PDF Download Not for Free: Revenue Strategies for a New World, by Saul J. Berman
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Not for Free: Revenue Strategies for a New World, by Saul J. Berman
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It used to be only dotcom start-ups lacked workable business models. But now the ubiquity of cheap communications and computing is deeply wounding business models across the board. Combined with rapidly changing customer expectations, the rules for how value is delivered, and what, when, and how much customers will pay are in flux.
What can you do to ensure that you have a business model that will work today and in the future? Create new revenue models, advises Saul J. Berman in Not for Free. The most important strategy now is wringing new income streams from existing assets, physical and digital, by exploiting new segments, new uses and new value additions.
Using the media industry, the canary in the coalmine for business model disruption, as a starting point, Berman explores the revenue strategies that are working, and the ones that are failing, in this new world. Drawing on examples from a variety of industries like Progressive Insurance, Rent the Runway, Castrol, Redbox, Mint and many others, Berman guides you through the opportunities and pitfalls of new revenue strategies.
Timely and practical, Not for Free tackles a problem plaguing all companies: growing revenue organically in the near term.
- Sales Rank: #1269689 in Books
- Brand: Brand: Harvard Business Review Press
- Published on: 2011-02-17
- Original language: English
- Number of items: 1
- Dimensions: 9.58" h x .90" w x 6.44" l, .98 pounds
- Binding: Hardcover
- 240 pages
- Used Book in Good Condition
Most helpful customer reviews
2 of 2 people found the following review helpful.
Good Background -
By Loyd Eskildson
'Not For Free' will not substitute for a top-level MBA; however, it does update thinking on important marketing dimensions utilizing recent examples. Author Berman contends that nearly every industry is susceptible to widely available low-cost disruptions originating from low-cost communications, data-processing, rapid innovation, and great increased consumer expectations. For example, record companies lost 40% of their revenues since 2000, newspapers 85% of their classified revenues from print editions between 2005-2009, and long-distance telecommunications revenues dropped 80% in the first decade of the new millennium. Further, markets have become increasingly fragmented recently, thanks to increased choices (eg. # of channels), new options - via new technology (eg. Netflix offering both mail and Internet delivery of movies, kiosks are another new option).
Berman then continues by proposing how companies can grow revenue organically in the near term using segmentation, pricing, payer, and packaging innovation. Segmentation groupings have become more useful through technology - rewards cards that accurately track customer actions, and more accurate analyses/predictions via software (eg. Amazon, Netflix). Pricing innovations include new rental offerings (eg. prom dresses), pay-for-performance (some cancer drugs in Britain), selling by parts (eg. individual songs from a disc), and bundling (car options, cable options). Unlimited mobile phone data plans have run into problems via video streaming (projected to be 56% of traffic by 2013). Verizon's not charging for calls to/from fellow Verizon customers encourages existing customers to recruit for the company.
'Spotify' is an English music service funded by 20 second ads for each 30 minutes of music. Hulu intends to offer 'hour-long' programs with only 4 minutes of advertising. Other innovators offer eg. free airtime in return for personal information that contributes to improved advertising focus. Progressive Insurance takes this a step further, sort of - insurees that install a GPS/acceleromter unit get discounted pricing, assuming they're not driving like idiots in the wrong side of town.
Social media click-through rates average 0.04%, vs. a Web average of 0.1%, and Google's 1-2%.
Berman's final category, packaging innovation, turns out to be a very minor mutation (if even that) of bulding. Examples cited include Google Analytics (allows users to make the product more useful), G.M.'s 'OnStar - a product that no longer makes any sense, given today's prevalence of mobile phones. Then there's Best Buy's buy of Geek Squad, taking advantage of the fact that most electronics returns are caused by software installation problems - so it both lowers the return rate and builds revenue by charging buyers for Geek Squad installation. (Sounds like a rip-off, prima facie.)
Finally, readers should beware to putting excess emphasis on Berman's thoughts, good as they are, if that means missing opportunities through slower than possible innovation. Eg. the first Kindles generated far more revenue/unit than those today.
5 of 7 people found the following review helpful.
Eminently Practical
By Timothy Ogden
Berman's book is something of a rarity these days--a business book that focuses on near term and actually possible experiments and innovations. You don't have to be the CEO or the Chairman of the Board with carte-blanche (and magical powers) to completely change your business, culture and financial situation to be able to take Berman's advice.
The book looks at why it's important to innovate the ways you earn revenue and how you can try things. Each of the main chapters has a helpful typology of different revenue strategies. The body of the chapter itself is essentially an explanation of the strategies with examples of companies that have tried them and the successes and difficulties they encountered.
This is a short book as well, eminently readable in a couple of sessions or short hop flights. But its real value will be in going back to it to help drive ideas and experiments for how to engage with a very quickly changing market so you can earn the revenue necessary to fund further innovation.
0 of 0 people found the following review helpful.
Quieres innovar , diferenciarte , compra este libro YA !
By federico
if you whant to innovate your products and services and dont know how to start , this book will tell you how, will open your eyes, tell you the way , your same products will be transfomed in new ones , will generate new and bigger revenues
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