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3 Metrics that Matter
New Model, New Metrics
Tyler Sloat, CFO
At the core of
Subscription Model
is the customer
Business must shift from a…
Product Focus Customer Focusto a
A new approach to revenue growth
A completely new way to measure success
Shifting from selling products to
managing relationships means…
The unique business model
Let me sketch it out…
ARRn
ARRn ACV+
Let me sketch it out…
ARRn ACV+ Churn-
Let me sketch it out…
ARRn ACV+ Churn- ARR= n+1
Let me sketch it out…
Annual Recurring Reven
forward looking
ARR is the amount of revenue you expect to
repeat. This is different than revenue. Revenue
is backwards looking while ARR is forward
looking.
Annual Recurring Revenue
New Revenue
ACV is your new revenue brought in by
new customers or customers upgrading
or renewing their existing contract.
Ultimately, this drives your ARR. And
we like this.
Annual Contract Value
Churn
When Customers Leave You
Even if you have the hottest service offering
out there, you’ll still have customers leave
you. This is important to subtract from your
ARR.
Customer downsells…
Competitive loss…
Business failure…
Churn
The 3 Metrics…
that will keep you up at night.
Growth Efficiency Churn Rate Recurring Profit Margin
Annual Recurring Revenue
Churn
Net ARR
COGS
G&A
R&D
Recurring Profit
Growth
Net New ARR
Net Income
Ending ARR
$100
($10)
$90
($20)
($10)
($20)
$40
($40)
$40
$0
$130
Retention Rate
Recurring Profit Margin
Growth Efficiency Index
The 3 Metrics…
“How much new recurring revenue can we
get out of a given investment?”
What’s my strategy?
Spend at least enough money to replace
your customers churned. With what’s left,
you have to decide to book as profits or
invest in growth.
“How much of our recurring revenue should
we invest in growth?”
Growth Efficiency Index
Churn Rate
“What’s the minimum new business I need to
stay viable?”
Connecting GEI & Churn
If your GEI is 2:1 (spend $2 to generate $1
of ACV) and your churn rate is 30%, you’ll
be losing that 30% of your business well
before you recover the 2 years of ACV it
cost to acquire them.
Recurring Profit Margins
“What’s left to invest in growth after COGs
are taken care of?”
Your strategy…
The lower the recurring costs, the more
money you have to play with – book as
profit or invest back in growth.
Let’s apply this to the
real world with some
good old fashion
benchmarking.
Growth
Efficiency Index
Retention
Rate
Recurring
Profit Margin
Growth Expense as
of % of ARR
0.80 83% 28% 66%
1.08 83% 37% 70%
1.68 94% 56% 61%
1.66 82% 18% 115%
0%
10%
20%
30%
40%
50%
60%
70%
80%
-
20,000
40,000
60,000
80,000
100,000
120,000
140,000
160,000
180,000
200,000
4/30/2012 7/30/2012 10/31/2012 1/31/2013 4/30/2013 7/30/2013 10/31/2013 1/31/2014 4/30/2014
Entering ARR 50,632 59,341 73,161 89,812 105,623 126,450 147,945 171,942 189,548
Growth Exp Annualized 15,083 16,660 21,128 24,645 29,916 36,967 43,916 48,077 48,152
Non-Growth Expense Annualized 32,623 36,438 43,532 53,347 62,940 72,303 81,112 98,263 102,168
Growth % ARR 30% 28% 29% 27% 28% 29% 30% 28% 25%
Non-Growth % ARR 64% 61% 60% 59% 60% 57% 55% 57% 54%
% ARR Growth 17% 23% 23% 18% 20% 17% 16% 10% 11%
