Implementing Usage-Based Pricing for an Auto Insurer

El Desafío

The company had a good product but was stuck. Customer acquisition costs climbed each quarter, organic growth had flatlined, and the sales team spent too much time on leads that went nowhere. They knew the product worked -- they just had no repeatable way to get it in front of the right people.

Nuestro Enfoque

Investigación, Análisis y Fundamentos Estratégicos

• Audited the existing tech stack and identified 14 gaps that needed fixing before anything else could work
• Designed an architecture that could handle 10x the current load without a rewrite
• Created an implementation roadmap in three phases, starting with the changes that would show results within 60 days

Diseño, Desarrollo e Implementación

• Rediseñados los flujos de usuario clave según los hallazgos de la investigación, eliminando tres pasos innecesarios del registro
• Construido un framework de pruebas para que el equipo pudiera lanzar cambios semanalmente en vez de mensualmente
• Añadida personalización basada en lo que los usuarios hacían en el producto, no solo en datos demográficos
• Creados dashboards que daban al equipo directivo una visión clara sin necesitar un analista de datos para interpretarlos

Lanzamiento, Optimización y Escalabilidad

• Escaladas las campañas que funcionaban y cerradas las que no
• Expansión a dos segmentos de mercado adyacentes que los datos iniciales sugerían que convertirían bien
• Firmados acuerdos de partnership con tres empresas complementarias para llegar a nuevas audiencias
• Construidos programas de retención enfocados en los primeros 90 días, donde ocurría la mayor parte del churn

Lo Que Aprendimos

1. Reducing monthly churn by 2 percentage points had the same revenue impact as increasing new signups by 15%. Retention math is unforgiving.
2. Translating the website was not enough. Each market needed different pricing anchors, different trust signals, and sometimes a completely different value proposition.
3. Shipping a visible win in the first 60 days changed the internal conversation. Stakeholders who were skeptical about the project became its biggest advocates.
4. Starting in one market segment instead of three kept the budget focused and gave us real data to work with before expanding. The temptation to go broad early is strong, but the results argue against it.
5. The highest-performing acquisition channel was word of mouth from users who genuinely liked the product. No ad campaign came close.

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