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Stripe Atlas, which helps internet companies get up and running, frequently gets asked questions by software-as-a-service (SaaS) entrepreneurs on how to improve the pricing and packaging of their SaaS products.
After publishing our recent guide to low-touch and high-touch SaaS businesses, we had a Q&A session in our private forums for SaaS entrepreneurs, specific to pricing and packaging.
Some of the entrepreneurs generously allowed us to talk about their pricing strategy publicly, to help the next generation of SaaS companies.
This advice is distilled from my career in running and consulting in various SaaS companies. Your mileage may vary; I'd encourage you to experiment often and boldly with pricing, as it is the easiest needle to move in your company. (The tendency of most SaaS companies is to set prices without much consideration and leave them alone for years at a time. I'd encourage you to revisit them quarterly.)
By coincidence, most of the companies that we'll be talking about sell SaaS on a low-touch model. Pricing for high-touch SaaS is similarly nuanced; we'll cover it in the future.
We've organized the case studies based on the primary market for the products.
Pricing and packaging for things with no physical form
Pricing is easy enough to understand.
Packaging is a jargon word coming from marketing of consumer packaged goods, like soap. In SaaS, it refers to a company that has one particular underlying product that they make available to different customers in slightly different ways at different price points.
In low-touch SaaS, the most common way packages are presented are as different columns in a pricing grid, with each column corresponding to a plan, offered at a different price, with differential access to features or maximum allowable usage along some axis interesting to the business. This might be users (referred to pervasively, and unfortunately, in the industry as seats) or servers or something with a closer connection to the problem domain.
Selling to consumers
Cirtru case study
Cirtru helps match people with new roommates. The customer is the person seeking a roommate, not the person seeking a new apartment.
Their existing pricing:
Our commentary:
Reduce decision fatigue for customers
You're asking the user to make a big decision here: Concierge or Premium listing. Those achieve different goals for different people.
The core insight here is great, which is that some people want to buy a tool and some people have more money and just want to buy an outcome. The desired outcome is "Find me a paying tenant who probably won't skip out on rent or murder me in my sleep."
I'd probably position that choice explicitly:
Find me a roommate. / I want to do my own legwork finding a roommate.
I'd default people into the first option and either deemphasize the details of the second (via graying them out or something) or hide them until someone interacted with the downsell option.
This decreases my cognitive load to make the decision:
"Do I want you to find me a roommate?" Of course yes, that is why I am here.
"How long should we look?"
And my answer to that is probably "I don't know; as much as required, but I want the roommate fast," which suggests to me as the user that I don't conceive of the value of this service along the same axis that you conceive of charging for it. You want to charge for your costs. I don't want to pay you more for concierging longer; I want to pay you more for concierging more efficiently. The ideal for me is probably paying you a success fee.
Whether that is operationally sound for you to offer or not, I don't know.
Sell more; talk less
I'd boil those bullet points down relentlessly. Consider this copy instead:
- We manage your listing on Cirtru and other portals [like Craigslist, presumably? If so, name them.]
- We screen communications; you get everything sorted in one place.
- You talk to only those prospects you want to talk to; you pick your roommate.
$400$250 (limited time offer)
The Cirtru guarantee: We're very good at what we do. We'll refund 50% of the purchase price if we can't find you a roommate in 15 days or 75% if we can't find you a roommate in 30 days.
CoinTracker case study
Consumers are notoriously price sensitive, but sometimes software is sold to individuals who, by construction, probably have a lot of money. CoinTracker is a great example; it assists cryptocurrency hodlers with tax compliance.
Their original pricing:
Our commentary:
Getting the aesthetics of pricing correct matters in B2C
$X.99 pricing is not generally used in business-to-business (B2B) or prosumer (professional consumers) services because it communicates cheapness; I'd suggest you drop the 0.99 accordingly here, for aesthetic reasons. (No series of A/B tests I've ever done generated as many strong opinions as whether it was better to price a product at $49, $49.99, or $50. Despite bikeshedding this to death at several clients, I've yet to see it really matter, so aesthetics win the day. If your data says differently, trust the data.)
Lite / Standard / Premium are weak names for SaaS plans because they don't help a user make an instant decision on which plan is right for them. I'd consider Hobbyist / Active Trader / Financial Professional. And I'd generally advise against having Unlimited anything available for $999. If a hedge fund comes to you and says "Oh, awesome, I want to adopt this for my funds' tax reporting," clearly $999 is the wrong price for that user. Don't anchor the custom services that they almost certainly need to $999.
