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Suppose two of us would like to give ourselves $5,000 a month each to cover luxuries like food and housing. Now we have a monthly nut of $14,500 to cover, which we can do handily by selling about 250 copies. Better hope that advertising begins to work. These projections have (at least) two underlying assumptions:
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1. All sales are of hard-copy product. If we sell one through download on
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the Internet, the variable costs are zero. So that lowers your break-even point a little, but not by enough to make a difference in your planning.
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2. All sales are at retail. As will be discussed later, sales to other resellers
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involve discounting your product sometimes as little as 20 percent, sometimes as much as 80 percent. So when you want to set a price for your product, you have to think about how you re going to reach your customer direct sales Through resellers Through distributors who will sell to other resellers The mix of ways you get your product to the customer, and the discounts you will have to give to resellers, will determine the average selling price in the break-even formula shown earlier. Can I repeat my advice here about being realistic Many businesses fail because of wildly optimistic projections of sales coupled with a fixed cost plan based on those projections. It is said that the downfall of every person in sales is when they begin to believe their own sales pitch. When planning with a colleague, there s a tendency to dream of great success. Nobody wants to rain on the parade. So plan for success. But don t make a plan that is likely to fail.
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What s It Worth to Ya, Baby Perceived Value
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Nobody wants to break even. That s setting the bar too low. Of course, you don t want to lose money on this business, but it s more fun to think about how much you can make. So let s consider the upside. The second even more important factor in determining your product s selling price is the perceived value of your product by the prospective customer. In other words, there may be no correlation between the selling price you set and the amount of time and effort it took to create your product. Or the fixed costs. Or the variable costs. If your software can save the user $1,000 a year, they might be willing to pay $500 for it. That means the software pays for itself in six months. But if your software can save them $10,000 a year, they might be willing to pay $5,000 for the very same program. By the same token, two programs that took the same time and cost to develop and incur the same marketing expenses may have selling prices that differ by a factor of 100 based solely on the user s belief about how much using the software will save a company.
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Unless you are already intimately familiar with the cost structure and other internals of the users who will be evaluating your program for potential payback, the best way to find out what the program is worth is to ask. And your Beta testers would be the likeliest focus group for this research. Seems obvious, doesn t it But I have found it to be a tough question to spring on someone. First, they don t always think in terms of return on investment, or they don t know the numbers well enough to do that projection in their head. Second, many of the advantages of a good software application are either intangible or difficult to quantify. For example, the E-Z-MRP system helps manufacturers prevent shortages and stock-outs. This means less time chalked up to the Idle Account as manufacturing people stand around waiting for parts to arrive. That number can be determined by a good cost accountant. A reduction in inventory frees up working capital and reduces interest expense. That can also be calculated. But delivering product on time to the customer has a beneficial effect on the business that can t be easily quantified. Similarly, the benefits of a more orderly business and a calmer, less stressed-out work force can t be precisely calculated. And even if your prospects understand that they could save thousands of dollars a year in less sick time and higher productivity, they may only give lip service to these intangible benefits. Which means that a product you think is worth $1 may be perceived to be worth only $.50 by your prospect. So, don t expect to get a straight answer to your question. You ll have to tease the answer out of the Beta testers. But an accurate answer to this question is absolutely essential to pricing your product as high as possible.
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