I’ve been using Blueface as my personal VoIP provider for the last four years, however I waited until two weeks ago to finally switch WhatClinic.com over to their Business Plus account, migrating from another well known VoIP provider.

Blueface has been in the personal VoIP market for about 5 years but despite having had something of a business offering it only seems to have really started to make progress with businesses accounts during the last 12 months.

I had been meaning to move the WhatClinic.com account for a while as we’d been experiencing intermittent quality problems with our previous VoIP provider resulting in the sales team loosing trust with them and using Skype in preference.

Setup

The setup was quick and easy and completed over the web without the need to talk to anyone in Blueface. It was easy to assign phone numbers to SIP accounts and setup the voicemail. Initially our account only came with four SIP addresses, which seemed a bit odd as it had 8 phone numbers. An email to their support department sorted this out 12 hours later at no extra charge.

We use SMON 320 phones and initially we could only make outgoing calls but not receive incoming calls. A quick look on the Blueface support forums quickly found the solution and we were up and running.

Another problem we ran into was calls were taking up to a minute to initiate, i.e. we would dial a number and it wouldn’t start to ring for up to a minute. This lasted a couple of days and eventually resolved itself without any obvious intervention. I suspect that if we had rebooted our phones it would have sorted the issue immediately.

Self Service

One of the major benefits of Blueface as compared to our previous VoiP provider is their self service interface. This allows us to monitor charges in real time as well as adding new phones and changing voicemail settings. Compared to calling a support line, this is a major time saver and gives us considerably more control. This ease of setup and control means we already have more phones working than we had with our old provider so Blueface is getting more of our business.

Quality

The primary reason we moved provider was because of the intermittent quality of our old setup. As a long term personal user I had high level of confidence that the quality was going to be good, and after two weeks of extensive usage we have found it to be consistently better than either our previous VoIP provider or Skype.

During the two week period we have experienced no quality problems, although like any VoIP provider we expect to have occasional regional outages and have prepared contingency solutions.

Price

The Blueface Business Plus package costs €69 a month and includes 8 direct dial numbers, unlimited UK and Ireland landline calls and 250 mobile minutes. Calls to our international customers are significantly lower than with Skype or our previous VoIP provider on a per minute basis. [It should be noted that Skype have several monthly subscription plans that offer significant savings over their per minute rates.]

Simply put, the price is low enough to make telephony charges to most countries a null issue.

Problems

The phone numbers we were assigned were not all in sequence and neither were our voicemail accounts. It would seem to me that this would be a normal requirement for most businesses and I’m sure I could get it sorted out by contacting Blueface support but I think it should be standard.

Overall

We are very happy so far and I would certainly recommend them based upon our experiences. Having said that we have yet to experience any outage yet and in my experience this is the true acid test of any telecoms provider.

Most of the time people run A/B tests in order to try and improve a single metric such as their site’s conversion rate, and they do this on the basis that even if the test fails to show an improvement that they can go back to their original setup and everything will be OK. But what if the original setup isn’t OK in the first place?

In the past we have made the mistake of assuming that just because we tested a theory once in the past that it holds true forever. It’s probably not a surprise to find out that this isn’t always the case, especially on a website that has changed it’s layout and functionality as many times as ours has! So every now and again we test a big change on our site for a few days just to make sure the some of our basic assumptions still hold.

Site Navigation On The Left Or The Right?

For the purpose of this test we wanted to see if having the main site navigation links on the left of the page or the right of the page affected our overall conversion rate. We had run this test in the past and having the links on the left outperformed having the links on the right. Seeing as so much had changed on the site in the meantime we decided to try it again.

The original left hand side navigation layout was a clear winner.

The results thankfully were pretty clear. Moving the navigation bar to the right hand side resulted in a drop in conversion across the site of 11.8%. So the navigation is staying where it is on the left hand side. We’re in good company too – Hotels.com in Europe think the left is the correct side for the navigation on their search results pages too, but maybe Airbnb.com know something we don’t? Their navigation is on the right hand side.

What was the last big change your A/B tested, and what was the result?

Online reviews have really taken off over the last 5 years and there are countless studies (here, here, and here [pdf link] for example) showing how they influence consumers’ purchasing decisions.

Similarly, patients looking for a new doctor or dentist are being influenced by other patients who review their treatment online. These reviews present both an opportunity for and a threat to the businesses of doctors and dentists. In this article we will look at how you can protect your reputation and career from negative reviews online.

