Business Core · Monetisation · Module

Revenue model

What the organisation charges for and on what basis. The most consequential choice in the object, and usually the least examined.

The idea

How it works

The pricing metric is the unit the customer is billed against — a seat, a transaction, a month, an outcome. It determines who buys, how the account grows, and what the operation is quietly incentivised to produce.

Changing it is a change of business rather than a commercial adjustment, which is why it is worth deciding deliberately at the start rather than inheriting from whoever set the first price.

Working with it

In practice

  1. 01

    List what could be charged for

    Several units are usually available. Writing them all down first prevents settling on the obvious one by default.

  2. 02

    Check what each metric rewards

    Whatever the metric counts is what the organisation will produce more of. Make sure that is what you want.

  3. 03

    Test alignment with customer value

    The best metrics rise as the customer gets more value. Ones that rise regardless produce friction at renewal.

  4. 04

    Decide the mix

    Most businesses run more than one stream. Say which is primary, because that is the one the operation will optimise for.

One level in

The components of revenue model

A component is something that exists afterwards which did not exist before — a deliverable or a mechanism, not an intention.

  1. The metric decision

    What is charged for, with the reasoning and the alternatives considered.

    Learn
  2. The stream map

    All revenue streams, with their share and which is primary.

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  3. The incentive check

    What each metric rewards the organisation for doing more of.

    Learn

Whatever the pricing metric counts is what will increase. Check that against the value proposition before committing.