain creation
– An Invisible Handshake, balanced powers
Central focus: actual value to each customer 3
4. Consumer business models for digital
Where we are now…
• Items (ownership): Downloads
– Flat per-unit prices / volume discounts / bundles
– Micropayments
• Access (time-limited): Subscriptions / Memberships
– Advertising
– Paywalls hard/soft (all you can eat, AYCE)
– Freemium (all you can eat, AYCE)
– Tiered (multiple levels)
– Usage priced / micropayments
– Bundles (eg: cable TV channels)
• Participative alternatives (for access or items)
– Pay What You Want (PWYW)
– Crowdfunding / Patronship / Tipjars
4
5. ”The greatest danger in times of turbulence
is not the turbulence,
it is to act with yesterday's logic.“ --Peter Drucker
• FairPay – a logic for tomorrow (…not a product)
• Reisman – The FairPay Story
– Pioneering digital services for people since 1960’s
• Diverse businesses and roles – B2B and B2C, content and services
• >50 patents, licensed to >200 companies, for billions of users
– Steeped in disruption – business model crisis in content industries
– A new way forward – simple new logic – deep implications
– Shift the focus of customer relationships from price to value
• FairPay can change the world
– Save industries + Create new value (journalism, music, video, …+nonprofits)
– Human-Centered Markets – win-win values, convergent across profit spectrum
– Work pro-bono with business + academia on research, trials, applications
…seeking collaborators, evangelists…and offer free consultation
(More information at FairPayZone.com)
5
6. • Extensive conceptual development
– online, book, patent filing in public domain
• Extensive discussions with businesses
– Vendors (NYTimes, News Corp, Disney, Spotify, Rhapsody, IBM, American Express, Verizon)
– Platform providers (Zuora, Salesforce)
– Research firms (Forrester and MECLABS/MarketingSherpa)
• Key elements already proven in wide use
• New combinations supported by behavioral
economics and emerging marketing theory
• Find the sweet spots with partial steps, trials
• Eminent scholar collaborators to assist in trials
Toward FairPay…
An open architecture, not a product
6
7. Agenda
New Context for All Biz-Model Alternatives
B2C, Digital …in light of B2B, Physical
• A thought experiment
• The Ladder of Value
• The Relationship Economy
• Through the digital looking glass
• FairPay: a strategy and an architecture (straw man?)
• Climbing the ladder of value
• Conventional and alternative paths
7
8. A Thought Experiment
Imagine an all-knowing Economic “Demon”*
• Read buyers’ & sellers’ minds
to learn value-in-use, value-in-context
• Know how used, liked, value obtained,
willingness/ability to pay
• Know cost, economic “value surplus”
(including cost to sustain)
• Arbitrate fair sharing of surplus
Set personalized and fair prices
---
• Practice: Better strategies
• Theory: Better insights
(*Like Maxwell’s Demon and Laplace’s Demon in physics)
8
9. Climbing the ladder of value
Customer-value-first
(Trust, loyalty, recurring revenue)
Customer-value-hostile
(Distrust, resentment, churn)
9
13. “The Age of the Customer”
…Based on Digital Transformation
Mind-shift:
• Linear to cyclical
• Customer-centric
empowerment
• Top-down and bottom-up
• Big-Data insights
• Transformed cross-functional operations:
innovation, marketing, sales, finance, IT,…
• Transformed Customer Experience (CX)
13
14. From products, to services
From transactions, to relationships
14
• Goods-Dominant Logic Service-Dominant Logic
– “Customers want holes, not drills”
– “Power by the hour,” “Tires by the mile”
– Book of the Month…Dollar Shave…iPhones…Cars
– Anything as a Service (AaaS)
• From transactions to relationships
• Service Level Agreements, CX, Customer Success
• New Success Factors (KPIs)
– Customer Lifetime Value (CLV)
– Customer Acquisition Cost (CAC)
– Churn/Retention
15. The Game Theory of Commerce
One-shot vs. Repeated Games
• Transactions = one-shot game zero-sum contest
• Relationships = repeated games win-win cooperation
15
(Buyer)
1. Set the rules 2. Consume
Accept/buy/use
(Buyer)
Continue or churn?
(Buyer)
Pre-set offer (& price)
(Seller)
3. Repeat the game?
16. “Pricing and packaging
…for subscription businesses it is one of the most
powerful growth levers you can have...”
... you're not pricing an object, you're pricing
an outcome... customers may assign different
value to the same outcome.
...But what happens when you get it right?
…customer acquisition gets much easier
…churn gets reduced. …value is translated
into revenue...a virtuous cycle...You can
create intuitive customer journeys... when
your pricing model locks into that subscriber
journey, …your business model locks into
subscriber relationships, …a valuable
company is born.
[emphasis added] 16
(Zuora -
SaaS for 900+
Subscription
Businesses)
17. • Operations
– UX/CRM/SM/chatbots…
– Dialog
• Essence
– Value exchange
– Value propositions
• Dialogs about value
– Talk at customer?
– Hear from customer?
