The transition from Licensed Software Models to SaaS Subscription Models for software vendors is challenging, but the long term benefits are great; particularly higher growth and higher company valuations.  The greatest benefits are derived from the fact that customers are demanding SaaS and the majority of new applications are SaaS based.  The growth of the SaaS market is much greater than the Licensed Software market.

Like other computing paradigm shifts: Mainframe>Mini>Client Server>Networked Computers>Internet Computing>SaaS - the transitions took time, but were unstoppable.  Most of the winners in each new era were new companies, however there were innovators that succeeded in multiple computing eras.  The same will be true for the transition to SaaS.

This article compares the economics of SaaS versus Licensed Software revenue models for software and SaaS vendors.  A follow-on post, “SaaS Financial Models Win in the Long Run” will be published in November 2013. Subscribe to our blog and Follow us on Twitter to be notified upon publication.

SaaS Income Models are Different

SaaS income is characterized by delayed revenue and cash payments to the SaaS vendors and conversely payments by the customer.  (For simplicity, professional services are not considered in this analysis).  This results in a “cash crunch” in the early period after the launch of a SaaS product as well as delays in revenue recognition.  This can be difficult for the startup with limited assets and problematic for a public software company managing its P&L.  The delayed revenue ramp for SaaS companies is difficult to address until the “SaaS Revenue Flywheel” kicks in after several years, though the cash position of the company is influenced by its policies.

Traditional software companies gain the majority of their revenue at the time of the license purchase, though the recurring revenue stream of software upgrade and maintenance fees provides a substantial income driver for software companies with a large installed base.

Revenue Drivers

Both Software License and SaaS Models have a few essential KPIs whose performance drives revenue growth.

Driving Revenue KPIs:

In this article these factors are constant when in fact they will vary substantially, but unpredictably, over time.

Maintenance fees generate substantial recurring revenue for Licensed Software companies.  SaaS companies have the opportunity for yearly subscription cost increases after the initial contract period.  The prepayment of subscriptions by SaaS companies is essential for the financial health of the SaaS company without very large capital infusions.  Most B2B SaaS companies are moving to a one year minimum subscription prepayment paid annually.

Hosting Costs/Hosting Revenue Differences

The costs of hosting the software by either the customer’s IT organization or the SaaS vendor are significant.

The yearly costs of hosting Licensed Software are typically 7% to 15% of the total License Software costs for the IT organization (and 10% to 20% of the yearly SaaS Subscription costs).  SaaS vendors’ hosting costs should be lower than their customers’ IT costs due to economies of scale of running a multi-tenant operation.  These hosting costs should be considered both in the customer’s ROI and the vendor’s Cost of Service.

Some Licensed Software vendors transitioning to a SaaS model will charge a separate hosting fee by the vendor or their partners — typically using an MSP (Managed Service Provider).  This is generally done during a transitional period when these Licensed Software vendors have customer demand to provide a “SaaS” solution before the vendor has a complete, multi-tenant SaaS architecture.  This pricing model is generally not competitive with native SaaS solutions.  These separate hosting costs should be added into the total SaaS revenue for revenue analysis.  The hosting costs are required to compute the Customer Lifetime Value below.

Customer Lifetime Value (CLV)

Well performing SaaS vendors will have higher CLVs (also know as CLTV or LTV) than Licensed Software vendor competitors even considering the cost of capital within a discounted cash flow model.

The theoretical value of the customer to the company (CLV) is equal to the discounted cash flow (DCF) of the payments to the company minus the Cost of the Service.  The Cost of Service for both SaaS and Licensed Software vendors includes any licenses or subscription fees they pay and their customer support.  Additionally, the SaaS vendor will incur significant hosting system operations costs.

Since cash received early on is vastly more valuable than cash received in the future, it is important to use DCF to compare Licensed and Subscription models.

The examples below compare the CLV of the SaaS and Licensed Software models.    Both  models use 10% Cost of Capital and 8% annual Attrition Rate.

The SaaS monthly subscription fee is $4000.  The SaaS Cost of Service (hosting and support) is equal to 18% of the subscription revenue (which is the Cost of Service reported by both Salesforce and Demandware.  The gross profit of the SaaS offering is 88%.

The Licensed Software customer cost is $100,000 with 18% annual (1.5% monthly) software support and maintenance fee ($1500/month).  The Licensed Software Cost of (Support) Service is 9% of the license fee  ($750/month) yielding a 50% support/maintenance gross margin).

