Implementing Usage-Based Pricing for an Auto Insurer

La Sfida

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.

Il Nostro Approccio

Ricerca, Analisi e Fondamenta Strategiche

• 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

Design, Sviluppo e Implementazione

• Ridisegnati i flussi utente chiave sulla base dei risultati della ricerca, eliminando tre passaggi inutili dalla registrazione
• Costruito un framework di test per permettere al team di rilasciare aggiornamenti settimanali invece che mensili
• Aggiunta personalizzazione basata su quello che gli utenti facevano nel prodotto, non solo sui dati demografici
• Create dashboard che davano al management una visione chiara senza bisogno di un analista dati per interpretarle

Lancio, Ottimizzazione e Scalabilità

• Scalate le campagne che funzionavano e chiuse quelle che non funzionavano
• Espansione in due segmenti di mercato adiacenti che i dati iniziali indicavano come promettenti
• Firmati accordi di partnership con tre aziende complementari per raggiungere nuovi pubblici
• Costruiti programmi di retention focalizzati sui primi 90 giorni, dove avveniva la maggior parte del churn

Cosa Abbiamo Imparato

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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