The Four Types Of Reviewer

1. Members Of A Review Community (Yelp, Qype, etc) – They have reviewed large numbers of businesses and services and their review style can be easily profiled. Looking back at their previous reviews it is easy to see if they are fair and reasonable, and their reputation is built upon being consistently unbiased. Their reputation in turn adds considerable weight to the strength of their reviews. Some doctors have over 100 reviews on Yelp.
2. People Who Are Encouraged To Write A Review – Businesses often ask previous customers to review the product or service delivered. For instance WhatClinic.com asks patients to review their treatment experience. As you’d expect there is a fairly normal distribution between positive, neutral and negative reviews.
3. Superfans – They have had such a great experience that they actively want to share their experience with other people online. These people are very rare and are usually created when a clinic far exceeds the patients’ expectations.
4. The Very Unhappy – People who for one reason or another feel they have had an exceptionally bad experience.  Thankfully these are also very rare, but in many instances they will try and post their review on as many sites as possible. Unfortunately this means their negative review can affect you and your clinic’s reputation disproportionately.

How To Protect Yourself Online

Everyone gets bad reviews at one stage or another. It’s never nice to see someone talking negatively about your clinic, and it’s even worse when a colleague or patient is the one to bring it to your attention. The secret to protecting yourself from bad reviews though is to start to build your online reputation before this happens.

Negative reviews only have real significant power if they stand alone. Believe it or not single negative review in a sea of positive reviews actually adds authenticity to the positive reviews!

As a clinic owner or manager you should start soliciting reviews now. Find the websites that Google sources its reviews from (including WhatClinic.com) and point your customers to those sites. Print a message asking them to review your clinic online on the back of your receipts and reminder cards, and remember that repeat patients are your best bet for favourable reviews. After all, if they didn’t like you they wouldn’t be coming back. Develop your online reputation now before someone else starts doing it for you in a negative way. Don’t wait until it’s too late.

What To Do When You Get A Negative Review

Most negative reviews occur because the patient feels like they have been mistreated somehow. How you respond to the negative review can either compound their grievance or potentially convert them into a positive advocate for your company. There are two clear steps to follow:

1. Reply To The Review Online. You need to publically acknowledge the grievance in the same place that the review appears. In fact you should try and reply to all reviews, positive and negative. By replying to negative reviews you are demonstrating that you care about the patient’s issue and that you want to address it rather than hide from it. You should apologise, tell the patient that you are upset that they feel this way, and that you would like to speak to them personally about their issue.
2. Contact The Patient Directly. You need to let the patient speak at length about why they feel the way they do. You need to listen carefully and suggest a way that you might be able to address their grievance.

Typically if you can manage to resolve the issue the reviewer will be happy to revisit their review and either edit it or amend it. Even if they don’t your online reply at least informs potential new patients that you care enough to try and resolve issues when they come up.

Don’t Make These Mistakes

It’s very easy to make a bad situation worse by reacting without properly thinking through the consequences. Here are some of the most common mistakes you need to avoid when replying to negative review:

• Do not breach patient confidentiality. Even if the patient publishes personal medical information online, you may not.
• Do not be confrontational or aggressive.
• Do not suggest that they are lying or call into doubt any aspect of their review.
• Do not engage in an online conversation. Reply to the review once and contact the patient directly, you should not discuss with a patient in a public forum even if they want to.

Going Down The Legal Route

If a review is defamatory, then a letter from your lawyer may get the review taken down. This only applies if the website operates in certain jurisdictions though. Most notably it won’t work if the website is based in the US.

Even if you do manage to get the review removed, this kind of action typically animates the reviewer into publishing similar reviews on multiple websites. This not only makes it more likely to be found, it also means you have very little chance of turning the patient’s opinion around. On balance, going down the legal route carries as much a risk of worsening the situation as it does of relieving it.

Actively managing your clinic’s reputation is more important than ever. Be sure you give your happy customers every opportunity to tell the world that they are happy, and start doing it now. When you are unfortunate enough to receive a negative review, deal with it publicly, professionally, and politely, and whatever you do, don’t panic. Share your experiences with online review in the comments below.

How Clinics Manage Their Appointments

We recently ran a survey about what system our clinics use to manage their appointments. The  results revealed quite a lot about how fragmented the industry is and about the difficulties that technology solutions face when replacing paper and pen solutions.