– Transparency, trust
Connecting the Value Exchange
17
dialog
dialog
dialog
dialog
dialog
dialog
business
18. Aligning Price with Value
• Exchange of value as basis
• Price as the monetary balance
• Prices usually set by business
– Take it or leave it
– Uptake, churn, retention deals (squeaky wheel)
• What basis for price???
– Cost-based?
– Competition-based?
– Value-based (average or customized)?
18
20. Set Prices Are So Last Century!
Now taken for granted, but unnatural!
• Historically: Prices personalized (village market)
– Personal negotiation – human buyer and seller
– Personal contexts – needs, bargaining powers, relationships
– Communal norms (win-win): caring, fairness, even generosity
• Mid-1800s: Price tags / institutions (department stores)
– Institutional sellers – mass market of “consumers”
– Scalable – simple, operationally efficient
– Exchange norms (zero-sum): take it or leave it, bargain hunting, exploitation
• E-commerce: Mass-personalization? 1:1 marketing?
– Why not price?
– End race to the bottom, commoditization – personalize a fair price for value
– How to do it effectively, efficiently at scale???
20
21. Value-Based Pricing
(for Consumer Markets?)
• Prices based on actual performance/outcomes
• Proven effective in B2B markets*
– Win-win: Buyer and seller agree to share in the
actual “value surplus” – as co-created
– High economic efficiency, reduced pricing risk,
transformative competitive advantage, customer-
first
– But: high cost/effort for custom analysis
*See Value-Based Pricing Is Transforming B2B -- Now for B2C... and Finding Value in The Subscription Economy
21
22. Usage-based Pricing
More value-based
• "at its heart, usage-based billing is a way of quantifying
value...how they actually use your service...a 'value metric.'
Simply put, a value metric should do three things:
– align to customer needs,
– grow with customers,
– and be predictable (both for customers and the organization).“
• Based on Zuora customer data (900+ companies):
– “…only about 27 percent...use some sort of usage-based pricing
today."
– those who do grow significantly faster.
– In B2C, unlimited usage plans are most common.
– But, referring to cable companies, Tien says "smarter usage-based
billing...will make their video content services more responsive
and valuable.“
• Conventional wisdom: consumers dislike usage-based pricing
• Is there a smarter way?
22
26. Monetizing:
Digital Offerings in Networked Markets
• Dilemma: Pricing for digital information
– “Information wants to be free” (infinite replication)
– “Information also wants to be expensive” (creation)
• Answer: Re-think our value exchange process
– Not allocating scarce resources (no invisible hand)
– Still need to sustain creation (pay for future services)
Balance value, ability to pay, cost, profit …How?...
26
27. The Long Tail of Customer Demand
Customers are not the same!
Customer experience is not the same!
27
• Green revenue: capped at set price
• Red head: lost surplus
• Amber tail: lost sales
…Dynamic and context-dependent
(see Long Tail blog post)
28. A digital “product”?
• Valued as an “experience good” – a service
– Not discrete, scarce “product”
– Access, entitlements, usage
– Personalized variations (items, time, intensity, volume, …)
– …all measurable – rich instrumentation in use – Cloud of Value
New data on value for each consumer
• Near-zero replication cost ( “Free”)
• “Free” as a selling tool (eliminate price risk to customer )
– freemium, pay what you want, tipjars, free trials …
Better: Embrace dynamic variability, control pricing risk
28
29. A key part of the answer…
Separate the Sale from the Price!
Post-Pricing
29
–Thanks to John Blossom, Shore Communications (ContentBlogger)
“Pay as You Exit: FairPay Explores New Content Pricing Discovery Regimes”
Watch video on YouTube
(Relevant portion is 1:30-2:15, but all is amusing. If video is removed from YouTube, search by title for an equivalent version. Also may be available on DVD.)
30. A key part of the answer…
Separate the Sale from the Price!
Post-Pricing
Why not price the experience after it is known?*
• Unlike typical up-front offers (Pay What You Want, etc.)
• Remove the consumer’s risk discount (or rejection)
• Signal supplier’s value and trust
(Timing aspects: packaging/bundling, usage levels, unit price schedules)
_________
*= post-pricing = ex-post pricing = price in arrears = price as you exit = price it backwards
30
–Thanks to John Blossom,
Shore Communications
(ContentBlogger)
“Pay as You Exit: FairPay
Explores New Content
Pricing Discovery
Regimes”
– Watch the episode
31. Relationship Business Models
Two Fundamental Questions
• Who decides the price?
Seller (usual)? Buyer (PWYW)? Jointly?
– Manage value and risk to each party
– Apply best information
• When do they decide it?
Before selection/experience? At…? After…?
– Knowledge of selection/experience
– Effect on decisions and risk
31
32. Climbing The Ladder of Value
Relationships, Risk, Timing, and Participation
• Relationship Perspective: Transactional Relational
• Pricing risk: Will I get my money’s worth?
