This site uses cookies to improve your experience. To help us insure we adhere to various privacy regulations, please select your country/region of residence. If you do not select a country, we will assume you are from the United States. Select your Cookie Settings or view our Privacy Policy and Terms of Use.
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Used for the proper function of the website
Used for monitoring website traffic and interactions
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Strictly Necessary: Used for the proper function of the website
Performance/Analytics: Used for monitoring website traffic and interactions
The District of Columbia, where I live, just sued RealPage, a real estate management platform, and 14 DC landlords for violating its antitrust statute. The complaint provides fascinating reading about pricing and software platforms. (Note: I’m not a lawyer, and I’m not judging the case’s merits per se. I’m commenting on the unique aspects of the RealPage commercial arrangements the DC Attorney General cites in his case.
I love a story about how a company dominated its industry primarily by changing its business model. (See here and here.) Ticketmaster, which has been in the news lately, has such a story buried in its past. The Prior Business Model: Ticketron. Ticketmaster overcame a near-monopoly named Ticketron. Ticketron was the sole computerized ticketing provider in the US in 1970.
As taxpayers, we should want to know how well our dollars are spent. At the Federal level, most of these dollars are spent on social security, healthcare, and defense (see below). Articles about spending in these areas are easy to find, but the price of F-35s or my dad’s medicare is too complex for this blog. Instead, let’s focus on the prices paid for common commercial catalog items that we can all relate to.
The vast majority of tech press is about B2C software companies or software for IT department (e.g., databases, security, performance monitoring and other stuff) that does not excite me. But, there are a few good b2b blogs and newsletters those of you interested in enterprise cloud business applications should follow for inspiration. My nominations, in no particular order, are as follows: Price intelligently.
The two questions I’m most often asked are: 1. How do you keep your hair looking so lush and luxurious? 2. How much can a B2B Marketplace or Multi-Sided Platform charge for its services? (Some folks call this the platform’s “take rate” ). The answer to the former question will need to remain a mystery, but the answer to the latter follows.
For those of us who follow pricing strategy in two-sided markets, last week was a milestone. Angie’s List, which invented the home services marketplace (in 1995) announced it would drop its “paywall” The paywall charged buyers to search its directory and reviews before communicating with contractors. Angie’s List will now offer a freemium model for homeowners (buyers) and will continue to offer a freemium model to contractors/service providers.
Three separate events last week reminded me that every spend category has its “dirty little secrets” Suppliers can exploit these “dirty little secrets” to squeeze a little more from buyers than buyers bargained for. Not all of these secrets are nefarious, but all reflect the inherently deeper category knowledge suppliers have and the limited resources buyers have to “sweat the details” in every category.
Sunday’s Business Insider had a great article on, Cargomatic, a company promising (as do many others) to be the “Uber for Truckers” By that, Cargomatic means it will match shippers with goods to ship with truckers with excess capacity. On paper it is a great idea in a huge market: less than truckload (LTL) shipping. As with all B2B SaaS marketplaces, however, the challenge is not the total available market, it is solving the “chicken and the egg” adoption problem
Early (and Fuzzy) Saas Metrics From B2B Networks. Until a B2B Network catches on, the metrics can be gloomy. (The first few years of the Ariba Network were pretty dismal, for instance.) The result is that for the first few years of a B2B network’s life you tend to see silly press releases from these networks touting their growth in all manner of odd metrics: percentage growth versus growth in absolute numbers (always huge when you start from zero). new partnerships. awards. salespeople h
Established in 1995, Angie’s List was the pioneer in the home services marketplace. Home Advisor (IAC) announced last week it is acquiring Angie’s List (ANGI) for more than $500 million. (This price represents a 44% premium over Angie’s List’s depleted closing stock price (see below)). I am sad to see Angie’s List go.
I love the word “oligoply” It’s a fancy word for a market structure in which a few companies have the large majority of market share. The recent news reminds me just how many markets are becoming oligopolistic–especially those dominated by platform software. Before We Get to Software… Warren Buffett recently announced that he was buying airline stocks.
