Lenny's Podcast: Product | Career | Growth
00:39:52 · Jason Cohen
Whether that's true or not, this is what it looks like because is it's low quality, cheap, whatever, aimed at SMB. So they just won't buy, they're not in the market for the thing. So it's not true that they have this demand curve where, oh, since it's cheap, they all want it. That's what microeconomics curve says. It's so cheap that they should all want it. No, they don't. None of them want it because it looks bad. So as it gets into a price range that makes sense for the kinds of things that they need, then their demand actually goes up. Then it can stay up while it's in a good range, and then of course, at some point you are priced out of them. That particular kind of company's like, "Look, I'm not going to spend $10 million a year on it. Are you kidding?" So yes, it does slope down and go away. So it's not a normal curve, but it is like it slopes up and then it's something and slopes down. Who knows exactly what shape it is? Probably none of us know, but it's more like a Mesa and not a line that goes up to down like in the textbook, for that market. It's only the very lowest, you might even say worst in terms of metrics end of the market that has the microeconomic slope that you're worried about. So what happens is you raise prices and you enter a different market, and that's why the signups go up or okay. You leave behind perhaps a worse market anyway. And of course, everyone will tell you the more they pay, the higher retention is, and all the kinds of stuff gets better when you charge more. So this question, is pricing correct? This is what's in my mind when I ask that question. Probably the answer is no because pricing's very hard. It's just as much art as it is science. You've had some really good people on here on pricing. In fact, so good that I've bought some of the books that those people have talked about because I loved the interview so much, so I believe in all that. No problem, I believe in it. Nevertheless, they also say it's art and science and it's very difficult to ... And also, once you auger it in, the world changes. Five, 10 years later, the market is different, the world's different, and so it's still unclear. Also, price is not just the number on the webpage. It's easy to think that, but how it's structured is just as important, how the product's positioned is just as important.
00:42:14 · Jason Cohen
So for example, this example I've written about before online is this example, it actually was something that happened in my life but I changed the story to make it simple, and it's real unclear without having to get into lots of detail. So the story version is how this company was able to charge eight times as much for the same product just by talking about it differently. So just by positioning it differently, eight times as much. Again, this happened to me but it's too complicated. Those details are not interesting. So say there's this company called Double Down, and the idea is that it halves the cost of your AdWords because it makes it so efficient, so that's what it says on the webpage. "Cut your AdWords cost in half," which is a very good pitch, isn't it? It's simple, obviously valuable. But when you think ... So let's suppose I'm a customer and I spend $40,000 a month on AdWords. What am I willing to pay for double down? Well, if you do cut my AdWords in half, then all right, I saved 20K, but I'm not willing to give 20K to Double Down because then I'm not saving any money. In order to actually save money, I need to give Double Down less money. How much less? I don't know. Let's just call it a quarter. So I pay Double Down 5K to save 20, so I'm really saving 15, Double Down's making 5K a month, that's pretty good. Everyone's pretty happy at this five grand a month price point. So there's nothing wrong with this. No one's doing anything wrong, that's a perfectly valid company. However, think about these two situations that the CMO might be or the chief product officer might be in in talking to the CEO at the end of the year. Well, scenario one goes, we started using this tool, Double Down, and it had our costs, so we're able to spend that money on some other stuff. We were able to save money." And the CEO would say, "Great, that's good. We're going to renew and I'm happy to hear it." Again, nothing wrong here, but let's take a different tact altogether. What does the CEO want to hear more? Growth or saves money? Both are good, but I know which one is healthier for the company, increases market share, is better competitively, and also makes the company more valuable. It's the growth. So what we'd really like the CMO to tell the CEO is, "I increased the growth rate of the company." Not so much, "I save money." That would be way better.
00:44:39 · Jason Cohen, Lenny Rachitsky
So here's how we could do that with Double Down. Yes, Double Down halves the cost, but what that means is right now, right now, the company is paying 200 bucks per lead. Let's call them leads, whatever this is outputting. Well, if I halve the cost of a lead, I could get twice the leads for the same money. I'm already willing to spend $200 a lead and I'm already spending 40K a month for it, so if Double Down halves the cost, it means I can get more leads. So the way I could pitch Double Down is double the leads per month, period. Now, if I'm willing to spend 40K for this number of leads, how much am I willing to spend to double the leads? 40K. I just said I'm willing to spend 40K for this number of leads, so doubling it, I'm willing to spend 40K to double it. So if I give Double Down 40K, not five for the same product, which is the leads are cheaper, but now the pitch is I doubled the leads for 40K instead of having the cost for 5K. So Double Down gets 8x the money because it gets 40K for this product, not 5K for this product. [00:45:43] S0: Amazing story.