– Sellers can reduce customers’ risk (if low marginal cost)
• Value: Value-in-use is best assessed…
– after use (timing = pre-pricing/post-pricing)
– with recipient input (participation = seller/joint/buyer)
• Price/Value: aspects:
– Packaging: who defines packages, before or after use?
– Usage levels: does pricing depend on actual usage?
(with fair volume discounts?)
– Price schedules: set by seller?– buyer? – joint?
– Ability to pay: fair to each buyer (and the seller)?
FairPay points the way up the ladder*
*Post-bundling as an intermediate example: post-packaging / discounted usage / seller-set price schedule.
32
34. The Relationship Economy
How can we center on value? (in B2C)
34
(See my journal article and/or this summary article)
35. The Game Theory of Commerce
One-shot vs. Repeated Games
• Transactions = one-shot game zero-sum contest
• Relationships = repeated games win-win cooperation
35
(Buyer)
1. Set the rules 2. Consume
Accept/buy/use
(Buyer)
Continue or churn?
(Buyer)
Pre-set offer (& price)
(Seller)
3. Repeat the game?
Loyalty?
36. Accept/buy/use
(before pricing)
(Buyer)
Set “fair” price
(after buy and use)
(Buyer)
Track price
(Seller)
Fair to seller???
(Seller)
Gated FP Offer
(selective privilege)
(From Seller)
Price it BackwardExtend it Forward?
(after trial)(limit FairPay credit)
FairPay Dialog Cycle
Continuous journey of adaptation – a new balance of powers – a “repeated game”
1. Set the rules 2. Set the price
3. Repeat the game?
*
* Can relax criteria in Voluntary Payment Mode ** Can restrict buyer pricing power for more conventional control
**
Fairness?
37. FairPay Value Discovery Engine
Continuous journey of adaptation – Frame/nudge/track
Seller-
gated
Premium
FairPay
Offer
Seller-
gated Basic
FairPay
Offer
Buyer
Accepts
FairPay
Offer
?
Buyer
Tries
Product
/Service
Buyer
Sets
FairPay
Price
Seller
Tracks
Fairness
of Price
High
-Fair
Low-
Fair
Un-
Fair
Buyer
Seller Sets Price
(take or leave it)
Buyer Accepts
Set-Price Offer ?
Buyer Uses
Product /Service
FairPay Zone (revocable privilege)
Conventional Set-Price Zone (Paywall)
37
Value/FairnessOffers
*
* Can relax criteria in Voluntary Payment Mode – no paywall (positive nudges only)
** Can restrict buyer pricing power for more conventional control
(Also a repeated game, but less cooperative and win-win)
**
38. Seller Control and Predictability?
Frame/nudge/track
• Managed dialog – “choice architecture” – fully personalized
– Seller: 1. Set the rules
• defines the offer / reports usage
• provides a suggested price personalized to that buyer’s usage
• frames the pricing rationale, and nudges with incentives (+, -)
– Buyer: 2. Set the price**
• sets FairPay prices (as a differential from suggested price)
• states reasons for their differential (multiple choice)
– Seller: 3. Repeat the game?*
• evaluates fairness of reasons – reciprocal value proposition
• frames new offers – manages FairPay credit and incentives
• Nudge buyers toward suggested prices – as fair exchange
• Test/review value propositions, offers, framing, incentives
• Start with those who will be delighted and fair…
38*Can relax criteria in Voluntary Payment Mode – no paywall (positive nudges only)
** Can restrict buyer pricing power for more conventional control
39. Aligning Price with Value
Pricing for the Co-Creation of Value
Intuitive blend of diverse factors, emerging over the relationship
From provider to consumer (soft/fuzzy meter)
– Value-in-use / experience / outcomes
– Other “soft” value
• Service / support
• Participation / listening / responsiveness (comments, access to reporters, curators)
• Social values / “triple bottom line” (investigative journalism, community)
From consumer to provider (“reverse meter”)
– Monetary payments
– Other currency -- “Consumer” as provider of value to “provider”
• Attention to ads (customized levels) / Personal data to exploit (customized levels)
• User-Generated Content / Co-creation (eg: participatory journalism)
• Promotion / virality / leads
• Volume/loyalty discounts
Can extend through the ecosystem value chain
– Even with ads, the user becomes the customer value propositions matter
– Designations of value share to creators/suppliers (vs. intermediaries)
– Bonus contributions (split to creator/supplier)
39
40. Lifetime Value in Relationships
Seeing through the Customer’s Eyes
• Customer Lifetime Value (CLV) – to Vendor
– Not current sale, but lifetime value
– Balance CAC (Customer Acquisition Cost) with CLV
• Vendor Lifetime Value (VLV) – to Customer
– Convenience, trust, real loyalty, communal norms
– Dialogs about value -- “Value nurturing”
– Procedural utility: “Not only what, but how matters”
40
42. A new twist of the Invisible Hand
…Creating Shared Value over relationship – a repeated game
42(see Invisible Hand, Invisible Handshake, and Customer Journeys posts)
43. Key Evidence and Enablers
• Behavioral Economics and Game Theory
– People are not heartless profit maximizers (eg: traditional, PWYW generosity)
– Traits: Fairness, reciprocity, altruism, self-image, acceptance, …
– Situations: Social/communal norms vs. economic/exchange norms
– Repeated game: Invest in fairness reputation to gain continuing privilege
– Treat me as a patron, make me want to be a patron
• Computer-mediated dialog (AI) – Customer journeys
– Facilitate automated dialog about what I value, on what basis …and act on it
– Engage me as a patron, show you hear/understand me
• Big Data + IoT + Predictive analytics (AI) – Cloud of Value
– Use data to validate customer dialogs about value, incentivize honesty
– Customize offerings and how they are framed
– Show that you recognize and respect my desires as a patron
Adaptive, cooperative, “customer-first” relationships – “dialogs about value”
