We were able to land another early client for our SaaS offering and in negotiating the price I was surprised that he proposed that I lower the monthly fee in exchange for a revenue share payment model. His reasoning behind that is to give us a stake in the success of his business. That way we have an incentive to continuously look for ways to optimize his business process through our offering. The problem we are facing is defining the metric that reflects our software's impact on his business from which we will have a % of; is it the difference in net profit before and after using our software, or something else. If any of you faced a similar situation before, I would appreciate it if you could share that experience.
Based on my experience - Revenue share deal with a bigger partner never works out. Unless they invest upfront and their skin is in the game, they'll not too be worried about monetizing your efforts.<p>My suggestion - Ask for minimum guarantee before you invest your time & effort doing it.
> His reasoning behind that is to give us a stake in the success of his business.<p>He's figured out how to shift his costs to you during an economic down-turn.<p>He's probably projecting a down year. If your software hits a home run, he has an even year. Unless he does a lot better than that, he's going to come back to you next year and say "we used your stuff for a year and didn't even break even."
I have actually done a similar deal in my early days. Turned out the management were pathological liars. I would have needed to pay for an auditor to suss out the truth in the accounts they "revealed" to me. They also were too caught up in internal politics which actually lead to their eventual demise. From my very painful data point of one -- never again!
Whether your offering helps or hinders their business is irrelevant to you. You are a provider of software and they pay you to use that. Whether they succeed or not is not your problem. Don't get entangled with their business success.
the only way i would even consider this is if you could strongly and cleanly define some very clear-cut metrics and compensation levels based on them. ensure that you're getting compensated extra for what is effectively guaranteeing different levels of results.
You're investing in his business. You're putting up cash (the monthly fee of your software) in exchange for an ill-defined share of his future profits. It's the same as buying shares in his company.<p>Why would you invest in his business? Don't you have your own business to run?<p>Say this: "I've thought about your offer, and it just seems too complicated to get into. I think it's best to stay with a straight monthly fee. The best I can offer you is [5% off of whatever you offered him before]."