Deepshikha Yadav

Hypothesis: Hootsuite last changed its pricing for the professional plan in 2018 and since then has added a lot more value for customers.

Experiment: I created pricing models and proposed three price variants for new/prospective clients based on the business and competitor assessment. We ran the test for three price variations for a total of four weeks on our website across multiple geographies.

After measuring the impact on our primary (week over week signups, trial to paid, customer churn), secondary metrics (impact on support volume, social mentions, customer satisfaction score), and actively monitoring our growth loops performance, we decided to move forward and roll out the new prices.

Outcome: We increased prices by 60% and based on our churn and conversion percentage, Hootsuite is on track to grow its year one ARR revenue by $6.3 million.

Problem: AudienceView's mid-enterprise size clients have lost hundreds of thousands of dollars ($200,000 - $400,000) in payment fraud, chargebacks, and bot attacks for each popular event. In addition to the loss of revenue and high manual intervention, clients regularly face challenges to authenticate ticket buyers.

Solution: We leveraged a third-party solution (Sift) for implementing the rules that would help approve or reject transactions based on customer score.

Approach: We looked at the aggregated client data to create a set of rules that would be presented as 'out-of-box workflows with some expected range for primary and secondary metrics. Once we were successful and confident with the proposed workflows, we opened up the offering to other clients. I also came up with different commercial models for how involved clients wanted to be in managing their workflows.

Outcome: Clients saved approximately $20 million in payment fraud and bot attacks and the chargeback rate dropped by 65%. I created an additional revenue stream for AudienceView amounting to ~$1.3 million/year

Problem: While researching and interviewing for the current gaps in our mid-market performing arts products, I identified a very fundamental problem that never got our attention, ‘how to fill more seats.'

It seems like such a basic need but we never took the problem head-on. We had been focusing on intermediate metrics such as how to make it easier for the customer to purchase tickets. At a much deeper look, the data suggested that the mid-market clients were operating at an average 55% capacity.

Approach: To get the executive buy-in, I created a dashboard in Looker that captured total available inventory VS unsold inventory each month. I also pulled in data from our B2C ticket selling websites to show the inventory and revenue impact that integration can bring.

I took a phased approach of creating an across-platform event distribution channel that helped our clients sell 30% more tickets. In addition to integrating with our own B2C websites, I also proposed integrating with alternative sales channels (TripAdvisor, Travelzoo, TodayTix).