1. Segment based on fairness traits (social values) and value propositions
2. Foster social/communal norms (participation and dialog)
3. Nudge buyers toward fairness, perception of value, sharing value surplus
4. Motivate a repeated game that is win-win
43
44. Phasing in…
1. How much pricing power to yield to customers?
• Can limit FairPay to a contained niche offering
• Can build and apply in incremental stages
Level 1: Voluntary Payment Mode (much like tipping)
• Simple Pay What You Want / Pay What You Think Fair + Post-Pricing
• Pricing unrestricted by fairness – no fairness gating – but soft nudging
• Post-pricing (“as you exit”) based on value – makes PWYW more meaningful and fair
• Good transitional step for services that are currently free (or included as extras)
Level 2: Balanced FairPay
• “Gated” by seller (minimum fairness threshold) – most of the cost, complexity
• Manage thresholds adaptively -- loose or strict control by seller
• A “repeated game” – to keep playing, invest in reputation for being fair
44
45. Phasing in…a big half-step
2. Post-pricing only – maintains full seller price control
• Sellers may be reluctant to yield price control
• “Post-bundling” achieves post-pricing benefits,
retains full seller price control (TV example):
– Price as a bundle at period end (after use)
– Buyer gets run-of-house access (by category)
– Bundle price reflects volume discounts
aligned with unlimited usage plans (with price caps)
(unlike un-discounted micropayments)
– Seller retains full control of price rate schedules
– Can offer “risk-free” subscriptions
45
46. FairPay can be tested, phased in
“Toe-in-the-water” examples for News Subscriptions
Acquisition =“Fuzzy Freemium”
Paywall balkers? – special limited usage “trial”
versions, tie-ins, gamification, membership
”club”
Retention (Saves) low usage, low price
Premium “club”/“patron” segments curated, early access/new releases, quality,
downloads/offline use, added features
Usage /style segments
Limited usage?
low/high usage, low/high cost,
song frequency, …
Content segments: Long-tail / genre indies, back-list, genres
Device segments phones, embedded systems
Family Plans “seats,” concurrent use
“Deserving” sellers compensation to artist/creator
Trials, sampling, coupons, specials limited offers
Special branding distinct from conventional
Retention (Saves)
(Revenue recapture)
low usage, low price
Acquisition =“Fuzzy Freemium”
(Revenue from day one)
versions, tie-ins, gamification, membership
”club”
Premium “club”/“patron” segments
(Eg: NY Times “Premier”/”Insider”)
curation, early access, journalist access,
archives, downloads/offline, extra features
Usage /style segments low/high usage, low/high cost, alerts acted
on…
Content segments: Long-tail / genre investigative journalism, analysis, financial
insight, sports insight, crosswords
Device segments phones, embedded systems
Family Plans “seats,” concurrent use
“Deserving” sellers compensation to journalists, field reporting
Trials, sampling, coupons, specials limited offers
Distinct branding separate from conventional offering 46
47. Changing Consumer Behavior
Initial Sweet Spots
Back to the Future
– rebuild win-win social/communal norms and values
• Partial steps up the ladder (post-bundling, reverse ad meter)
• FairPay: small segments / value-focused tiers – low cost/risk
• High generosity users
– Superfans – loyal, perceive value
– Deserving providers
– High service / value-add – justify appreciation
• High cooperation users
– Thrilled to share price responsibility
– Willing to bear burdens to do it right
…The thin end of the wedge of behavior change
47
48. Usage/Value Pricing - Buyer-friendly
• Deadweight loss of “all you can eat”
unlimited subscriptions
• Soften the “ticking meter” / no shocking usage bill
• Price considering usage, but…
– Buyer decides, factors in:
• Usage history
• Volume discounts
(…with seller guidance)
– Soften the extremes – average out
Price tracks to value (with affordability)
(Reduce risk of not getting your money’s worth)
Warm and fuzzy, good feelings
48
Advanced Economics:
49. “Price Discrimination” - Buyer-accepted
Economic optimum: price tracks to value
• Buyer “self-discrimination” Legitimacy
(not imposed or hidden)
• Engages buyers – a rewarding process,
centered on personalized value propositions
• Infinite segmentation, in all dimensions
– Context, ability-to-pay, usage, time, devices, users, …
…Price discrimination can be good!
when it is “value discrimination”
49
Advanced Economics:
50. Platform and Database Opportunities
• Single vendor – internal process solutions
• Cross-vendor – added leverage, info
– Shared infrastructure and processes
= “Pricing as a Service” (PaaS)
– New: FairPay Fairness Reputation Database
• Across vendors and contexts (fairness ratings + details)
• Use like credit rating database (“FairPay credit line”)
• Detailed data on value perceptions and willingness to pay
Database asset / “Data moat” -- first mover advantage
• Interest by established platform vendors (Zuora)
– Plug-ins / SaaS
• Entrepreneurial startups???