Charge more, generally
Charge more. Your offering presently labeled Premium has the value proposition "You could spend $5K talking to a non-specialist accountant who would give you the wrong answer here, resulting in you paying tens of thousands of dollars in extra taxes and then get audited anyway because his work product would look obviously fishy. Or you can use our services, get the right answer, and have clearly high-quality work product."
I'd probably increase your pricing to $99 / $499 / $2,499. This intentionally prices out pathological customers on the lower end, who will be exceedingly difficult to deal with. It is my impression that this market is rife with them and that they will require a lot of hand-holding.
If a person didn't make tens of thousands of dollars while doing 1,000 transactions in 2017 in cryptocurrencies then, bluntly, there is something wrong with that person's ability to make good decisions, and you should probably not seek their custom.
Charge more for priority customer service
What does "Dedicated" customer service mean? Does that imply that the lower plans don't have CS available? That's probably not the optimal way to phrase it; I might phrase it as "Priority" customer service.
This is an easy thing for any SaaS company to operationalize, by the way—all you need is a special email address that e.g., adds a label in your ticketing tool or gmail inbox, and then you read that label first every day while you're answering email. That is all priority has to mean.
This is one of the easiest ways available to get price-insensitive customers to self-select as price-insensitive. Many SaaS entrepreneurs are emotionally discomfit by optimizations like this. You shouldn't be, if you have confidence that your product works as described; a well-off person telling you "I am willing to pay extra for the white glove service" is not only doing that with regards to your firm. They are reaching back across their history of working with other firms and declining to use the cheapest available service because their experiences with commodity services have not been wonderful. Telling them that you have a premium service available gives them permission to adopt your service, which is in your mutual interest, and helps you subsidize the availability of your service to more price-sensitive customers on your other plans.
(If you've followed the cryptocurrency space, you probably understand why many investors might have the reasonable fear that your baseline expectation for customer service is "Feel free to send an email to /dev/null." Making it clear that you answer your emails is a differentiating feature in this space.)
Selling to undifferentiated SMBs
The SaaS industry often describes sales of very horizontal applications as "selling to SMBs," even though small-to-medium-sized businesses (SMBs) have a more official definition at various governmental agencies than "Well it's not an individual person and not Boeing, so it must be an SMB."
Entrepreneurs new to SaaS often assume that most SaaS is sold to undifferentiated SMBs. This is probably not accurate; while there are many examples of software products that are very horizontal (sold across a variety of industries, customer archetypes, and sizes of target firm), much SaaS is actually very targeted.
This makes advice for SMB pricing a bit harder to give in the abstract, and as you'll see, a lot of the opportunity is using pricing/packaging to assist your efforts in honing in on a concrete understanding of a target customer and delighting them, as opposed to being mediocre for a larger audience.
FormAPI case study
FormAPI (now called DocSpring) makes it easy for programmers to generate PDFs.
Their original pricing:
Our commentary:
Pricing a SaaS for technical users
Should I remove the credit card form on the sign up page? I've found that most people who sign up continue paying for the service. If I offer a free trial that doesn't require a credit card, does that usually result in a higher number of conversions?
An excellent question. Net on net, removing the CC required up front decreases conversions in the early life of a startup, until you're sophisticated with regards to onboarding, in-app messaging, lifecycle email, and direct reachout by a customer success team. I would not suggest you remove the CC required from this free trial.
How many plans should a SaaS have?
You should expose few decisions to your users at sign-up. Attempting to forecast their use in advance is challenging for many users, so you should have less gradations between usage and give plans names that help users bucket themselves.
I count eight plans. I would recommend you condense to three plus "call us for enterprise pricing" presented on the page. If you do have users that appear in all of these buckets, present three plans but keep the other ones in reserve; you can hide their existence on the pricing page until a link is clicked on, run a window over the plans (showing only a subset at any given time), etc.
For example:
Your pricing page should continue the sales message
From starter plans to on-site and enterprise solutions—Choose the plan that's best for you.
Nothing here promises value to the user; it's all about mechanics that only you care about. Instead, you should reiterate what FormAPI does and why the plan they pick will be right for them:
Save weeks of development work on PDF generation; fits easily in the budget for any project.
Moving upmarket toward the enterprise
You've indicated a desire to attempt to sell this in a high-touch fashion, and that is a natural evolution for many SaaS apps that start targeting developers but find themselves adopted by materially sized businesses. Your goal for the first 10 times you attempt to sell this to a large customer is not to get the price correct; it is to thoroughly understand what your users want out of this software and what it is worth to them. Charge based on that.
Knowing nothing about a particular enterprise user, I would assume that for most of them this simply saves them 2~4 weeks of dev time at a fully loaded cost of $25K a month plus maintenance, and accordingly I would probably start offering them two options:
- $10K a year for our SaaS offering, which we either host for you or let you use on-premises
- $25K one-time license + $5K a year maintenance commitment for the source code; you host it.
