Raising prices always sucks. It’s one of the hardest things to do, and for whatever reason online consumers are unusually vocal about higher prices. We got an e-mail from ZenDesk that was really well written and they’ve clearly thought through the process.
At Zendesk, we’re committed to delivering a great product that continues to evolve each week (literally!). We have a weekly release schedule and today, based on your feedback we are pleased to officially announce new features for community support and knowledge base sharing.
We’re also committed to transparency which means giving you all the facts. So, along with the new features, we’re changing our pricing for all new customers. New packages and pricing are listed on our website as well as new terms of service.
As a valued customer, we’d like to grandfather your current pricing for an additional full billing cycle after July 1, 2010. It’s your choice how long that billing cycle should be, but you need to make that choice before July 1st. Your second full billing cycle after July 1st will be at our new prices.
You can lock in your current price for at least another year by changing your account to an annual billing cycle by July 1, 2010. To ease the transition even more, we’ve recently increased our annual billing discount from 10% to 15%.
We’ve put together information to help answer any additional grandfathering questions.
We appreciate your business very much and if you have questions or comments, we’d like to hear from you. Please feel free to reply to me via email, via Twitter @mikkelsvane, or email our support team at firstname.lastname@example.org.
Mikkel Svane, CEO
410 Townsend St.
San Francisco, CA 94107
Social Media campaigns don’t always turn out the way you expect them. Sometimes you get a lot more of X and virtually none of Y. Usually you can spot it early on, and if you really have an all-start cast, they’ll figure out how to drive your ROI, even if it isn’t exactly the way you planned it.
It can be tempting to measure a team’s aptitude by their ability to hit preset targets. But I’d argue, real challenge is recognizing when you’re wrong and improvising. So, how do you switch from plan A to plan “i dunno yet?” and how do you know when to switch?
First you need to be measuring and collecting a lot of data. It’ll help give you early indicators and let you investigate inconsistencies. Second, it’ll show you what might be working unexpectedly.
It’s also helpful to set up an umbrella metric. Some sort of broader defined goal that can be attained through several dimensions.
For example, you can run a campaign for brand engagement. Instead of just counting views, you can count page views you can count tweets, video plays, comments etc. By defining the value of these before hand, it’ll be easier to be agile later on. If you were planning on driving tweets, but instead find a comment crazy audience, don’t be afraid of encouraging it.
Be flexible, and give your social media time the leeway to improvise.
Was just browsing and really loved Fred Wilson’s latest blog post. Remember, if a VC or any investor is more concerned about their share of the pie rather than growing the pie, then forget about them. You want someone who cares about your company (and to some degree cars about you). Otherwise you’ll be in for a terrible, unfortunate ride.
When you venture into new territory, you have to take on a new mindset and a new set of rules. You have to keep your head up and eyes open and ears perked. Old habits can be dangerous in new situations.
If you send a metaphorical exploratory team out into social media or any new type of venture, you can’t burden that team with goals and metrics you would expect from non-exploratory work. It’d be like sending Lewis & Clark out in business suits.
You also need to remember that returns on exploration aren’t linear. There’s no easy way to decide if or when something will pan out, but do you need to leave some room for getting lost. That’s where serendipity comes from.