50
51. A New Cloud of Value
• Implicit signals of value
– Traditional + new IoT data (“E-Books are Reading You” example)
• New: Explicit expressions of value
– New, generate from FairPay “dialogs about value”
– Validate consistency with implicit signals
Adaptively win-win customer journeys
• Focused, flexible value propositions
– Match to customer perceptions, contexts, times
– Sell value: a positive experience (not focus on price)
– Build a relationship (not just customers, but patrons)
51
52. A Flexible, Extensible Architecture
Subsumes major alternatives
• Coexist with conventional pricing (segment by fairness)
• Tunable parameters (choice architectures)
– Gating, nudging, warning, dispute-resolution
– Up-selling, down-grading
– Liberal or tight control
very tight = conventional /… / very liberal = PWYW
• Analogs of conventional methods, plus new ones,
in any combination
– Advertising (reverse meter)
– Freemium, Paywalls (metered/soft)
– Tiers, segments, dynamic/usage pricing
– Customized mix of customer revenue and advertising
– …
52
54. Product / Service Category Examples
• Anything with low marginal cost
– Long-tail / low-demand products (expand market / gain revenue)
– Short-head / high-demand products (expand market / gain revenue)
• Digital content / products /services (by item or by subscription)
– Social media /communications
– News / information / magazines
– Music / audio / podcasts
– Video
– Games
– E-Books
– Apps / Software
– Other Digital Services
• Real products /services (especially experience goods)
– Low marginal cost (primary product or extras/support)
– Sampling / trials /coupons (eg: Groupon)
– Perishable excess (eg: hotels, transport, museums, events)
– Costly goods with a minimum price floor + FairPay bonus
54
55. Change the Game with FairPay
From invisible hand to invisible handshake
55
• From: set prices
shop for “bargains” commoditization
• To: FairPay participative value exchange
shop for value, relationship engagement, loyalty
• Analogous to tipping
– Easy, intuitive, with rich multi-dimensional nuance
– Happily pay more than you “need,” often generously
• Delight your customers
– give pricing freedom, focus on value, gain loyalty
• Start with those who will be delighted and fair
Emergent strategy
Pricing “legitimacy”
Higher profits + deeper market penetration (+ad $)
(See Handshake post)
56. Climbing the ladder of value
Customer-value-first
(Trust, loyalty, recurring revenue)
Customer-value-hostile
(Distrust, resentment, churn)
56
57. Alternative Paths
Theory X or Y?* / make the shift
X. Zero-sum – one shot games
exploitation, alienation
Y. Win-win – repeated games
cooperation
– Empowerment, Dialog, Reputation
– Trust, Transparency, Loyalty
– More customers + more profit
– Single, real bottom line that is value-based
(*Analogous to Theory X and Y management)
57
58. Some Rungs on the Ladder
The FairPay Demon Challenge
(Why can’t our model be more like FairPay?)
• FairPay
• Soft values as pricing factors
• Subscription access
– Value / Performance / Outcomes Pricing
– Bundled (pre-bundled, post-bundled)
– Usage-related (metered, tiered)
– Freemium
– All you can eat (AYCE) / Membership
– Advertising
• Unit sales of items
58
59. Unit sales of items
(A la carte, Pay Per View/Article, Downloads)
• Base case
(“own” articles, music, videos, e-books, …)
• Simple, easy
• Value (one price fits few)
– Of owned item – for predicted, average user
– “Your mileage may vary”
– Favors heavy use – prohibitive for light use
– High consumer pricing risk
(how much will I use/want/like?)
– More risk if time-limited (Pay Per View/Article)
59
60. Ad Models and Reverse Meters
“Original sin of the Internet” – Facebook, Google, …
• Attention/Data/Value (vs “Engagement”)
• Ad-blocking/Hostility, Disinformation
“If you’re not the customer you’re the product”
• Reverse meter, quantify value
• Consumer ”the customer”
Incentives for ads to be valuable, non-intrusive
• Self-reinforcing
…for both advertiser and platform/publisher
60
61. Fixing Facebook
An 80% Solution that is Market-based
• User revenue vs. ad revenue?
Value (=customer) vs. engagement (=product)?
• Affordability? FairPay (or similar innovation)
• Voluntary?
• Regulatory?