GEI on ARR 0.43 0.30 0.32 0.39 0.36 0.43 0.46 0.68 0.59
Gross Profit Margin % 54% 56% 56% 58% 59% 61% 61% 61% 61%
Recurring Profit Margin % 45% 50% 52% 49% 50% 51% 53% 48% 51%
Q1'12 Q2'12 Q3'12 Q4'12 Q1'13 Q2'13 Q3'13 Q4'13 Q1'14
Entering ARR 23,864 30,070 36,742 43,886 50,421 58,528 68,782 80,543 91,411
Growth Expense Annualized 14,444 20,116 23,292 27,892 31,344 31,916 38,708 43,680 55,188
Non-Growth Expense Annualized 29,624 29,048 32,628 39,924 43,892 48,688 53,492 65,392 77,252
Growth % ARR 61% 67% 63% 64% 62% 55% 56% 54% 60%
Non-Growth % ARR 124% 97% 89% 91% 87% 83% 78% 81% 85%
% ARR Growth 26% 22% 19% 15% 16% 18% 17% 13% 14%
GEI on ARR 0.58 0.75 0.82 1.07 0.97 0.78 0.82 1.00 1.10
Subscription Gross Profit Margin % 62% 64% 64% 59% 61% 62% 64% 62% 61%
Recurring Profit Margin % 1% 21% 26% 21% 25% 29% 34% 28% 26%
0%
20%
40%
60%
80%
100%
120%
140%
-
10,000
20,000
30,000
40,000
50,000
60,000
70,000
80,000
90,000
100,000
Q3'1
0
Q4'1
0
Q1'11
Q2'1
1
Q3'1
1
Q4'1
1
Q1'1
2
Q2'1
2
Q3'1
2
Q4'1
2
Q1'1
3
Q2'1
3
Q3'1
3
Q4'1
3
Q1'1
4
Q2'1
4
Entering ARR $55 $68 $80 $93 $112 $131 $150 $176 $208 $239 $272 $307 $352 $400 $450 $506
Growth Expense Annualized 25 28 33 47 53 72 71 98 101 105 137 190 166 202 241 318
Non-Growth Expense Annualized 20 26 34 39 48 67 85 107 140 150 158 178 199 222 265 286
Growth % ARR 46% 42% 41% 51% 47% 55% 48% 56% 49% 44% 50% 62% 47% 50% 54% 63%
Non-Growth % ARR 37% 39% 43% 41% 43% 51% 57% 61% 68% 63% 58% 58% 57% 55% 59% 57%
% ARR Growth 24% 18% 16% 20% 17% 14% 17% 18% 15% 14% 13% 14% 14% 12% 13% 13%
GEI on ARR 0.48 0.56 0.62 0.62 0.69 0.97 0.70 0.76 0.79 0.79 0.98 1.07 0.85 1.03 1.06 1.21
Gross Profit Margin % 68% 65% 63% 68% 65% 59% 55% 60% 57% 57% 62% 65% 63% 64% 62% 65%
Recurring Profit Margin % 70% 67% 63% 66% 63% 56% 52% 49% 41% 45% 49% 49% 50% 51% 48% 50%
0%
20%
40%
60%
80%
100%
120%
140%
$-
$100
$200
$300
$400
$500
$600
Summary
1 The new economy focuses on relationships, not products
2
Efficient acquisition and retention of those relationships is
critical to success
3
Running a disciplined business model based on the three
metrics will generate long-term shareholder value
thank you.
check us out at zuora.com
We build modern, flexible and easy to use enterprise software
that enables companies to manage all aspects of their
relationship with their subscribers.
25
Offices: Silicon Valley, Boston, Atlanta, London, Paris, Munich, Sydney, Beijing
95%
Customer Sat
Awards
500
Employees 
Founded
2007
$132.5M
Funding 
70+
Monthly Product
Releases
$100M+
Approaching
Run Rate
500+
Customers
80
Public Companies

ALWAYSON
Company of the Year
STEVIE (GOLD)
Customer Service Excellence
CODiE
Best Subscription
Management Solution
$1.7B
In Quarterly
Transaction Volume
TELECOM MEDIA & PUBLISHING TECHNOLOGY
CONSUMER
SERVICES
INTERNET OF THINGS
We power the Subscription Economy
tailored pricing
subscription journey
multi-channel
revenue recognition
subscription metrics
smart accounting
branded touch points
global payments
scale & automation
COMMERCE BILLING FINANCE
Z-BUSINESS
Relationship Business Management Solution
Mission Critical System of Record
SCALE RELIABILITY TRANSPARENCY SECURITY CONTROL COEXISTENCE
BUILT ON THE Z-BUSINESS PLATFORM
the end.

