I first came across Peter Thomson when he was a Brand Strategist with Brian Richards. We worked together for around 18months or so as we redeveloped the Cadimage Brand and then more Umbrella Bradning for the entire Cadimage Group.
Peter and I always had some very interesting conversations around all sorts of topics from marketing to pricing to charging for disbursements! Since initially meeting we have kept in touch and met up around the world when we could.
Since starting Cerulean Labs I have reconnected with Peter and he has provided early advice around Lean Marketing and how to get started.
Start a newsletter: Email is an under-appreciated channel for building ongoing customer relationships. No matter what your industry, starting a company newsletter will give you a chance to speak more directly with your customers
Blog the journey: Share honest stories of the highs and lows so your audience can get to know your business better
Do things that don’t scale: Don’t rush to automate everything too early. Sometimes it’s worth the effort to personally provide a service to your early customers so you get to know them better
Sweat the small stuff: Details matter with product experience. Make sure you put time into touch points like user onboarding, login pages, the password reset process and your eCommerce checkout
These four points are all very useful, number four resonates especially for me as customer focus and customer experience are both critical to business success.
2020 is coming to a close and for obvious reasons it has been an interesting year for us all. Aside from the obvious the year had a number of challenges for me as it was the longest period I have been without a ‘job’ since I first started full-time work over 24 years ago.
I am thankful that to a large degree I don’t need to work however I still find having a professional focus and purpose is a critical part of who I am.
It wasn’t too difficult to fill my time and for the last few months have been focused on establishing my new business.
Here is brief recap of some of the achievements of which I am both proud and grateful for:
Moved into a new House with my family here in Budapest
In February visited friends and family in New Zealand and then a conference in the UK before air travel ceased for the remainder of the year
Supported my family working/schooling from home
Went for 138 runs, covering over 1370km – my biggest year yet – though a couple of injuries prevented me achieving what I had hoped, I did manage four solo Half Marathons – my first for over 10 years
177 Sessions of mindfulness/meditation
Read 45 Books – an increase on 2019 but down on my book/week target
Learnt Swift & SwiftUI (basic level) and created numerous prototypes of various ideas
Wrote 70+ Blog Posts (I had some catching up to do and the Cadimage Story ended up about 10 times longer then expected)
Continued my work with Buildmedia and helped Gareth, Tim and Mandy navigate the covid challenges
Established Cerulean Labsand raised early capital from friends and family and completed our first [private] release
2021 is shaping up to be an exciting year and I can’t wait to get into it
2020 has been an enormous challenge for all humanity and while I could write a Covid-focused post and focus on the New Year as a way to put 2020 behind us that is not the focus of this post. The challenge I refer to in the title is the new business that had the seeds planted a few years ago when I sold Cadimage Group and embarked on the next step of my life journey here in Hungary.
From my point of view life and business are both journeys and each run through various cycles of ups and downs, joy and pain. 2020 – while unprecedented in my lifetime – can be seen as another one of these cycles which brought change to all our lives in a number of ways.
At the start of the year I was very much in the frame of mind to build a new business. I’d always expected that at some point I would give it a crack and had always been searching for ideas.
January saw me, along with a couple of others, exploring a BIG idea, in fact it was probably a little too big! While having big goals is important, the main trouble we saw with our idea was it was very difficult to start with a small piece and add to it over time. For our solution to be accepted by the market it really needed to be close to 100%. I realise this simplifies things and could be seen as running from a challenge but being bold also requires confidence and whichever way we looked at things it was hard to be totally confident about the idea. (We still keep it in mind though 🙂)
Confidence is a core value I have always felt strongly about in business. Confidence sets businesses apart and confidence builds confidence. If you project confidence to your customers, they become confident in working with you and your product.
Anyway, Covid came along and I saw my consulting business dry up so I started focussing more and more on ideas and opportunities. Prior to air travel being restricted I attended a conference which was very stimulating. Covid obviously saw a huge move to working from home, however even before Covid I knew any new business I would create would be based on a remote team.