– Auto emissions model:
set target, let firms determine how
– 5% of Facebook revenue from users (or taxed)
– Then 10%, 25%, 50%, …
61
62. Subscription access
All you can eat (AYCE)
• Time-limited access – to many items
(“rent” articles, music, video, e-books, …)
• Simple, easy
• Value (one price fits few)
– Of access – for predicted, average user
– “Your mileage may vary”
– Favors heavy use – prohibitive for light use
– High consumer pricing risk
(how much will I use/want/like?)
62
63. Subscription access
Freemium (All you can eat)
• Time-limited access – to many items
(“rent” articles, music, video, e-books, …)
• Really two tiers at fixed price: free + premium
• Value (two prices fit few)
– What cutover – to single non-zero price?
– Still significant consumer pricing risk
How much will I use/want/like? – for paid level
Disappointment/frustration? – for free level
63
64. Subscription access
Membership
• Like subscription (and/or crowdfunding)
• More cooperative, participative
– In value prop, including reverse value
– Sometimes in price
• Value (one price fits few?)
– Set price favors heavy use, prohibitive for light use
– May be voluntary payment, sometimes customer-set
– May add perks, merch (gimmicky distraction)
– High consumer pricing risk if set price
(how much will I use, want, like?)
64
65. Subscription access
Metered Usage
• Almost as simple, easy
• Value (usage-base)
– No volume discount
– Ticking usage meter
– High consumer pricing risk
(usage shock?)
65
66. Subscription access
Tiered Usage
• Almost as simple, easy
– Packaging tiers (Bronze, Silver, Gold,…)
– Usage tiers
• Value – a few prices fit better
– Gain from volume discounts
– Bumpy jumps, disappointments/frustrations
– Still a ticking usage meter?
– Moderate consumer pricing risk
(will tier fit, will I bump to next tier?)
66
67. [Pre-] Bundled Subscriptions
(Basic+premium TV channels, News categories)
• Moderate complexity
– Need to choose bundle or categories
– Depends on usage amount, categories
• Value
– Gain from volume discounts (vs. PPV/a la carte)
– High consumer pricing risk
• Pre-selection risk
• High-usage risk
67
68. Post-Bundled Subscriptions (new)
Run of house access, post-priced
• Moderate complexity
– No need to choose bundle
– Depends on usage amount, categories
• Value
– Gain from volume discounts (vs. PPV/a la carte)
– Low consumer pricing risk
– No pre-selection risk
– Reduced usage risk (especially if price-capped)
– Can offer instant item refund
68
69. Performance / Outcomes Pricing
(=Experiences)
• Improved value tracking – quality, results
• Common in B2B
– Average predicted outcomes (drugs: efficacy studies)
– Individual outcomes (ad-sales: pay per click, lead)
• Limited in B2C
– Instant refund – why not??? (eg: Blendle news articles)
69
70. +Soft values as pricing factors
• Broader values
– Creative input, investigative journalism, design, …
– Triple bottom line – People, Planet, Profit
• Now indirectly in conventional methods
(some premium factored into price)
70
71. Participative alternatives
Pay What You Want (PWYW)
Crowdfunding / Patronship / Tipjars
• Spectrum of how voluntary
• PWYW as one-shot game
• Pre-pricing vs. post-pricing
• Tiers and soft nudging
• Value-based
• 100’s of research papers on behavioral factors
• But usually not:
– Post-priced
– Adaptive nudging
– Disincentives for unfairness (carrot + stick)
High pricing risk to seller
71
72. FairPay
Coexist with and/or mimic others
• Remove customer pricing risk
• Adaptive management of business pricing risk
• Dialogs on value explicitly include key value factors
– Usage – with volume discounts
– Outcomes / experiences
– Soft values
– Variations over time
– Ability to pay
– History / reputation
• Value discrimination
72
73. Blockchain and Cryptocurrency
Transformative or not?
• Micropayments
• Smart Contracts
• Distributed Ledgers
• Fundamental change to relationships?
– Trust/reputation/stake?
– Data/privacy?
– Operational efficiencies?
• Micropayments
• Ledgers
73
78. FairPay Usage Scenario
Newspaper Subscription – “The Bugle”
• Now, standard: Set-Price paywall (metered >10 articles) = $10*
+premium Gold +$10*
+premium Platinum (FairPay perk)
• Add: selective FairPay subscription offers – “patrons” (=“members”)
1. Patron uses service each month
2. Bugle reports actual usage, with suggested price for that
…depending on number, type of articles read, other factors
3. Patron sets price as he wants, gives reasons for higher/lower as “fair”
4. Bugle rates fairness of price (specific to that patron)
5. Bugle selectively continues offers to that patron based on fairness
• Basic access if low-fair
• Premium access if high-fair (Gold or Platinum)
• No FairPay privilege (paywall-only), if unfair
6. Patron seeks desired level of offers, as “nudged” by Bugle
*Just one example: Set-Price Paywall retained as option, with price raised from $8 after introduction of FairPay,
FairPair suggested price “discounted” as $8 for typical user, matching old price (as anchor).