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The 3 Subscription Metrics that matter

  • 1. 3 Metrics that Matter New Model, New Metrics Tyler Sloat, CFO
  • 2. At the core of Subscription Model is the customer
  • 3. Business must shift from a… Product Focus Customer Focusto a
  • 4. A new approach to revenue growth A completely new way to measure success Shifting from selling products to managing relationships means…
  • 6. Let me sketch it out… ARRn
  • 7. ARRn ACV+ Let me sketch it out…
  • 8. ARRn ACV+ Churn- Let me sketch it out…
  • 9. ARRn ACV+ Churn- ARR= n+1 Let me sketch it out…
  • 10. Annual Recurring Reven forward looking ARR is the amount of revenue you expect to repeat. This is different than revenue. Revenue is backwards looking while ARR is forward looking. Annual Recurring Revenue
  • 11. New Revenue ACV is your new revenue brought in by new customers or customers upgrading or renewing their existing contract. Ultimately, this drives your ARR. And we like this. Annual Contract Value
  • 12. Churn When Customers Leave You Even if you have the hottest service offering out there, you’ll still have customers leave you. This is important to subtract from your ARR. Customer downsells… Competitive loss… Business failure… Churn
  • 13. The 3 Metrics… that will keep you up at night. Growth Efficiency Churn Rate Recurring Profit Margin
  • 14. Annual Recurring Revenue Churn Net ARR COGS G&A R&D Recurring Profit Growth Net New ARR Net Income Ending ARR $100 ($10) $90 ($20) ($10) ($20) $40 ($40) $40 $0 $130 Retention Rate Recurring Profit Margin Growth Efficiency Index The 3 Metrics…
  • 15. “How much new recurring revenue can we get out of a given investment?” What’s my strategy? Spend at least enough money to replace your customers churned. With what’s left, you have to decide to book as profits or invest in growth. “How much of our recurring revenue should we invest in growth?” Growth Efficiency Index
  • 16. Churn Rate “What’s the minimum new business I need to stay viable?” Connecting GEI & Churn If your GEI is 2:1 (spend $2 to generate $1 of ACV) and your churn rate is 30%, you’ll be losing that 30% of your business well before you recover the 2 years of ACV it cost to acquire them.
  • 17. Recurring Profit Margins “What’s left to invest in growth after COGs are taken care of?” Your strategy… The lower the recurring costs, the more money you have to play with – book as profit or invest back in growth.
  • 18. Let’s apply this to the real world with some good old fashion benchmarking.
  • 19. Growth Efficiency Index Retention Rate Recurring Profit Margin Growth Expense as of % of ARR 0.80 83% 28% 66% 1.08 83% 37% 70% 1.68 94% 56% 61% 1.66 82% 18% 115%
  • 20. 0% 10% 20% 30% 40% 50% 60% 70% 80% - 20,000 40,000 60,000 80,000 100,000 120,000 140,000 160,000 180,000 200,000 4/30/2012 7/30/2012 10/31/2012 1/31/2013 4/30/2013 7/30/2013 10/31/2013 1/31/2014 4/30/2014 Entering ARR 50,632 59,341 73,161 89,812 105,623 126,450 147,945 171,942 189,548 Growth Exp Annualized 15,083 16,660 21,128 24,645 29,916 36,967 43,916 48,077 48,152 Non-Growth Expense Annualized 32,623 36,438 43,532 53,347 62,940 72,303 81,112 98,263 102,168 Growth % ARR 30% 28% 29% 27% 28% 29% 30% 28% 25% Non-Growth % ARR 64% 61% 60% 59% 60% 57% 55% 57% 54% % ARR Growth 17% 23% 23% 18% 20% 17% 16% 10% 11% GEI on ARR 0.43 0.30 0.32 0.39 0.36 0.43 0.46 0.68 0.59 Gross Profit Margin % 54% 56% 56% 58% 59% 61% 61% 61% 61% Recurring Profit Margin % 45% 50% 52% 49% 50% 51% 53% 48% 51%