With these parameters, the SaaS model’s CLV discounted for the Cost of Capital is 50% greater than the Licensed Software model.

These model comparisons are sensitive to changes in any of these parameters: the SaaS Subscription Price, Churn rates, Cost of Service, and the Cost of Capital.

Contrasting the Models’ Revenue and Cash Receipts

The models have high sensitivity to the essential KPIs.  Managing them is critical to maximize capital and to properly plan for the cash required.

Early stage SaaS companies typically grow 30+ percent per year.  SaaS Capital 2013 survey of SaaS companies over $2M in annual revenue had a median growth of 35%. The Pacific Crest Survey (2013) of SaaS companies over $2M in revenue corroborated these results with a finding of 32% annual revenue growth.   By contrast, large Licensed Software vendors grow revenue at average of 10 to 11 percent per year (Software Equity Group 2013).  This high growth of SaaS companies requires significant cash to fund the sales and marketing of revenue which largely won’t be realized for several years.

CLV analysis is covered in great detail in the post, Don’t be a Customer Lifetime Value Simpleton.

Months to Break-even: SaaS versus Licensed Models

Typically, the break-even point between the SaaS Subscriptions revenue to Software License plus the support, maintenance, and upgrades is 24 to 48 months for the vendor.  That translate into about 36 to 60 months break-even for the IT organization when the cost of their IT organization running Licensed Software.  For the example in the prior section the revenue received by the SaaS vendor matches that of the Licensed Software vendor in 40 months.  Assuming the IT costs avoided by the customer in the SaaS model is equal to 10% of the Software License cost, the cost break-even point for the customer between the SaaS and Licensed Software offerings is 51 months.

The variation in this ratio is dependent on the value of the application to the customer, the price sensitivity of the market, and the desire of the SaaS vendor to gain market share rapidly through a lower pricing strategy.  The SaaS vendor should target a break-even point of 30 to 42 months to achieve a reasonable time to revenue break-even while competing on price with Licensed Software vendors.

The formula for calculating the revenue “Months to Break-even” given the MRR is:

The formula for calculating the MRR given the “Months to Break-even” is:

(* Costs include maintenance, upgrade, and hosting costs as applicable)

The break-even point will be deferred further by churn in the SaaS customer base which occurs prior to the break-even point –  A high churn rate extends the time to break-even.

SaaS versus License Software Model Scenario Analysis

The prior analysis in this post examined the economics from a single customer with an average churn rate.  The economics of the company are based on the growth the customer base.  While the break-even point for a “typical” customer may be around 3 years, the break-even for the company as a whole is much longer as new customers are added each whose break-even point is several years away.

The revenue and cash receipt break-even points vary widely based on the factors driving growth.  (Cash flow break-even is discussed in the follow-on post, “SaaS Financial Models Win in the Long Run”).  Three scenarios are considered below.  The first two consider the same customer growth of the SaaS and Licensed Software vendors — it is atypical for a Licensed software vendor to growth at the rate of SaaS vendors, but the new customer growth is assumed to be equal for the point of comparison.  Attrition is set to be the same between SaaS and Licensed Software vendors.

These scenarios are based on a $100,000 license fee plus 18% annual maintenance/support/upgrade fees for the Software Licensed model which results in a monthly SaaS subscription fee of $4278 for a 36 month revenue break-even.  From the SaaS customer perspective, assuming the cost savings of eliminating the annual IT expenses associated with On-premise software estimated at 10% of the license cost, their SaaS expenses will equal the Licensed Software total expenses after 50 months.

Moderate Growth Scenario:

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This scenario uses a 12% growth in annual licensed revenue which is above average for a Licensed Software company, but lower for a SaaS company (SaaS Capital, 2013, Software Equity Group).  Many SaaS companies have a much smaller revenue stream so large percent increases are easier to achieve.  For comparison purposes, this scenario assumes the same 12% growth under both models.

In this scenario, cash receipts for the SaaS company exceeded those of the Licensed Software company after 3 years.  This is dependent of the relative pricing between the license fees and the subscription fees.  The revenue of the SaaS model surpassed the Licensed Software model after 48 months.

The earlier cash receipt break-even is a result of the 12 month SaaS subscription prepayment.  If there is no prepayment of subscription or maintenance fees, the cross over point for cash receipts will be delayed until the revenue break-even point (ignoring the delay in collecting receivables).