29% of clinics that responded use some form of clinic software to manage their booking. What we found amazing is that out of ALL of the respondents only 3 clinics used the same software. We were also surprised at the number of clinics that were using bespoke software.

The most reveling statistic is that over 50% of all clinics still use a desk diary to manage their appointments. When we followed up the survey with some telephone interviews we found a general belief that no software could match the flexibility of a desk diary and that software solutions couldn’t be used without training. In fact many respondents that used a desk diary had previously bought a software solution but no longer used it.

Unsurprisingly we found that Microsoft Outlook had reasonable penetration at 13% and its integration with the email client was quoted as a key benefit.  Google calender had far less penetration that we were expecting which we speculate is because of the lack of an offline standardized client.

Do you have trouble persuading clients to ditch old fashioned solutions? People still demanding IE6 compatibility? Fax integration? Let us know in the comments.

How much do you keep for yourself?

Too many people regard a revenue share agreement with their partners or affiliates as a zero sum game. They think of it as a pie and the bigger the slice the partner takes the less there is left for them.

If this were true then companies would set their sales people’s compensation to zero; after all it’s a zero sum game so why not take all of the revenue?

However this simply isn’t true. It’s not a zero sum game. Every sales organization knows that putting the right compensation package in place actually increases the size of the pie. So, if you pay your sales people a fixed salary only and have sales of €1 million you could conceivably double your sales by adding a 10% commission to your sales team’s compensation.

Everybody understands this simple idea but most instantly forget it when talking to a channel partner or affiliate. All of a sudden defences go up and a confrontational approach to negotiation is adopted. Too often business owners and sales people congratulate themselves after a negotiation where they manage to squeeze an extra 5% out of the channel. The reality here is that it is likely that no value was created and in all probability value was destroyed.

You must give your channel sufficient compensation to motivate them to sell your product. If you don’t they’ll find something else to sell and ignore your product. Give them more compensation and the chances are they’ll sell more of it.

The question everyone negotiating with a partner should be asking themselves is not “How little can I give them?”, rather it is “If I give the channel a greater share will I make more money?”.

Get Realistic About Your Channels Costs

Chances are no one call sell your product or service as cheaply as you can. After all, you know your product the best, you know the end-customer the best and you know how to sell it the best. In just about all cases a channel is going to find it more difficult and more costly to make a sale than you are.

You cannot get your revenue share agreement right without facing up to the reality of how much it costs to sell your product. I personally know SAAS companies that do not recover the selling costs associated with a new customer until well into year two.  This is quite typically in the SAAS world which relies on high levels of customer renewal for profitability.

However, these very same companies conveniently ignore this fact when they start setting channel revenue share agreements. 50% of first year’s revenue, dropping to 20% is thought of as generous. THESE PEOPLE ARE MAD. If they can’t sell it for 100% of the first year revenue themselves and it’s their baby, how on earth is it reasonable or fair to expect a half motivated channel to be able to sell it for 50% of that.

Remember, the channel’s sales people have their own targets to worry about. It might be their monthly or quarterly target, or even their yearly target, but it is never next year’s target. So don’t fool yourself into thinking that a percentage of future revenue is going to do anything to motivate them.

You have to structure a deal that at a minimum motivates their sales people and covers the partner’s total costs associated with making the sales (not forgetting opportunity costs). Once you’ve done this ask yourself the question: “Will I earn more money by giving them a greater revenue share?”.

Always Be Closing

I’m sure there’s a punchline to answer the question posed above, but the serious answer is this: three.

• One to get the ball rolling.
• A second to introduce some internal competition and benchmarking.
• A third in case the first two leave.

You don’t need lots of sales people at the start, but don’t leave yourself in the lurch either!

I love travelling by train. I find it the least stressful way of travelling long distances and it often gives me the head space I need to think creatively. However, on a recent train journey I came across an brilliant example of design by committee that I wanted to share with you.

Most people know how to use doors.  In fact, even my one year old has figured out how to use them. So, for the most part, they shouldn’t need any explanatory notices. I would go so far as to say that door design is a solved problem.

However, designers sometimes make mistakes and when they do it is not uncommon for a note to be put up explaining how the door is operated. I’m sure we’ve all encountered a door that would have benefited from a “push” or a “pull” notice because the handle design didn’t make it obvious.

The toilet doors on this Irish Rail train however were totally ridiculous. They manage to use 14 signs, notices and labels to explain how to use their door!

