Tennders x GrowthX- Monetization

B2B Logistics services and SaaS

Substitutes and pricing


Substitute	Type	Effort to use	Pricing	Core users	Primary Usecase
Sennder	Digital Freight Forwarding	Medium 1. Only asset based companies permitted (brokers are banned) 2. Only marketplace, some integrations avaiable with enterprise TMS/WMS partners 3. No transparency, and layers of subcontracting	High, over 100k upto 2m	Users from large enterprises like Nestle, Geodis, Amazon,.. (usually an enterprise level acquisition)	1. Sell all available shipments of the company (or, lanes/corridors) 2. Sell trucking services to Sennder 3. Timely payments
Transporeon	SaaS and logistics service controller	Low 1. Complete handover of information and decision cycles 2. Review and support available for premium enterprise users	High, over 350k	Users from large enterprises like Adidas, GaladTrans, DHL, Amazon,.. (usually an enterprise level acquisition)	1. Complete handover of logistics to tools and services of Transporeon 2. Transparency
Wtransnet	Marketplace	High 1. Marketplace with too many companies 2. No filteration, too many fraudulent entities 3. Buyer reposts deal on same marketplace to subcontract 4. No integrations available	Medium, 5000 per month for 5 users	Logistics SMEs and brokers from over 100k companies	1. Post shipment and trucks 2. Negotiate deals and re-sell
TransEU	Marketplace	High- same as Wtransnet 1. Marketplace with too many companies 2. No filteration, too many fraudulent entities 3. Buyer reposts deal on same marketplace to subcontract 4. No integrations available	Low, 119 per user per month	Logistics SMEs and brokers from over 100k companies	1. Post shipment and trucks 2. Negotiate deals and re-sell

are

Retention: Each month, groups of users from SMEs and Large enterprises join Tennders, either on SaaS or Marketplace.

Screenshot 2024-02-08 at 11.40.31.png

Deeper Engagement: Most of the user base is paid users on Internal (10%), Marketplace(20%) and SaaS(40%), where user segments are core and power.
Free users categories
1. 1. SaaS buyer enterprises- Enterprises buying SaaS solution, get to onboard 'x' number of users for free to digitize their partners/providers on their operating environment (provided by tennders)
    Note: The same free users can also have access as free users on the general marketplace.
  2. Marketplace- Users from various companies can join the marketplace to post their shipment and truck requirements.

Willingness to pay:
1. SaaS: willingness to pay is very high, considering the pricing is relatively low for the value offered. The time to onboard is long as the decision cycle to acquisition is high with low flexibility.
2. Marketplace: willingness to pay is medium/decent, as most marketplaces charge over 10x more than Tennders.
  
  What are users willing to pay?
  - B2B logistics has high capacity to pay for services which is marginal(0.1% - 1%) wrt to price of goods. Companies pay upward of 10k per user per annum for digital and networking services.
  Would you be willing to pay recurring or just once?
  - Recurring, as long as services are delivered as per expectations.
  What would make you pay more?
  - For reducing effort and increasing trust and transparency.

Who to charge?

Write the core value prop of your product?

Core value is logistics services that is simple and digitised. It simplified work of buyers and their partners/providers without any extra cost.

Write how your users experience this core value prop?

Posting shipments/truck requirements, negotiating offers, making deals for transactional and bulk/contract shipments.

Write the natural frequency of your product?

Daily

Segment users into champion, loylists & potential loylists

Champion: SaaS power users who spend 6hrs per day on Tennders to transact all aspects of their work and business.
Loyalists: SaaS core and power users who use Tennders SaaS to onboard and digitize their partners/providers.
Potential loyalists: Marketplace users who are consistently buying services and making bookings/deals.

Perceived Value:

Step 1 → Define your product’s perceived value

Efficiency (with access to a network and simplified processes)
Time (New partners/providers)
Dopamine and money (sales activity is a high dopamine environment, deals brokered (with monetary gains and sometimes even a solution to a problem boosts dopamine)

Step 2 → Write the inflection point

Day 1: 1 post made
Day 1: offers received (aha!!)
Day 1: Deal confirmed and documentation generated
Day 2: 5 posts made (inflict limitations of free usage, 5 posts per week)
Day 2: permit only 4 out of 5 posts, negotiate, make deals
Day 2: push to pay for service to post more than 5 posts per week

Note: in B2B logistics, the 'offer' to 'confirmed deal' lifecycle can range from 1 minute to 2-3 weeks, depending on various factors like price, corridor, shipment type, truck type, and driver preferences.

What to charge for?

Time:

SaaS: companies are charged annually
Marketplace: companies/users are charged per month

Access:

SaaS: companies are charged for services they pick per group of users like mini-tender, private marketplace, QuickPay
Marketplace: companies/users are charged based on the number of posts they can make per week and features as add-on

Step 1 → Write the core value prop of the product.

Product currency is by gaining trust: 'experience ratings' generated by product and 'trust badges' given by partners/providers on transactions for exceptional service provided can be used to have preferred access to clientele/providers.

Step 2 → Write the action by which they expereince the core value prop