Challenge:

• Service usage was not aligned with client value resulting in money left on the table
• The client was utilising a simplistic pricing model which failed to fully capture the willingness to pay of users
• Homogeneous service offering used across market niches failing to capitalise and realise on their value proposition

Outcomes:

• New model aimed to deliver additional $1.5m annual revenue
• More compelling value proposition by tailoring to each market segment
• Increased revenue from unbundling high value add-ons
• Protect revenues by moving away from a user-based charging model