  • 21. Q1'12 Q2'12 Q3'12 Q4'12 Q1'13 Q2'13 Q3'13 Q4'13 Q1'14 Entering ARR 23,864 30,070 36,742 43,886 50,421 58,528 68,782 80,543 91,411 Growth Expense Annualized 14,444 20,116 23,292 27,892 31,344 31,916 38,708 43,680 55,188 Non-Growth Expense Annualized 29,624 29,048 32,628 39,924 43,892 48,688 53,492 65,392 77,252 Growth % ARR 61% 67% 63% 64% 62% 55% 56% 54% 60% Non-Growth % ARR 124% 97% 89% 91% 87% 83% 78% 81% 85% % ARR Growth 26% 22% 19% 15% 16% 18% 17% 13% 14% GEI on ARR 0.58 0.75 0.82 1.07 0.97 0.78 0.82 1.00 1.10 Subscription Gross Profit Margin % 62% 64% 64% 59% 61% 62% 64% 62% 61% Recurring Profit Margin % 1% 21% 26% 21% 25% 29% 34% 28% 26% 0% 20% 40% 60% 80% 100% 120% 140% - 10,000 20,000 30,000 40,000 50,000 60,000 70,000 80,000 90,000 100,000
  • 22. Q3'1 0 Q4'1 0 Q1'11 Q2'1 1 Q3'1 1 Q4'1 1 Q1'1 2 Q2'1 2 Q3'1 2 Q4'1 2 Q1'1 3 Q2'1 3 Q3'1 3 Q4'1 3 Q1'1 4 Q2'1 4 Entering ARR $55 $68 $80 $93 $112 $131 $150 $176 $208 $239 $272 $307 $352 $400 $450 $506 Growth Expense Annualized 25 28 33 47 53 72 71 98 101 105 137 190 166 202 241 318 Non-Growth Expense Annualized 20 26 34 39 48 67 85 107 140 150 158 178 199 222 265 286 Growth % ARR 46% 42% 41% 51% 47% 55% 48% 56% 49% 44% 50% 62% 47% 50% 54% 63% Non-Growth % ARR 37% 39% 43% 41% 43% 51% 57% 61% 68% 63% 58% 58% 57% 55% 59% 57% % ARR Growth 24% 18% 16% 20% 17% 14% 17% 18% 15% 14% 13% 14% 14% 12% 13% 13% GEI on ARR 0.48 0.56 0.62 0.62 0.69 0.97 0.70 0.76 0.79 0.79 0.98 1.07 0.85 1.03 1.06 1.21 Gross Profit Margin % 68% 65% 63% 68% 65% 59% 55% 60% 57% 57% 62% 65% 63% 64% 62% 65% Recurring Profit Margin % 70% 67% 63% 66% 63% 56% 52% 49% 41% 45% 49% 49% 50% 51% 48% 50% 0% 20% 40% 60% 80% 100% 120% 140% $- $100 $200 $300 $400 $500 $600
  • 23. Summary 1 The new economy focuses on relationships, not products 2 Efficient acquisition and retention of those relationships is critical to success 3 Running a disciplined business model based on the three metrics will generate long-term shareholder value
  • 24. thank you. check us out at zuora.com
  • 25. We build modern, flexible and easy to use enterprise software that enables companies to manage all aspects of their relationship with their subscribers. 25
  • 26. Offices: Silicon Valley, Boston, Atlanta, London, Paris, Munich, Sydney, Beijing 95% Customer Sat Awards 500 Employees Founded 2007 $132.5M Funding 70+ Monthly Product Releases $100M+ Approaching Run Rate 500+ Customers 80 Public Companies ALWAYSON Company of the Year STEVIE (GOLD) Customer Service Excellence CODiE Best Subscription Management Solution $1.7B In Quarterly Transaction Volume
  • 27. TELECOM MEDIA & PUBLISHING TECHNOLOGY CONSUMER SERVICES INTERNET OF THINGS We power the Subscription Economy
  • 28. tailored pricing subscription journey multi-channel revenue recognition subscription metrics smart accounting branded touch points global payments scale & automation COMMERCE BILLING FINANCE Z-BUSINESS Relationship Business Management Solution Mission Critical System of Record SCALE RELIABILITY TRANSPARENCY SECURITY CONTROL COEXISTENCE BUILT ON THE Z-BUSINESS PLATFORM

Hinweis der Redaktion

  1. The Principles of the Subscription experience These core 5/5 pillars = personal relationships The role of the helper is best Whatever happens, you need to solve your subscription problems quickly
  2. With the shift from measuring your business by tracking products sold to managing relationships… Requires an entirely new business model…
  3. Annual Recurring Revenue, or ARR, is the amount of revenue you expect to repeat. It’s that simple. Note that, this does not include one time revenue, it only includes revenues that recur. And with that said, ARR is different than revenue. Revenue is a backwards looking number while ARR is a forward looking number -- emphasis on “Recurring” in ARR. The Problem? Well, your traditional financial statements is that they only show revenue for a past period and have no concept of recurring, forward looking revenue. But for Subscription Economy companies, because of ARR, they can actually start each fiscal year knowing what their revenues are going to be for that year. In the formula above, we call this Starting ARRn.
