My website petty much focuses on monetization strategies... Maybe start here: https://taprun.com/revenue/
476 karma · joined December 15, 2013
http://TapRun.com/contact/
Network effects - If I created the first telephone network, the first phone is basically a paperweight, but the more customers I convince to buy, the more useful each phone is to my other customers.
Economies of scale - Similarly, if I have a car company, the more I scale, the more efficient I can become (I can invest more in engineering and machinery).
If you're dishonest, things that will attract buyer's attention the most for the least amount of effort.
If you're honest, things that will both attract buyer's attention the most and provide the most value for the least amount of effort.
As described here: https://taprun.com/articles/product-managers-visual-guide-to...
Do you think they'd place different values on a glass of water? Do you think they'd interpret the glass of water differently?
You'll get a bigger cut and have more control.
Here's a list of some common revenue models: https://taprun.com/revenue/
Try filling in the blanks here: This product helps ___(type of person)_____ achieve ____(desired result)______ by ____(what the software does)_____.
Here's my first thought: make dashboards shareable via URL, and then create specialized dashboards for people to view, share and bookmark.
Imagine that you made one specifically for surfers in San Diego. Surfers would tell all their friends that apiblocks.com/sandiego-surfing is the page to use to find out wave height, temperature, water quality, UV levels, jellyfish levels and everything else they need to know in order to decide whether or not to go surfing. If you want to make some money, add some ads - you'll have a geographically condensed, topic focused audience (that's like gold). Repeat for a bunch of other geographic areas, maybe do similar things for other interests and you might be a winner. As a bonus, much of the work could be accomplished by automated means (passing in different zip codes and other inputs).
Pricing can be very complex, but here are three points that many folks don't know:
* The best price for you will often depend upon your goal (maximize profits, break into a new field, prevent competition, etc)
* Economics textbooks lie! Lower prices don't always correlate to more sales. Sometimes buyers will see a low price and assume the buyer is junk.
* The way you present your prices is often at least as important as the actual prices themselves.
Frankly, I never figured out why people so many folks don't like it.
The tricky things to remember are to get an EIN from the IRS (it's free) [1] and to create a bank / credit union account for the business (free at my credit union).
[1] https://www.irs.gov/businesses/small-businesses-self-employe...
* Know the definition of "done" from the start. Working against a moving goalpost is a motivation killer.
* Have a consistent way to measure and track progress (word count, features completed, etc), and graph it over time.
* Break the big project into smaller, bite-sized projects. Each time you mark a small part as complete, you'll feel a sense of relief.
* Make progress every day. Even if it's just a bit, it'll feel good to know that you're that much closer to finishing.
You have to examine a number of things like the type of customer you're going after, the market environment, your name recognition, your runway and many others. Here's a simple framework that might be helpful. [0]
There is no law that you have to (or even should) price similarly to substantially similar products. There are many market inefficiencies that may allow you to charge much more than your supposed competitors. I'm writing a book on that very subject right now. [1]
In the meantime, here's an example of a pricing page teardown that I performed on Safari Books.[2] Looking at the mistakes they made may provide you with some insight into the types of problems that you will want to avoid.
* [0] https://taprun.com/framework/
perceived_chance_of_getting_caught * perceived_penalty > perceived_benefits
Look at the short term, do what you need to achieve those objectives. Oh, the long term matters now. Ooops, I'll add get some "20-years experience guys" to the next sprint.