• On the outside of the toilet there are 2 diagrams on the open and close buttons, 2 separate notices  on fluorescent yellow stickers to explain these labels, and a sign to tell you if the toilet is occupied.
• On the inside of the toilet there are 3 more diagrams on the open, close & lock buttons and 4 more separate notices in 3 different styles to explain these labels.
• Then, as if that wasn’t enough, when you subsequently sit down on the toilet there is yet another notice straight in front of you reminding you that you might not have managed to lock the door.

Now all of this may seem a tad excessive, but not to Irish Rail because there is also a audible notice when you close and lock the door. So in total they use 14 signs, notices and labels to tell you how to use a door. I wonder how many people were involved in that decision, and did they ever even speak to each other?

What examples of signage gone mad have you come across?

Not only does the product ooze quality, it was also created by long standing and respected members of the SEO community. In our world, where SEO has become such as distrusted and misunderstood profession, the importance of credibility cannot be overstated.

[Disclosure: We use SEOMOZ at WhatClinic.com, but have no further relationships with the company.]

Test 1 – Simplicity

SEOMOZ Pricing

At first glance the pricing looks pretty overwhelming. There are three plans that each have different volume limits for each of four different feature sets, and to make matters worse each feature set has its own incremental scale, each of which is independent of the overall pricing scale:

To a potential first time customer this makes the pricing seem complicated and confusing. To alleviate this SEOMOZ do an extremely good job of promoting the lowest price option and give reassurance that the first 30 day period is risk free.

Test 2 – Market Size

Pricing is definitely set high enough to make SEOMOZ commercially successful with any kind of reasonable market penetration.  If they have any kind of success getting customers onto higher price plans then I could see a tremendous amount of revenue being generated.

Normally I would think that a $99 per month entry was too high as it would exclude the bulk of the market. However, I feel that that this entry point is correct or near correct for SEOMOZ for two reasons.

1. Price sensitive customers can rationalize a $99 expense by treating the purchase as a single $99 purchase which they then unsubscribe from. I see a slight potential problem here in that the 30 day money back guarantee essentially allows this market segment to game the system and get value for nothing.
2. The market advantage SEOMOZ has is credibility, which would not be enhanced by low end pricing.

Test 3 – Comparable Pricing

Complete failure here. As a potential customer I have no idea if SEOMOZ is reasonably priced, there is simply no frame of reference. To make matters worse SEOMOZ price points are so distantly spaced that I can’t easily compare one price to another to determine the best one.  I would nearly always recommend having two price points relatively close to each other so that potential customers can directly and easily compare one to the other.

Test 4 – Adoption

The 30 day money back guarantee massively reduces the barrier to entry of the $99 per month price.  None-the-less I think I would prefer to see a massively crippled free version that I would use for lead generation.

For example I think a free plan that crawled just 25 pages and tracked 10 key phrases would be commercially useless but would still allow a potential customer who was wary of entering their credit card details to become comfortable with the product. In addition, amateurs would use it and talk about it which would increase overall market awareness.

Test 5 – Price Discrimination

SEOMOZ discriminate on volume not features. Essentially they’re saying “the more sites that you have & the bigger the sites the more you pay us”. This is a perfectly reasonable method of price discrimination, but I think that some feature discrimination could segment the market further and therefore improve revenues.

For example, I would suggest that the Q&A feature not be made available on the base plan.  This would then create strong pressure to upgrade during an SEO crisis period when the customer’s need of the product is at its highest and their price sensitivity is at its lowest.

SEOMOZ’s price discrimination is extremely aggressive. In fact I think it is far too aggressive. There is a massive difference between $100 a month and $500 a month. There have to be a large number of users on the $99 plan who would happily pay more, but won’t stretch to $500 per month.

Suggested New Pricing

The main point of this new pricing is the introduction of a new price point closer to the base plan. The base plan has also been reduced in functionality and number of campaigns. I believe that such a pricing structure wouldn’t hurt adoption while providing an attractive upgrade route for satisfied customers.

At this level of pricing I really don’t think that people are going to sign up for anything but the base plan so I think it’s okay that the PRO membership is still clearly the preferable option to start at.

SEOMOZ Pricing Analysis Score Card

When I do a search I don’t just want information in return. At a minimum I want knowledge, and ideally I want the necessary understanding that goes with it too.

