Usage-based pricing is
a consumption-based pricing model in which customers are only charged when they
use a product or service. Usage-based pricing may also be referred to as
pay-per-use pricing or metered services.
In a flat,
subscription pricing model, the user is charged a fee regardless of how often
they use the service. In contrast, a usage-based charge fluctuates according to
what the customer actually consumes. Usage-based billing is not a new concept;
most people are already familiar with this pricing model if they purchase
metered services from public utilities such as electricity or water.
Today, many software
as a service (SaaS) and infrastructure as a service (IaaS) cloud providers are
adding usage-based pricing options to their subscription billing models to help
retain customers. Having a pay-per-use option allows customers to explore how
to use cloud services in a natural manner, without spending money up-front.
Common usage-based
pricing models include:
Advantages
Usage-based pricing
allows for an activity-based management (ABM) strategy in which business
processes are evaluated and adjusted for their cost efficiency by using
activity-based costing. In serverless software development, for example, this
means moving from a subscription-based cloud service to a very granular
function-as-as-service (FaaS) pricing model.
Perhaps the biggest
advantage to purchasing products or services through a usage-based delivery
model is that the model's transparency makes it easy for the business side to
directly align costs with consumption.
Disadvantages
A major disadvantage,
however, is that variable use translates into variable OPEX expenditures, which
can play havoc with budgets and make financial forecasts difficult.
On the provider side,
it's critical that businesses balance usage-based pricing balance with
sustainable, recurring revenue. Because too much or too little usage-based
pricing can compromise a business' long-term growth, many experts recommend
that no more than 50% revenue should be usage-based.
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