![]() ![]() Once this testing had been completed and CleanMyMac X was launched as a primarily SaaS product (with an option for one-off purchase), the focus shifted to maximizing retention of new subscription customers. The first stage was to test the subscription model and ensure it was viable with a sufficient number of existing customers.įor a six-month period prior to the launch of CleanMyMac X, the first SaaS edition of the product, Paddle helped MacPaw to **A/B test** its pricing by channel and geography – working to identify the sweet spot that would maximize both the subscription cost and conversion rate. Paddle worked closely with the MacPaw team to ensure that the shift to SaaS was a steady process, closely informed by customer feedback. How to manage the shift from an acquisition-focused model to one based on customer retention.How to optimize the storefront and billings infrastructure for SaaS customers, and improve communication.How to test subscription pricing levels and assess customer feedback.It turned to Paddle to resolve a number of key challenges around the switch to SaaS: It also wanted to break the cycle of high development costs for new releases, and the risk that customer uptake of these expensive updates would disappoint.Īs a well-established company with a loyal customer base, MacPaw needed to make this change carefully. As a SaaS company, it saw the potential to serve customers better through regular updates that could be shipped to subscribers as they became ready. Since it launched in 2008, MacPaw had typically released new versions of CleanMyMac every three years. It wanted to explore the benefits of transitioning away from software licensing and releasing the newest version of its flagship CleanMyMac product through a SaaS model. MacPaw provides software to help Mac users clean, speed up and protect their devices. ![]()
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