I would probe a lot with regards to what their expectations were regarding support SLAs; anything better than what you'd offer a $500 a month account gets a line item added to the invoice, and that line item should cost $10K.
You should certainly walk up your prices if you discover that FormAPI is key to the processes of materially sized businesses. If an insurance company builds their entire business around shipping forms between them, suppliers, and regulators, and they are on FormAPI, then that is a six-figure deal, minimally.
Humble Dot case study
Note: In the time since we published this guide, Humble Dot has closed its doors.
Humble Dot was a broad B2B app that helped teams keep informed about what other team members were working on. This was their pricing:
Our commentary:
Time for me to deploy my catchphrase: Charge more.
The cost of $50 per month is not an appropriate maximum price for this product, because it will be instituted at materially sized businesses to manage teams of professionals, and no initiative worth the repeated effort of professionals caps out near $50 per month. The best customers of Humble Dot would spend more on coffee discussing buying it than they would on actually buying it; that seems like a poor allocation of value.
Pricing pages should continue the sales message
Humble Dot's pricing page leads with:
Transparent and Flat Pricing
I would strongly encourage you to have the title of your pricing page act like a sales representative. You have a mental image in mind of someone who has arrived at this page, right? What is your one-thought encapsulation of why they would buy Humble Dot? It can't be simply that you're offering Transparent and Flat Pricing, because I can offer you Transparent and Flat Pricing for a tuba, and you are not particularly enthusiastic about buying a tuba today.
I would encourage you to try a headline like:
We cost a lot less than not knowing what happened this week.
Similarly, your subheader is giving me a response to a pricing objection. Do you know I have a pricing objection? I am probably on the pricing page because I have a pricing question, not an objection. Additionally, that is a very niche objection: If my company grows to the point where it has 100 people using Humble Dot, that doesn't make it 50x as expensive to me as when there were two people using Humble Dot; it makes it 2,500x more valuable, because the communication overhead of pairwise status updates increases at approximately O(n^2).
Don't sell unlimited anything
Think of the largest customer that you can conceive of using HumbleDot. How does the anchor of "Everything we offer costs $50/month, flat" impact your pricing discussion with that customer? It decimates your ability to charge appropriate amounts for the software.
The impact of a relatively small business division missing its targets this quarter is hundreds of thousands or millions of dollars. That is the number you want to anchor enterprise sales against, not $50. You could pull teeth to get "ten freaking times what you usually charged" or you can step into the reality of B2B sales, where the cheapest service you can conveniently describe—taking out trash so your employees don't have to—starts at about $800 a month because it isn't even worth discussing a number below that with a business large enough to afford an office.
I would probably have the $50 flat plan for companies up to 10 employees, after which point their minimum possible payroll is, what, $30K a month or so? (Assumptions: full-time white-collar employees in countries with costs similar to the US.) After that, $5 or $10 per employee sounds totally reasonable. You will likely "cost" your best customers more than that in staff time just filling out the updates—and, again, imagine how valuable those updates are.
FirmA case study
FirmA, whose name we've obscured at their request, automates financial performance analysis for businesses. They sell directly to end users and through accountants as a sales channel.
Our commentary:
Minimize distinct products sharing a single pricing page
I would probably pitch your product for end users and your product for accountants separately, on two separate pricing pages. You can link each page to each other in case someone ends up in the wrong place.
This would free up both mental bandwidth and visual real estate for having multiple pricing plans, which you should almost certainly have. This product creates 1000X+ as much value at a $10 million a month company as at a $10K a month company, right? Why would you charge them the same amount?
Directly price discriminating by customer success
I'd probably make the axis to differentiate plans from each other revenue tiers: up to $500K yearly, $5 million yearly, $50 million yearly.
I think you're likely targeting ACVs of ~$500 (your current pricing), $5K, and $20K+ given those rough tiers, and that you'll likely have to increase your level of sophistication on sales and service delivery to get into the higher tiers, but positioning yourself as capable of servicing them makes the entry offering more credible.
Using channel strategies
I love the idea of selling through accountants as a channel strategy. (This is when a SaaS company sells to a party with a relationship with a pool of customers in return for that party selling their product through those relationships. Typically, this results in the channel taking a cut of the price the end user pays.)
You do not explicitly make the case for it here, which is that it allows accountants to benefit from the upside of selling a high-margin software product in addition to their lower-margin services work.