78
79. See How FairPay Pricing Adapts
in Some Sample Customer Situations…
• Adapting for different users:
– User attributes
– Usage levels and contexts
– Value propositions/perceptions
– Criteria for “fair” pricing
• As determined by the seller,
…in dialog with the user
79
80. FairPay Value Discovery Engine
Continuous journey of adaptation – Frame/nudge/track
Seller-
gated
Premium
FairPay
Offer
Seller-
gated Basic
FairPay
Offer
Buyer
Accepts
FairPay
Offer
?
Buyer
Tries
Product
/Service
Buyer
Sets
FairPay
Price
Seller
Tracks
Fairness
of Price
High
-Fair
Low-
Fair
Un-
Fair
Buyer
Seller Sets Price
(take or leave it)
Buyer Accepts
Set-Price Offer ?
Buyer Uses
Product /Service
FairPay Zone (revocable privilege)
Conventional Set-Price Zone (Paywall)
80
Value/FairnessOffers
*
* Can relax criteria in Voluntary Payment Mode – no paywall (positive nudges only)
** Can restrict buyer pricing power for more conventional control
(Also a repeated game, but less cooperative and win-win)
**
81. Preview: How the Pricing Adapts
in different customer situations…
1. Joe Average [Low-Fair] $12 Premium (probation)
2. Willy Wonky [High Fair] $24 Premium
3. Sam Student [Low-Fair] $3 Premium (probation)
4. Ron Retiree [High-Fair] $5 Premium
5. Mr. Big [High-Fair] $30 Super-Premium
6. Lou Lowball[Un-Fair] $6.40 Basic (probation)
not shown in detail:
7. Bob Basic [Fair] $8 Basic
8. Izzy Difficult [Un-Fair] Flat $10 Set-price paywall (Basic)
9. Speedy Flyby [n/a] $0* No sub, <10 articles/mo.
______________
*all plus ad revenue
81
82. Patron 1 - Pricing Request
sent to Joe Average after use
• You read 300 articles this month (vs avg. 300)
• 40 were premium features (vs. avg. 40)
• Your demographics are much like our typical patrons
• Recap recent pricing history…
• Suggested price for you = $16 (vs. paywall $10+10)*
----------
• Set your price as: __% above(↑)/below(↓) $16 (= $ ).
• Your reasons for pricing above (↑)/below (↓) suggested price:
↑ ↓ Coverage
↑ ↓ Quality
↑ ↓ Technical features/problems
↑ ↓ Investigative journalism
↑ ↓ Premium features/privileges
__________________
*Loyalty discount to FairPay patrons
82
83. Patron 1 - Pricing Response
from Joe Average
• You read 300 articles this month (vs avg. 300)
• 40 were premium features (vs. avg. 40)
• Your demographics are much like our typical patrons
• Recap recent pricing history…
• Suggested price for you = $16 (vs. paywall $10+10)*
----------
• Set your price as: 25% above(↑)/below(↓)$16 (= $12).
• Your reasons for pricing above (↑)/below (↓) suggested price:
↑ ↓ Coverage
↑ ↓ Quality
↑ ↓ Technical features/problems – 10-15 times
↑ ↓ Investigative journalism
↑ ↓ Premium features/privileges
__________________
*Loyalty discount to FairPay patrons
83
84. Patron 1 – Seller Response
to Joe Average
• Fairness rating
(subject to framing strategies on how this is communicated)
– Low fair this cycle
– Low fair prior cycles
• Bugle Action
– Continue basic and premium offers, but
– Warn premium access trial may be subject to probation;
must increase future payments or risk losing premium?
(Depending on overall patterns and context, may accept
$12 rate as still profitable for premium, or not.)
84
85. Patron 2- Pricing Response
from Willy Wonky [High-Fair]
• You read 600 articles this month (vs avg. 300) = Heavy use
• 80 were premium features (vs. avg. 40) = Heavy use
• Your demographics are much like our typical patrons
• Recap recent pricing history…
• Suggested price for you = $20 (vs. paywall $10+10)*
----------
• Set your price as: 20% above(↑)/below(↓) $20 (= $24).
• Your reasons for pricing above (↑)/below (↓) suggested price:
↑ ↓ Coverage
↑ ↓ Quality
↑ ↓ Technical features/problems
↑ ↓ Investigative journalism
↑ ↓ Premium features/privileges
__________________
*Loyalty discount to FairPay patrons
85
86. Patron 2 - Seller Response
to Willy Wonky [High-Fair]
• Fairness rating
(subject to framing strategies on how this is communicated)
– High fair this cycle
– High fair prior cycles
• Bugle Action
– Continue premium offers
– Provide recognition/perks as Gold Patron
86
87. Patron 3 - Pricing Response
from Sam Student [Low-Fair]
• You read 100 articles this month (vs avg. 300)
• 20 were premium features (vs. avg. 40)
• You are a college student at Podunk State
• Recap recent pricing history…
• Suggested price for you = $4 (vs. paywall $10+10)*
(includes student-rate discount)
----------
• Set your price as: 25% above(↑)/below(↓)$4 (= $3).