As have many people, I used the opportunity to learn new things and taught myself the basics of iOS, Swift and SwiftUI. I started building some prototypes and exploring ideas and further refining them.
I continued to engage with my co-founders and the idea started to crystallise and we started to put the foundations in place for a new business. We established the business and set about building the first version of our product. We put in a small amount of money to help us get things moving and within a couple of months had made sufficient progress to do a very early pre-seed round to give us some runway to double down on our development. In parallel with development I started some Lean Marketing.
Building a business can be viewed like building a house, with the ground work and foundations being the first part and critical to creating a strong platform on which the rest is built. To a large extent this applies, however the actual process is probably more like building an entire town of houses. As a startup we build foundations for what we need to achieve, doing just enough of some things in order to keep going. In some cases we know what we build today, we need to rebuild (or replace entirely) down the track.
I have been involved with owning and managing businesses for almost 20 years. I’ve been involved in all aspects across building and growing businesses, developing, selling and supporting software and all the marketing, service and admin that surrounds these activities. However, this time instead of joining a well established and profitable business we’re starting from zero.
This is a new, exciting and at times scary challenge. I am confident in the abilities and experience of my team and while a huge challenge lies ahead by the end of 2020 we have begun our journey and have enough pieces in place to start 2021 with confidence.
At the time we did this, it wasn’t necessarily as formal an approach as designed experimentation, but early results were a failure so we tweaked and tweaked until it worked.
In hindsight the answer is as clear as daylight and ultimately providing free student versions, free training for staff and students, and then sponsoring the NZIA Student Design Awards was seen as way of building the commercial side of our business – why we tried to sell something to students is beyond me but the point is the 3-4 years of trial and error led to the answer and not only solved its own situation but had a far broader impact on our business. In my opinion we could never have foreseen this outcome as our focus was very narrow.
Technology has come a long way since we did these early experiments, and there is a huge range of software to support conducting and analysing experiments and the data they generate.
Our Student pricing can be viewed as a fairly simple experiment, but equally I think that is also key to being able to learn. Don’t try to test everything at once. Focus on pieces that will appear to have the biggest impact.
When experiments became automated via technology they began as A/B Testing – ie testing two options. Software allows many more options to be tested simultaneously but I think A/B testing truly encapsulates the approach to take.
Obviously you can experiment with everything from pricing to email subject lines and contents. But stay focused – especially if you are a small team – and don’t experiment with everything just because you can. You simply won’t have the bandwidth to assess the results.
Building Information Modelling, or BIM, as a concept has existed in architectural design software since the 70’s and 80’s though the term itself wasn’t defined until 2002. Originally described as Virtual Building the concept focused on creating a digital representation of a building prior to construction.
A few months back I had the privilege to receive a new book – Understanding BIM – written by Dr Jonathan Ingram.
Understanding BIM documents why we need BIM, the history of BIM, early case studies in wide ranging disciplines, modern BIM, and the future of BIM. It also documents how BIM works. Dr Ingram is still involved in Information Modelling, AI, AR, VR, language understanding and other contemporary technologies.
As I previously wrote, Murray the founder of Cadimage, worked with Jonathan in the 80’s testing the Sonata System being developed by Jonathan. Murray explained a lot of the history and events during the early days when I was first working with him at Cadimage and it was great to read the history and remember how all the threads were pieced together.
The book is extremely comprehensive and has been very well put together. It is great to look at all the ‘cutting edge’ (in their day) images and see how far we have come over the last few decades. Anyone who wants to understand what BIM is, those who want to hear thoughts on where it is going or are interested in the history of BIM should really purchase a copy – its a great read.
Yes, this is a pretty straight forward statement, however, as a business you need to be extremely disciplined in order to constantly keep things simple.
Personally I like to equate simplicity with perfection and the following quote sums up my general thinking with regards to simplicity.
I have spent my career building product based businesses and it is all too easy when you have a team of talented product managers and developers to come up with all manner of features that they feel customers need.
Once a feature has been suggested – and in some cases even partially/fully developed – it is very difficult to imagine the product without it.