00:45:44 · Jason Cohen
[00:45:44] S1: And everyone's happy because the CEO goes, "What did you do?" And they said, "Oh my God, I doubled leads." "What?" "Yeah. At the same ROI as we had before, same CAC, I doubled leads." CEO goes, "How can we do more of that? " Just everything is so much better, same product. Now, I know it's a little bit of an exaggeration, et cetera, because I'm trying to make a point, but the big point is, the largest point is pricing is not just the number on the page. It's positioning, it's how their budgets work, it's how it's structured. It's per site or it's per usage or it's per seat or it's per ... All of this stuff is part of what pricing is. And often, even if it's the same price or the same product, depending on how that's structured, it either seems fair and good or it seems unfair and too expensive or whatever. And so in particular with the positioning, the big lesson for product managers is sell more of what the company values like growth. It doesn't have to be growth. It could be something else, the retention for their customers, how competitive they are in the market. There's various things they could value. Growth is an obvious one. Sell them that they're going to get more of what they value as opposed to saving, cutting, ROI, saves time, saves money, more efficient. And again, there's nothing wrong with saving money saves time. It's just that it caps this price and this value that they perceive that you do. Whereas if you deliver more of the value that they already value, it's I don't want to say uncapped completely, but the cap is maybe an order of magnitude higher than saving. So again, it's valuable to save. They're not doing anything wrong. That's not how to talk about what it is, and therefore help set the price. So it's a long way of saying ... So again, when I think, "Is your pricing correct?" I'm thinking in maybe a more general way than just the number. I'm thinking about the structure, the positioning and all that, and my guess is when growth is slowing, that there's a lot of improvement that could be had there.
00:47:52 · Lenny Rachitsky, Jason Cohen
[00:47:52] S0: Oh, man, this story is so powerful. Who does not want to change some copy on their website and double their growth and triple their price? And the biggest takeaway here is when you say is pricing correct, it isn't what is the number? 20 or 25 or 100? It's almost is the market we are going after correct? Is the way we are selling to them correct? Is this price communicating the right sort of story? And then also, is the positioning of what problem we solve for you correct? So there's a lot here, and luckily, I've done a bunch of episodes along this stuff which we'll point people to. We could go much deeper because this is a deep skill and there's a lot to do here. One thing I'll mention specifically, so Jen Abel, a recent podcast guest. [00:48:38] S1: I love her. [00:48:39] S0: It was her second visit to the podcast. She has a lot of really good advice on this of just how to price and how to reposition the way you're selling it. Specifically, she had this really interesting insight that enterprises, their sweet spot for contracts is 75 to 150K. That's how they normally buy SaaS software. And it sounds absurd, but that's what you want to ... You want your product to be in that bucket versus a thousand a month, 2000 a month. And everything just gets easier if you're like, "Okay, this is one of those. Okay, cool."
00:49:05 · Jason Cohen
[00:49:05] S1: It gets easier. I don't want to go off too much of a tangent, but the thing you have to remember is that pricing is not this knob that you can turn separate from the rest of your strategy. So when you say, even when I just said raise prices or whatever, but you can't just raise prices. These new customers have different demands. Now, maybe you need SOC too. Now, your other governance stuff matters. Now, integrating to certain systems you didn't know about matters. Maybe now, they need professional services. You can't just raise prices and change market and that's it. And maybe that's wise to do, but maybe it's not. Maybe you realize that sure, of course, that other market has certain advantages, but they also have disadvantages and we don't want those, either because we'll no longer be competitive because the way that we're distinguished, competitive, special, interesting, valuable, is only valuable in the market we're in. The next market does not value it like that, and so uh-oh, actually, that would be really bad for us. Or it could even be cultural. We are a company... Like Buffer's a great example. Buffer could go up-market and try to sell social media tools to whatever, but they realized, "We are a company for the little people. I don't want to sell to a big company. We're never going to make a product for them, we don't want to. This is who we are, this is what we want to do. This is what's fulfilling to us, so we're not going to go there." So it can be cultural, it can be certain goals, it can be other aspects of the business model or the strategy, but it's not this kind of like, "Oh, I'll just change this." It's a decision about the whole strategy, and that too, we could talk about for hours, but let's just caution that, "Oh, I'll just go enterprise," is of course not how it goes.