High Growth Widens Gap for SaaS Income and Cash Receipts

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Surveys show mid-size SaaS companies median growth is over 30% per year.  This scenario shows  a 30% growth in both models results in revenue and cash receipts exceeded by the Licensed Software model indefinitely.  This is unlikely to be realistics since Licensed Software companies are not experiencing the same growth as SaaS companies.

In this scenario, the cash receipts of the SaaS company match those of the License Software vendor after 73 months, but the revenue never meets the same level as the License Software vendor.

With greater cash receipts and a much higher valuation, this is still a much better position for the SaaS vendor in this unlikely scenario that the Licensed Software vendor can match the growth of the SaaS vendor.

Additional Upsides in the SaaS Model

SaaS models have key attributes that significantly improve the SaaS cash flow and revenue models contrasted with Licensed Software models:

Annual Subscription Price Increases

B2B SaaS subscriptions often are increased each year.  Often there is a contractual commitment for a fixed pricing level for one, two or three years.  Customer and SaaS Vendors often agree in the initial contract to limit the subscription price increases to the CPI (Consumer Price Index) or a fixed amount (typically no more than 5% per year).

Land and Expand

SaaS customers are also more likely to add-on additional subscriptions within the same SaaS service (Up-sell) or with new SaaS services (Cross-sell) than Licensed Software customers.  This “Land and Expand” strategy has most famously been used by Salesforce — two thirds of their revenue is believed to be derived from up-selling and cross-selling into their base accounting for the majority of their revenue base.  Customer Engagement Analytics only feasible with SaaS offerings allowing vendors to much more readily determine expansion sales opportunities by tracking the engagement of their SaaS subscribers providing essential insights into additional revenue opportunities with their customer base.

The ease of “trying out” and adding SaaS offerings leads to a greater revenue from the customer base for most SaaS vendors as described in the post “Maximizing Revenue for SaaS Companies is more than Customer Acquisition.”

SaaS Customer Growth is Higher

For the sake of comparison, both these models have shown the same growth in the number of new customers as well as the growth from the customer base as described above.  In many markets, most new sales are moving to SaaS resulting in a higher growth rate in customer acquisition for SaaS companies.

Lower Discounts

While SaaS and Licensed Software discounts vary widely, SaaS is usually discounted less since the early financial commitment is less.  Anecdotally, Licensed Software discounts on large purchases may be twice the SaaS discounts.

SaaS Optimized Scenario

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This scenario takes into account the higher growth add-on revenue into the customer base achieved by SaaS vendors versus License Software vendors and annual subscription price increases by the SaaS vendor — a more typical scenario.  This scenario models the same 15% growth in the number of new customers b Licensed Software and SaaS vendors, but assumes the annual sales of add-on licences by the Software License vendor is 5%, while the SaaS vendor grows its subscription revenue by 15% annually.  The model also assumes a 4% annual increase in the cost of SaaS subscription fees.

In this scenario, the cash generated by the SaaS company exceeds the Licensed Software company after 2 years; the revenue is exceeded after 33 months.  By year 5, 36% of the SaaS vendors revenue is derived from add-on sales to its existing customers.

With these reasonable assumptions of additional revenue from the installed base, SaaS vendor has a cash receipts advantage over the Licensed Software vendor.  Hypergrowth of the SaaS vendor still will require a lot of cash since the sales and marketing costs to drive that growth are substantial as covered in the upcoming post, “SaaS Financial Models Win in the Long Run”.

SaaS Businesses have Greater Value but require more Cash and Patience

SaaS companies will garner less revenue in their early years, but that revenue will begin to catch-up with Licensed Software companies after several years due to the increased recurring revenue derived from the SaaS company customers and their ability to gain incremental revenue gains from their customers every year.

Paradoxically, the higher the growth the greater the longer it will take for the SaaS company to achieve the same revenue as the Licensed Software company with similar customer growth though it is very rare for a Licensed Software company to grow at the same rate as a SaaS company.  This is due to a high growth SaaS company has many newer customers who have not yet generated much revenue for the SaaS company.  With very high growth, revenue (and profits) are secondary — the equity markets reward SaaS growth more than profits.

SaaS companies can match the Cash receipts of Software companies after several years, but it is essential to have prepaid subscription fees of at least a year to make the cash flow work.