Yesterday, the Supreme Court of the United States ruled in favor of American Express (Amex) in an antitrust case 11 states had brought against Amex (see here ). If you are interested in two-sided markets, platforms, and pricing you will want to read the Supreme Court’s decision written by Justice Thomas and the dissent written by Justice Breyer (see here ).
There are many great articles about SaaS metrics on the web (e.g., see here , here and here.) There are also great resources for metrics specific to marketplaces (see here ). But much of my work is with a special kind of network, where one side of the platform is an enterprise buyer (or supplier) and on the other side is their supply base (or customers).
Fleetcor (FLT) closed on its acquisition of privately-held nvoicepay on April 1, 2019. Fleetcor’s first quarterly earnings report since the acquisition provides insight into the economics of the B2B payments space. Nvoicepay. Nvoicepay is interesting, in part, because it is a pure-play payments provider. The company takes a payment file from a buyer.
Last week I wrote a post about Fleetcor’s acquisition of Nvoicepay. The acquisition represented an opportunity to learn more about the economics of B2B payments. The acquisition also prompted me to review Bottomline’s financial reports. Bottomline owns Paymode-X, the largest B2B payment network in the US. Paymode-X boasts payments of more than $200 billion annually and over 400,000 payees.
Fiverr, a marketplace for freelancers just joined the parade of software companies going public. The Fiverr filing sets up a comparison of Fiverr versus Upwork, the grand-daddy of freelancer marketplaces. (Upwork went public last year.) (See here and here ). Upwork Versus Fiverr: A Different Approach to Services. The most basic difference between Upwork versus Fiverr is fascinating.
A couple of posts ago , I started a series on SaaS metrics unique to enterprise-driven B2B Networks. In that first post, I covered the Buyer-Supplier revenue mix. This time, let’s consider modifying the concept of LTV/CAC to include an enterprise’s ecosystem. Modified LTV/CAC. There’s already too much written about LTV/CAC (see here , here , here ), so I will be brief.
Source: [link]. This is the third in my series on SaaS Metrics for Enterprise-Driven B2B Networks. I spend very little time on issues of compensation on this blog. But it turns out, this is a really important issue for Enterprise-Driven B2B Networks. As discussed in the prior post , many networks of this type, subsidize one side of the network, to make money from the other side.
Welcome to the last, and most important, in my series of posts on metrics unique to Enterprise-Driven B2B Networks. The last metric, buyers per supplier, is easy to calculate if your platform is architected as a network. (If you did not architect your platform so suppliers have one account for all buyers, shame on you.). Suppliers Per Buyer. Every enterprise-driven B2B network proudly tells you they are great at enabling your enterprise’s suppliers.
Change Healthcare is going public (again). The IPO provides another opportunity to examine a massive B2B inter-enterprise network, Change Healthcare’s Intelligent Healthcare Network. I previously wrote about this network when it was called Emdeon ( see here ). It’s a story of how a small EDI player became an impressive company through acquisition and organic growth.
My last post was partly about healthcare payments in the form of Change Healthcare’s Intelligent Healthcare Network. I did not set out to write another post about healthcare payments, but reading Phreesia’s S-1 compels me to. Phreesia has three “businesses” in one: SaaS applications, payments, and life sciences advertising.
Gartner recently published its 2019 Magic Quadrant for Procure-to-Pay Suites. Once again , I have superimposed valuation information onto the Magic Quadrant. (I still don’t understand why Gartner has not varied the size of the “dots” to add more information to the charts. For instance, each vendor’s dot could be sized in proportion to their NPS scores, revenue, or valuation.
We organize all of the trending information in your field so you don't have to. Join 80,000+ users and stay up to date on the latest articles your peers are reading.
You know about us, now we want to get to know you!
Let's personalize your content
Let's get even more personalized
We recognize your account from another site in our network, please click 'Send Email' below to continue with verifying your account and setting a password.
59 
Let's personalize your content