Social Search (Image courtesy of Lone Wolf Librarian)

Even with the last decade’s worth of advances in search technology and online media, I still find by far the best way of understanding a topic is to discuss it with another knowledgeable person.

While the information available on the web is immensely valuable, it can take an inordinate amount of time to piece together all the relevant fragments (and to discard the irrelevant ones) in order to gain the knowledge that a real person would have about the subject.

What’s so frustrating is that often one of these knowledgeable people is in the same company or even the same room as you, but without standing up and asking everyone around you a question you have no way of knowing who that knowledgeable person is.

You don’t know who already knows what you want to know.

For example, imagine I am researching Photo Voltaic Cells for my house. Not only do I want to find out about all the available products and how they work, but I also want to know if one of my colleagues has experience with using them, or if one of my friends works in a related industry.

This is where I think Search needs to go. It needs to be able to tell me not just what information exists out there but also who I can talk to about it. Google have made some basic attempts to address this with beta features like “Results from people in your social circle for …” at the end of your search results, or by integrating live Twitter feeds relating to the keywords you use, but the results I’ve seen so far are patchy at best.

A well implemented feature that achieves this would not only save you lots of research time personally, it could also save businesses huge amounts of money by increasing productivity.

Imagine you work in a multinational and are tasked with looking into a piece of US tax legislation. You do a search and the results show that Mary in the Paris office did a lot of similar searches six months ago and created some documents that mention the topic too. A quick phone call to Mary could save you hours or even days getting an understanding of problem at hand.

Given all the recent media coverage about online privacy in relation to Facebook and the like there would definitely be some obstacles to overcome in relation to sharing the information needed to work out who knows what, but given the proliferation of Google Apps I think it would be well within their capabilities to start offering this in the enterprise space.

[A quick aside to the topic: Anyone who has ever done any teaching knows that sharing information is a beneficial in both directions. If you are knowledgeable about an area and teach it to someone else, often in the process you can develop an even greater understanding of the topic, particularly by being asked unexpected questions.]

The idea for this feature started out as part of a conversation I had with colleagues over a beer around two years ago and I’m a bit surprised that it hasn’t happened yet, but I have no doubt that it will, and soon. What ideas have you had to improve Search, and have any of them come to pass?

Over the next few weeks I’m going to have a look at a few of them and attempt to dissect their pricing with a view to seeing if their pricing passes the following tests:

1. Simplicity
2. Market Size
3. Comparable Pricing
4. Adoption
5. Price Discrimination

A Quick Introduction To KISSmetrics

KISSmetrics is an analytics service that attempts to model a website’s most commercially important interaction with its users – the conversion funnel. Their market is anyone who runs a website commercially and who cares about the performance of their conversion funnel. Value is delivered by providing business intelligence that enables the website owner to intelligently change their interactions with their users, maximizing their revenue as a result.

KISSmetrics Pricing

Test 1 – Simplicity

KISSmetrics has beautifully simple pricing that poses no barrier to comprehension. I can immediately see what pricing plan suits me best.  It almost seems a shame for them to include standard features on this list (Unlimited Reports, A/B Testing, GA Integration) which interfere somewhat with the simplicity.

I have one minor problem with the simplicity of the pricing – what happens if I opt for the 1 million event plan and in one particular month I run 1.1 million events?  Are the last 100K events trashed? Are they stored and subsequently computed if I upgrade. Is a random 100K chunk lost?  In my opinion this needs to be clarified and simplified in the customers’ eyes on the pricing page. For example, change the Events per month values to “First 1 million events”, “First 5 million events” and “First 10 million events”.

Test 2 – Market Size

Pricing affects market size in a variety of different ways. Trivially, market size equals the number of customers multiplied by the average price, so the higher your price the bigger the market. However, higher prices can reduce customer numbers and you can end up excluding part of the market. However, conversely, you can increase your sales/marketing resources allowing you to capture more of the market.

In my view there is no question that KISSmetrics have set pricing high enough so that even if only a small percentage of the market adopts their service the company will be a success. The pricing should also provide KISSmetrics with sufficient resources to be able to go after more market share.

I only offer one proviso here: if KISSmetrics is not as well funded as it seems, then it would pay to offer a heavy discount for annual subscriptions, rather taking slightly more money in the long term delivered as smaller monthly amounts now. That way the money invested in sales can be immediately recycled.

