Subject category:
Strategy and General Management
Published by:
Stanford Business School
Version: 1 August 2022
Length: 11 pages
Data source: Field research
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Abstract
On April 12, 2018, Zuora listed on NYSE under the ticker symbol ZUO, becoming a publicly traded company at a valuation of USD1.4 billion. The software company had achieved fast growth in the rapidly expanding subscription economy - and was poised to differentiate itself from the pack by serving both incumbents and disruptors. A subscription company itself, Zuora provided the billing products fueling the rapid growth of the subscription economy. The path ahead meant facing the challenge of innovating to meet an increasingly complex customer base, and rapidly growing companies like Zoom. But sustaining existing customer relationships - in addition to acquiring new customers - was critical for every SaaS company, and Zuora was no exception. The growth leading to the IPO was a clear indicator of the value Zuora's software products provided to customers. How would Zuora differentiate itself from competitors and enhance its subscription business model, but also retain long-time customers by easing the integration of new offerings with legacy enterprise resource planning applications? This ability to compete, to differentiate, and to continue to drive customer success meant it was time for a new blueprint for Zuora's next steps.
Time period
The events covered by this case took place in 2022.Geographical setting
Region:
Americas
Country:
United States
About
Abstract
On April 12, 2018, Zuora listed on NYSE under the ticker symbol ZUO, becoming a publicly traded company at a valuation of USD1.4 billion. The software company had achieved fast growth in the rapidly expanding subscription economy - and was poised to differentiate itself from the pack by serving both incumbents and disruptors. A subscription company itself, Zuora provided the billing products fueling the rapid growth of the subscription economy. The path ahead meant facing the challenge of innovating to meet an increasingly complex customer base, and rapidly growing companies like Zoom. But sustaining existing customer relationships - in addition to acquiring new customers - was critical for every SaaS company, and Zuora was no exception. The growth leading to the IPO was a clear indicator of the value Zuora's software products provided to customers. How would Zuora differentiate itself from competitors and enhance its subscription business model, but also retain long-time customers by easing the integration of new offerings with legacy enterprise resource planning applications? This ability to compete, to differentiate, and to continue to drive customer success meant it was time for a new blueprint for Zuora's next steps.
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Time period
The events covered by this case took place in 2022.Geographical setting
Region:
Americas
Country:
United States