The problem can quickly escape when you start talking to customers. In general teams I have found that the customers who love to provide feedback and ideas are at the “power user” end of the scale, and therefore they amplify and reinforce the feeling regarding the need for a feature.
The problem lies in the fact that these power-users (and your own staff basically fall in the same category) represent the absolute minority of users. Catering to their every need, wish and whim means that very quickly you have a complex product. Yes it may be extremely powerful, but it has now become difficult for new and less power users to use.
The real art of keep things simple doesn’t have to mean reducing these power user features, but can also be dealt with in different way from creating a very well crafted UI that only exposes complex functions when needed through to creating different versions of the same product with different (extended) feature sets.
Keeping it simple doesn’t only apply to products and features but is important in all aspects of business.
In this article I outlined the changes to our pricing that changed the adoption rate of ARCHICADselect from around 15% to virtually 100%. By looking at our pricing model and adjusting it to make it more easily understood we found we were able to present the price to new and existing customers in an easily understood manner which led to a massive improvement to our business.
Some people love to come up with Complex Pricing Schemes in order to cater for every option with a sense that by doing so they will maximise their margin. However, if an internal sales person can’t understand a pricing matrix then it is a big clue that your potential customers won’t, or they will look for the easiest option that satisfies their needs.
In the same way when we launched Cadimage Tools on Subscription we could have provided a whole host of options to allow customers to pick and choose. However, we decided even with 7 individual tools that packaging them in three plans made the most sense. Some would argue we left money on the table, but I believe we attracted most customers at a higher price point then we would have had we given them infinite options. It can be counter-intuitive, but sometimes sacrificing apparent margin in order to keep things simple actually ends up being far more profitable.
As I said at the start, it requires discipline to always keep things simple and its all to easy to get carried away internally with grand (complex) ideas. Remember to ask yourself:
Is there anything I can remove from this without materially affecting it
And bring a sense of simplicity to all aspects of your business.
The whole report is worth reviewing if you are in the B2B SaaS business. Some of the key things I was interested to review include:
Optimal Number of Plans
I’ve always had a gut feeling that 3 was the ideal number of plans. I’m not quite sure where it came from but maybe it was from browsing a number of payment pages when I first looked into offering Subscription.
Free Trials definitely appear the way to go with over 80% of companies offering some sort of free trail.
I was surprised however, that over 60% of free trials request card details up front. This is always an interesting debate as to whether asking for details up front presents another hurdle, however, in a sense it also most likely leads to higher conversion so there are different trade offs to measure.
That said, Freemium is used extensively to grow ARR in the $100m – $1B range [ nice range 😉 ]
The reference to this article regarding “Monetizing backwards” still reinforced my thinking though.
Annual vrs Monthly
This one was more surprising especially with regards to the over 40% who don’t offer annual plans. I’m a firm believer that having annual and monthly payment plans help create a natural balance of lowest cost of entry, versus longer term customers.
Though that said, my own experience when introducing ArchiCAD Subscription was that I felt monthly was sufficient. Mainly because the entire exercise was to reduce the barrier to entry, and an annual pan would have been still too costly for the part of the market I was targeting at that stage.
Mailchimp for example spent 8 years refining their product and pricing before they felt confident a Freemium offering would be beneficial. While companies like Dropbox, Evernote and Slack embraced Freemium from the beginning and the majority of their success is based on their Freemium model.
That said, businesses that target markets above 100 million, can be quite happy with 1% conversion rates as 1 million paying customers can generate an extremely healthy business.
My general feeling is that it is extremely important to truly understand what customers value in your product before embarking on a Freemium journey. This need not take eight years like Mailchimp, but really understanding and your market for a period of time prevents the guesswork associated with launching Freemium from day one.
Also you don’t need to be worried about not launching, you can always introduce Freemium when the time is right.
This quote from a recent article I read encapsulates my current thinking:
Freemium is definitely something I want to explore in the future but in the first instance I want to measure and understand value. That said, I will have a Free Trial Version so that at least allows potential customer to access the product before committing.
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