These models do not consider the impact on cash receipts due to time to collect receivables.  Licensed Software vendors’ receivables collections are generally longer and there are more uncollectable receivables since the upfront amounts are greater.  SaaS companies can interupt the SaaS service in severe cases of non-payment — an option Licensed Software vendors do not have.  This has a positive impact on cash receipts for the SaaS vendor not considered in this model.

Attrition must be kept under control since it is in the later years when revenue and cash receipts match Licensed Software companies — if those SaaS users don’t stick around, they won’t be there to generate the revenue and cash to make the long term SaaS model work.

These models assume identical grow of SaaS business and Licensed Software businesses.  While this is in part due to the fact that SaaS companies are generally smaller and hence have a greater ability to grow than their larger Licensed Software competitors, the overall SaaS market is growing much faster than the Licensed Software market.  The market data shows that most SaaS sales grow much faster than Licensed Software sales due to market shifts and customer demand.

The payoff is that based on public Software and SaaS company valuations provided by Software Equity Group, median SaaS Price/Revenue ratio for a SaaS company is more than twice that of a Licensed Software company.  Even with somewhat lower revenues, the shareholder value for SaaS companies is substantially greater than for Licensed Software companies.

The transition to SaaS is not simple, cheap or assured for Licensed Software companies, but the payoff for success is substantial.  Pure play SaaS companies should also closely compare their revenue model with those of their Licensed Software competitors — their prospects certainly will.

Assistance in creating SaaS Business and Financial models can be obtained by contacting dave@cloudstrategies.biz.

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The Process from Sales to Up-Sale & Retention

Once the prospect uniquely identified by their first interactions (marketing web site or other initial interactions), or from the first SaaS user interactions, these systems begin the process of automatic analysis, scoring, messaging, and notifying the appropriate personnel, whether the desired result is the closing a sale, completing a successful trial leading to a sale, upselling additional capabilities, or increasing retention.

Both Marketing Automation and Customer Engagement Management cycle through four stages to drive sales, customer success, and customer satisfaction described in the section below and enumerated in Appendix I.   

The cycle begins with the initial tracked interaction with the individual.    This may be from a tracked “pull” from the prospect when they are first exposed to the company such as by researching the product space by a web search where they visit the company’s web site.  The prospect will typically first be exposed to the company by seeing a customer or analyst review of the product, or finding out about the company through a social connection such as a personal referral or becoming aware of the company through a social site such as user forum in a social network such as LinkedIn.  The tracking of the prospect will occur when this exposure to the company leads them to visit the company’s web site and ideally gives them some specific identifying information.

The prospect may also become aware of the company through more traditional “push” lead generation activities such as mailings, tradeshows, or even cold calling.  The content provided by the company or by influencers independent of the company is crucial for establishing the prospect’s opinion of the company and helping to determine the prospect’s assessment of whether or not the company’s solution is preferable.

The prospect’s determination of suitability of the product is often determined prior to the first contact with the customer.  The prospect’s perception of the company prior to the first sales contact is based on the opinion of others in the social community, including other prospects, customers, press, and analysts together with content provided by the company – it is essential for the company to have both great content provided by the company and great “word-of-mouth” reputation built on their customer successes.  The company must aggressively respond in the blogosphere to enhance its reputation and foster a culture of openness.  A aggressive response to criticism from the New York Times of Tesla by its CEO, Elon Musk was ultimately followed by Tesla’s first quarterly profit (Q1 2013) and its highest sales ever.

In the case of Marketing Automation, the prospect enters the cycle on first contact with a company property such as a web site interaction, while Customer Engagement Management  begins with the first interaction with a company SaaS offering.

Marketing Automation and Customer Engagement Management Cycles

Each interaction of the cycle results in a more complete picture of the prospect or customer that refines the company’s understanding of the user.  The cycles repeat to increase the customer’s success while increasing their Customer Lifetime Value to the company.

Track User Behavior

The primary dynamically generated insights of the prospect or customer comes from their interaction with the web site and the content it provides.  Understanding the areas of the SaaS application that are most used together with areas that users struggle with are essential to determining both their propensity to buy or upgrade.  Equally important is identifying usage patterns that indicate the customer is receiving limited value correlating with a high likelihood of churn.  This activity is used in conjunction with the insights into the customer attributes obtained through social networks such as LinkedIn, surveys to the user base, and insights gathered by other company personnel maintained in the CRM.  Big Data techniques are used to take large amounts of usage data and correlate the behaviors with sales opportunities and revenue risks for specific segments of the user base.