Test 3 – Comparable Pricing

No one wants to pay too much for a product. If a potential customer feels a service may be priced too high many will delay or avoid the purchase. Unfortunately for KISSmetrics the product that is immediately comparable to the first time visitor’s eye is Google analytics, which is free. To make matters worse, KISSmetrics itself ensures that I make this comparison by including ‘Google Analytics integration’ on its pricing page.

In my view, if you cannot provide a favourable external comparison then your own pricing needs to be comparable. I should be able to compare one of your prices against another and get a level of comfort that the package I’m buying is priced competitively. For this to happen two price points need to be close together. KISSmetrics’ pricing fails here.

Test 4 – Adoption

I don’t care what planet you live on but $1,800 a year is a lot of money.  Having entry level pricing at this rate automatically excludes a huge portion of the market that would otherwise derive value from the product. Unless KISSmetrics has high costs associated with a sale (maybe support costs) I would be tempted to look at a lower entry price that was limited in such a way that it wouldn’t cannibalize my higher priced offerings.

KISSmetrics Potential Market Size

This way it would be easier for KISSmetrics to get much wider adoption, and if the pricing was designed correctly they could push customers up their price plans as they prove the value of their product.

Even if a small user with 100K events per month was willing to pay $1,800, the pricing is going to make them feel like an idiot. “Here am I paying for a million events when all I’m going to use is 100,000”. Pricing should make the customer feel like the smartest guy in the world.

Test 5 – Price Discrimination

The goal of price discrimination is to segment the market according to willingness to pay, with a goal of maximising revenue.  KISSmetrics discriminates on one axis only: volume. It’s even debatable if they use price discrimination at all – one bar of chocolate costs X, two bars cost 2X, etc.

Since the distribution of websites by their traffic is a classic power curve (as in the events graph above) the KISSmetrics pricing model will always result in the most customers being on the lowest price plan.

This means that the bulk of the market can only give KISSmetrics $149 a month. Customers with less than 1 million events still get access to all of the features so there is no reason why they would ever adopt a higher price plan. This doesn’t make much sense; it’s kind of like offering a student price for a haircut and then not allowing them to purchase an expensive and more profitable colouring.

What defines willingness to pay for KISSmetrics? This is always difficult to model and generally we have to accept an inaccurate model that works for the bulk of customers but fails for a minority (for example cheap OAP pints fail to account for the millionaire OAPs). For a KISSmetrics’ customer it would seem that the factors that matter are:

• Volume of events
• Dollar value of  the margin on the average event
• Perceived potential improvement that can be expected

The second two factors are difficult to model which is probably why KISSmetric’s have stayed away from pricing off of them. However, I would contend that there are several ideas that would we could look at to help define these factors, albeit inaccurately.

• Logins. The number of people who want access to the data. A company selling X units at a high price is typically going to have more people who want access to business intelligence than a second company selling the same volume at a lower price.
• Accounts reconciliation. Refunds and charge backs are likely to be a factor in higher ticket items.  Adding a feature that would allow for the service to be reconciled with month end accounts ensures that refund sales and charge backs are taken out of the analytics and that data is true and accurate. In addition, top-end products may result in the creation of a sales lead rather than an online purchase and being able to reconcile sales with the lead conversion funnel will be valuable.
• Traffic Spike Overruns. This feature would securely store events that overrun a plan and can subsequently be recovered by paying the transaction fee. The longer a site has been in existence the more iterations it will have been through and given that KISSmetrics is targeting metric driven companies the less perceived improvements there are likely to be. It seems likely that older sites have more predicable traffic with smaller spikes,  so pricing off of this may be able to segment the market (needs more research).

Suggested New Pricing

I’m not going to suggest that this is right; however it should show the rough direction that I would like to move the pricing towards.  Also please accept that I haven’t put in the kind of effort required to make the verbiage easily consumable – clearly a lot of work would be required to get this into any kind of finished form.

Proposed New KISSmetrics Pricing

* All accounts get free A/B testing and commoditized website analytics integration (including Google Analytics).

This gives me

1. A much more attractive market entry price that is sufficiently limited so that it shouldn’t cannibalize my higher priced plans
2. Pricing is comparable. Silver is obviously much better than Bronze for just 20% more
3. There is an attempt to segment the top end of the market and to price discriminate accordingly

What do you think of KISSmetrics pricing model? How would you change it to move the company forward? Share your thoughts in the comments.

Also feel free to suggest other web application pricing that I should look at