Pricing models - specifically token (ie: buy x tokens for y dollars and each use costs z tokens) vs standard (x dollars per month for y features/uses). I see BCC uses tokens currently, there must be some data to back up that decision.
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I wouldn’t know re: BCC; their addition was after I sold the company.
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I’d love to see a case made for SaaS=insurance agency from a business expansion/operations perspective.
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Can you say a bit more about that? I'm seeing multiple competing interpretations here and having trouble disambiguating.
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Operational things related to running a SaaS business outside of making a product, attracting customers, and keeping them happy. The boring but important stuff. Also/related: GDPR compliance for SaaS businesses.
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I love boring operational topics, but I probably won't get to them today. My favorite genre of boring topics in SaaS is dashboards and operations. You can learn so, so, so much about a SaaS company with the question "Where is your refund button and who pushes it?"
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Bootstrapping a b2b SaaS product from "side project" to "actual job"
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My concern is similar. Mine is move from single client recurring revenue project to multi client (at least 2) actual product without loss in revenue.
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How do you know when you’re “feature complete” and adding extra stuff is more detrimental than useful for the bottom line (cost for support/training/documentation/technical debt too high)
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May I also add to this: what to do next when feature complete? What to do with with extra features? (Next version?) And what to do in terms of marketing/sales when you reach feature complete stage etc ... assuming a team of 1-3 people
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