Analyze and Score

The information obtained from the Analysis is correlated with other usage patterns of users with similar attributes to provide a score:  scores can be relevant to many different attributes including:

• likelihood of purchase
• likelihood of conversion from free to paid
• likelihood of success of trial use
• likelihood of upgrade potential
• likelihood of success in using the product
• likelihood of churn
• likelihood of recommendation to others
• measure of influence within company
• measure of influence outside of their company

The message and actions taken by the company either by automated or by company personnel is dependent on these scores and the attributes of the user.

Additionally, consolidating this information and identifying trends is crucial for SaaS company management to measure their progress and take strategic action to help drive future revenue and reduce churn.  Monitoring social networks using sentiment analysis to mine social networks, gives visibility to the company’s reputation at the macro level.  All of this insight helps the company prioritize their efforts to improve their reputation to drive sales.

Message

Based on the information gathered and analyzed in the prior cycles, the most appropriate “message” is directed to the user in an automated way.  Messaging can take many forms such as “in-app” messaging that gives help in the use of the product, the offer for a direct “chat” with a company representative, an email giving a recommendation for use of the product or additional product information, or an invitation to a webinar or company event.

In all cases, the company must prioritize efforts to provide excellent content so the messages are most valuable to the user.

Action

In addition to the automated delivery of messages (content) to the user, actions can trigger the company’s sales and support system through the CRM system which can perform the role as a central repository for the customer data.  This creates a “Customer Data Platform,” proposed by David Raab, which contains an always current insight into customer and prospect behavior.  Sales Force Automation systems and Customer Service systems will initiate sales or customer actions based on the information gleaned from the prior steps in the cycle.  The sales and services personnel will be well informed of the successes and issues the prospects and customers have by having intelligence into their actions and the automated steps already taken by these systems.

The information obtained during this cycle will provide insights about the successes of prospects and customers that can optimize marketing campaigns, company websites, and SaaS products.  For SaaS product managers, insights into how customers use the system, what portions of the SaaS products are most frequently used (or not used at all), where users experience error states points to areas where the user experience needs to be improved.  This is particularly important for trial or “proof of concept” uses of the systems where a lack of activity points to a low likelihood of conversation to a paying customer unless action is taken.

Specific usage patterns, particularly limited or non-use of the SaaS product’s high-value features predict a high likelihood of churn.  With this information, the company can take proactive steps to improve the customer experience by education or other means reducing the likelihood of churn.

This information can also identify high productivity users who are getting significant value out of the system.  These users can be fostered as likely opinion leaders who can help promote the use of the product.

Finally, use of the SaaS products can identify opportunities for incremental sales by identifying additional capabilities that are likely to be valued based on their current product use.

Conclusion

SaaS gives the unique ability to gain “Customer Intelligence” based on usage of the company’s product that has never before been available.  Companies selling on-premise applications never had the quantitative knowledge of if or how their product was being used.  SaaS subscriptions can be easily terminated necessitating more attention to customer success if the SaaS company is to be viable.

Innovative use of Marketing Automation software together with Customer Engagement Management has been used successfully by companies such as HP, which is observing early success in using Salesforce, Eloqua and Totango together to drive revenue and the customer success.

The methods of the engagement automation cycle are shown below:

 Appendix I

Marketing Automation and Customer Engagement Analytic Comparisons

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Profile of World-Class SaaS Companies

Salesforce and NetSuite are two instructive models of profitable growth for SaaS companies.  Both companies have impressive growth, generate a positive cash flow, and both have a positive (non-GAAP) profit (excluding non-cash items such as stock option expenses).

Successful SaaS companies model the approach of Salesforce and NetSuite and attack revenue growth through three avenues: 1) Acquisition of new customers, 2) Expansion of existing customers (upsell), and 3) Retention of existing customers and their SaaS revenue.

Sources of Revenue

Customer analytics and engagement vendor Totango recently surveyed 150 SaaS executives and found that the average incremental revenue from B2B customers as of the end of the prior year is about 25% of their prior year’s revenue (note this is only for those customer who do not churn).

Survey of Upsell Revenue over the Prior Year’s Customer Revenue

Source: Totango 2nd Annual SaaS Metrics Survey Results

Struggling SaaS Company Example

A “Struggling” SaaS company with 25% annual churn and 10% incremental revenue from the customer base must generate 15.2% of the prior year’s total revenue from new customer sales, just to keep the same revenue as the prior year!  The example below has 84% of this year’s SaaS revenue generated from their customer base as of the prior typical for SaaS companies, but inadequate to achieve “World Class” status.