  4. Annual Contract Value (or ACV) is your new revenue brought in by new customers or customers upgrading or renewing their existing contract. You invest in sales and marketing to drive new revenue, because ultimately this increases your ARR. And we like that. If you add up all of these metrics, you not only have a complete financial picture of your subscription business, but you also have your recurring revenue for next year or you’re Ending ARR. What’s next in the Subscription Finance 101 series? Traditional ERP systems limit your relationships. Discover the gaps your existing system has when it comes to optimizing customer relationships
  5. I’d assume that most of you understand churn, but in it’s simplest sense, churn is the number (often noted in revenue) of subscribers who will not renew. Typically, downsells are also factored into your churn number. It’s a hard reality to swallow, but even if you’ve got the best service offering in the market, you’ll still have customers that leave you. So, in the formula you’ll need to subtract your churn from your ARR for the year.
  6. At Zuora, we first look at growth. How much do we want to grow and what will cost the business? Basically, your growth efficiency index, or GEI. After we’ve achieved our GEI, we then move to churn followed by recurring profit margin. And then this becomes a cycle...do we want to invest? Great! This means we can grow at an even faster rate by accepting a higher GEI.
  7. Lets actually dive deeper in these three metrics, and why they’re so critical to leverage when determining the success of your business. For the sake of making this clear and simple, let’s say you’re a b2b SaaS model and start off the year with a $100. Now, using these 3 metrics, lets trace what happens over the course of the year.
  8. As I mentioned earlier, we start by asking ourselves “How much new recurring revenue can we get out of a given investment?” Lets say you spend $1 on sales and marketing. How many new recurring revenue dollars does that buy you? This is your Growth Efficiency index. Another question you’ll ask -- “How much of our recurring revenue should we invest in growth?” If you’re smart, you know that at a minimum, you’re going to spend at least enough money to replace the customers churned. In this case, $10. Which leaves you with $30. Do we take the $30 off the table and book as profits? A 30% annual profit margin isn’t bad. Then again, we won’t see any growth. Instead, let’s be bullish and invest all $30 in growth. With a Growth Efficiency rate of 1:1 you’ll book $30 in net new recurring revenue over the course of the year, leaving us with $130 in Annual Recurring Revenue to the next year. If you run this play year over year, you’re growing by 30% annually. But with an infusion in capital, you’ll have more than $30 to invest in fueling that growth, as long as you maintain an efficient Growth Efficiency ratio. When the time comes to finally start taking profits, you’re working off of a much bigger recurring revenue stream.
  9. Recurring Profit Margins are simply the difference between your recurring revenues and your recurring costs. Leveraging this metric is critical. Why? The higher the recurring costs, the less money you have to play with -- aka, book as profits or invest in one-time growth expenses. Let’s put it to use, in our example. You’ve now got $90 to play with. But there’s some natural, recurring business costs that will eat away at that number pretty quickly. You’re going to spend money to deliver your service so that you can earn the recurring revenue you’ll need to grow your business, aka COGS (Cost of Goods Sold). For a SaaS company, an example of a COGS would be the cost to maintain your data center. Let’s say you spend $20 here. There’s also, General and Administrative (G&A) costs just to keep the lights on -- literally. Things like rent for your office space and paying your finance team. Let’s say you spend $10 here. And what about Research & Development (R&D). Not typically a recurring cost, but we’ve seen that most companies’ R&D organizations don’t fluctuate wildy over time, unlike departments like Marketing. Let’s budget $20 for your recurring R&D. I’m sure you’re already ahead of me in the calculations, but these recurring costs have left you with $40, or a 40% recurring profit margin. And then the cycle begins again -- now you know how much you can invest back in growth or book in profits for the year.
  10. Set the stage by clearly stating what Zuora sells
  11. It’s a real company with significant size and traction. This cannot be easily replicated
  12. Drill down on what commerce, billing and finance entails This is modern software, our customers use us because we are flexible and scalable, but changes can also be made in real time