• Your reasons for pricing above (↑)/below (↓) suggested price:
↑ ↓ Coverage
↑ ↓ Quality
↑ ↓ Technical features/problems – 10-15 times
↑ ↓ Investigative journalism
↑ ↓ Premium features/privileges
__________________
*Loyalty discount to FairPay patrons
87
88. Patron 3 - Seller Response
to Sam Student [Low-Fair]
(Just like Joe Average, but at student rate)
• Fairness rating
(subject to framing strategies on how this is communicated)
– Low fair this cycle
– Low fair prior cycles
• Bugle Action
– Continue basic and premium offers, but
– Warn premium access trial may be subject to probation; must
increase future payments or risk losing premium?
(Depending on overall patterns and context, may accept $3 rate
as still profitable for premium to light usage student, or not.)
88
89. Patron 4- Pricing Response
from Ron Retiree [High-Fair]
• You read 100 articles this month (vs avg. 300)
• 20 were premium features (vs. avg. 40)
• You are a retired, otherwise much like our typical patrons
• Recap recent pricing history…
• Suggested price for you = $4 (vs. paywall $10+10)*
(includes student-rate discount)
----------
• Set your price as: 25% above(↑)/below(↓) $4 (= $5).
• Your reasons for pricing above (↑)/below (↓) suggested price:
↑ ↓ Coverage
↑ ↓ Quality
↑ ↓ Technical features/problems
↑ ↓ Investigative journalism
↑ ↓ Premium features/privileges
__________________
*Loyalty discount to FairPay patrons
89
90. Patron 4 - Seller Response
to Ron Retiree [High-Fair]
• Fairness rating
(subject to framing strategies on how this is communicated)
– High fair this cycle
– High fair prior cycles
• Bugle Action
– Continue premium offers
– Provide recognition (/perks?) as Gold Patron
90
91. Patron 5 - Pricing Response
from Mr. Big
• You read 100 articles this month (vs avg. 300)
• 40 were premium features (vs. avg. 40)
• You got 3 Platinum Patron Circle features (vs avg. 5)
• You are a VP Finance at BigCorp – news/analysis is very valuable to you.
• Recap recent pricing history…
• Suggested price for you = $25 (vs. paywall $10+10+n/a)*
----------
• Set your price as: 20% above(↑)/below(↓) $25 (= $30).
• Your reasons for pricing above (↑)/below (↓) suggested price:
↑ ↓ Coverage
↑ ↓ Quality
↑ ↓ Technical features/problems
↑ ↓ Investigative journalism
↑ ↓ Premium features/privileges
__________________
*Loyalty discount to FairPay patrons
91
92. Patron 5 - Seller Response
to Mr. Big
• Fairness rating
(subject to framing strategies on how this is communicated)
– High fair this cycle
– High fair prior cycles
• Bugle Action
– Continue premium offers
– Continue super-premium access level
– Provide recognition/perks as “Platinum Patron”
92
93. Patron 6 - Pricing Response
from Lou Lowball
• You read 300 articles this month (vs avg. 300)
• (0 were premium features – basic level service only)
• Your demographics are much like our typical patrons
• Recap recent pricing history… = “un-fair”
• You are now on final warning for pricing we consider not fair enough. To
continue FairPair patron offers you must set a price closer to our suggestion or
give better reasons to justify low pricing. (If you think we are not being fair,
please contact customer service.)
• Suggested price for you = $8 (vs. paywall $10+10)*
----------
• Set your price as: 20% above(↑)/below(↓) $8 (= $6.40).
• Your reasons for pricing above (↑)/below (↓) suggested price:
↑ ↓ Coverage
↑ ↓ Quality
↑ ↓ Technical features/problems – 10-15 times
↑ ↓ Investigative journalism
↑ ↓ Premium features/privileges
__________________
*Loyalty discount to FairPay patrons
93
94. Patron 6 - Seller Response
to Lou Lowball
• Fairness rating
(subject to framing strategies on how this is communicated)
– Low fair this cycle (slight improvement)
– Un-fair prior cycles
• Bugle Action
– Extend probation (for basic offers only), but
– Warn that basic access remains on probation,
must maintain higher fairness or lose FairPay privilege
(revert to <10 articles, or fixed-price paywall).
94
95. Recap: How the Pricing Adapts
in different customer situations…
1. Joe Average [Low-Fair] $12 Premium (probation)
2. Willy Wonky [High Fair] $24 Premium
3. Larry Student [Low-Fair] $3 Premium (probation)
4. Ron Retiree [High-Fair] $5 Premium
5. Mr. Big [High-Fair] $30 Super-Premium
6. Lou Lowball [Un-Fair] $6.40 Basic (probation)
not shown in detail:
7. Bob Basic [Fair] $8 Basic
8. Izzy Difficult [Un-Fair] Flat $10 Set-price paywall (Basic)
9. Speedy Flyby [n/a] $0* No sub, <10 articles/mo.
Average rate may drop a bit, but number of customers should be much higher
More profit, more total value
______________
*all plus ad revenue
95