The Struggling SaaS company must generate 36% more “New-Name” sales (15% vs. 11%) over the prior year just to keep the same revenue.

World Class SaaS Company Example

Salesforce and NetSuite are “World-Class” SaaS company models that drives the upsell opportunities and drives down its customer churn — the financial markets reward them richly for that performance.  A model SaaS company with 12% annual churn and 25% incremental revenue from the customer base only needs to garner 10.6% of their revenue from New-Name customer sales to achieve an overall SaaS revenue growth of 30%.  This is the SaaS “Land and Expand” sales philosophy, or more accurately “Land, Expand, and Retain” is illustrated in the chart below:

SaaS Company Goals

During early years of SaaS, there is a limited base to grow so the revenue must primarily come from new customers until the SaaS “revenue flywheel” builds from the customer base.  But this base can only be expanded if it sticks around.

Once the SaaS company moves beyond the launch phase, resources should be appropriately allocated between new customer acquisition, growing the base and retaining customers.  Obtaining new customers is essential to increase the number of customers that can be grown, ideally driving the revenue for each customer over the life of the customer.

Customer retention is obviously critical since a lost customer not only needs to be replaced with a new one, but it is likely to be negative to the company’s reputation.  With user communities building around SaaS products, SaaS problems that resulted in churn will show up in the community damaging the company’s reputation and impeding its ability to attract new customers.  Additionally, customer referrals are an important source of new customers which is lost when a customer churns.

World-class SaaS companies will allocate resources optimally between new customer acquisition, growing existing customer revenue, and reducing churn.  When a relatively small fraction of the revenue comes from New-Name customers, the company resources should be applied to those areas with the greatest revenue generation potential.   Retention improvement programs can be financially justified by comparing the cost of replacing a dollar of revenue lost though churn with New-Name sales.  Retention programs should have churn reduction objectives that justify their expense – the ROI on these programs can be excellent with the added benefit of increasing the company’s reputation by increasing customer satisfaction helping drive new customer sales and facilitating upselling the customer base.

Many of the actions to grow revenue in the customer base and reduce churn are intertwined.   There is an increased interest in Customer Success shown by the emergence of Customer Success Managers, and VPs of Customer Success.  Workday’s founder has the title of “Co-CEO and Chief Customer Advocate”.  The most successful cloud companies today have a focus on the customer success resulting in higher upselling revenue and lower churn.

Customer Engagement

In a reoccurring revenue environment, it is essential to stay close to the customer to understand their challenges and requirements.  This encompasses all sources of information to gain insights into the customer such as:

• Monitoring forums, blogs, tweets, and other social networks
• Talking to and analyzing customer insights from every customer touchpoint (particularly sales, support, product usage and services)
• Soliciting customer feedback from surveys regularly and following customer interactions
• Reach out proactively to customers throughout their life and particularly near contract renewal, tracking their responses and addressing their stated needs
• Monitor and react to use of the SaaS software through engagement analysis software

By analyzing customer engagement from multiple sources, an action plan is developed and real-time action is taken.  Customer engagement tools such as those provided by Totango, Gainsight, and Evergage help identify patterns of usage that portend either upselling opportunities or churn risks.  These tools also provide both automated messaging directly to the customer or notify the SaaS company Sales and Customer Success personnel about actions that should be taken such as additional training or sales contact.

Action Steps

The best SaaS companies maximize their revenue growth and minimize the cost of growing their revenue by optimizing three revenue sources: 1) New Customers, 2) Incremental Sales to their Customer Base, and 3) Retaining the Customer Base.  Those that focus primarily on new customer acquisition will have to drive a high level of new customer sales just to stay in place.  It is much more expensive to replace a customer than to retain them, and it is much more expensive to sell a new customer than expand a happy customer.

The best SaaS companies will put measures in place including a vigorous customer success program, continually seek feedback from their customers on how they can help them be more successful, and analyze their churn to take steps for both the individual customer and to minimize the systemic reasons for their customer churn including improving both the services and products offered by the company. These companies also stay close to their customers both by monitoring interactions with their customers and monitoring their customers’ use of the system to expand the revenue from their SaaS offering within the customer base.

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