As a note for folks who haven't worked in a consultancy before: You can model the margins in an accountancy at about 30% given that the accountancy has to pay salaries and expenses related to the employee accountants who do most of the work. When the accountancy adds a line item to their invoice for access to your software, that line item has ~80% margins. This is pretty attractive as an upsell for them, and for SMB-focused accountants, which do a supermajority of their billable hours for the year in tax season, it gives them both things to bill for in Q2 through Q4 and also an ongoing reason to be in touch with their clients. Services businesses generally benefit from improvements in their offerings that increase the cadence at which they are in front of their clients. It leads to happier clients, more opportunities for follow-on work, and more opportunities to collect referrals.
As this example demonstrates, it is helpful to thoroughly understand the business of one's customers and/or channel partners. Understanding allows you to make relatively small changes to your offering that create outsized value for them. Often the changes are, by the standards of a software company that can quickly write code, almost trivial to deliver; for example, co-branded or whitelabeled PDF reports would likely be very compelling for accountancies using your software to give their customers the impression of bespoke, authoritative guidance without costing professional time on high-quality one-off visual design. That feature is relatively easy for a software team to deliver but has impressive "wow factor" both for the channel partner and the end user.
Vempathy case study
Vempathy helps use AI to analyze user interviews and usability tests for their emotional content.
Their existing pricing:
Our commentary:
Minor comment: Nobody can "Choose plan" on Enterprise/Agency. I prefer the call-to-action "Call us" or "Speak with us," in both cases directing someone to a contact form. You should not offer a 14-day free trial of your enterprise offering; you can build the demo into the sales process.
Can I recommend that instead of the Free plan getting a column that you immediately demote it to text under the columns with similar visual weight to "No risk, 30-day money-back guarantee"?
Consider the copy We also have a free plan that does not offer analysis and hyperlinking "free plan."
Is it clear from the pricing page what we charge customers for?
I read pricing pages for a living, which is not the case of most users of pricing pages. That said, the plan names are reasonably good and descriptive, so I think I'd be able to bucket my business accordingly based on them. (I might still tweak them, but they're a lot better than Bronze/Silver/Gold, which would make me have to actually read what was included.)
I'd encourage you to make the pricing page less about the transactional details and more about winning the sale.
Don't call the pricing page the pricing page on the pricing page
Plans & Pricing is a good title tag for SEO purposes, though I would generally put the product name in it as well. Plans & Pricing is a terrible headline; it chews lots of visual weight and customer brainsweat without paying its rent in improved conversions. The UX designer you're selling to knows they're on the pricing page; they just clicked a link or Googled with the specific intention of opening exactly this page.
A perhaps better headline, in a style that I've used to effect in my own software companies, is: "Pays for itself with a single [Concisely articulate your value]."
"Pays for itself with the time you'll save analyzing one UX experiment," for example. You might have wording that people connect to better than that.
Is the barrier to trial low enough?
If anything I'd be looking to raise the barrier. How would you communicate that this is the very valuable AI-assisted emotional analysis software used by the most sophisticated UX designers and researchers? I would demote the risk reducers to their proper status as minor details.
Do you think the pricing tiers make sense with regards to limitations and price points?
Two unlimiteds is at least one unlimited too many; I think you could probably eliminate "Unlimited Collaborators" without affecting the vast majority of customers. You can clarify it later on the page for people who are worried they have to pay per seat.
Charging based on AI-analyzed recordings as the primary axis makes sense. I think that is likely so much more valuable than having multiple teams/projects that I'd consider hiding the number of teams/projects from this table and only exposing that limitation in the software. See if anyone hits it. (If they complain that it wasn't disclosed before purchase, upgrade them for free. I anticipate nobody will care, which means it doesn't need to be on this page.)
Should we include an exhaustive features list?
Will it cause someone to choose to buy the software? Probably not. Instead, continue the sales message: How specifically does this reduce the amount of human work to pull stunning insights from user recordings? Put that on the page; supplement with details about features where appropriate.
Selling to tight verticals
It is generally easier to sell into SMB verticals (a particular industry or customer archetype) than across all SMBs, because it is easier to laser focus on their specific needs, understand the factors that impact their business, and speak the language of your users.
KitchenWhiz case study
KitchenWhiz creates kitchen plans for homeowners and professionals like carpenters.
Their existing pricing:
Our commentary:
SaaS entrepreneurs overestimate the benefit of low prices early
Many SaaS entrepreneurs describe their products as less mature than the incumbents and therefore they price far under the incumbents. This is almost always a mistake.
Your customers are not buying KitchenWhiz because it is bad but attractively priced. They are buying it because your value proposition is "It produces beautifully designed professionally produced kitchen plans easily." Your customer is likely in the trades and this is a revenue-producing tool in their business. I would encourage you to ask them what a single remodeling job typically costs; I suspect that they quite literally discard more materials as waste than they spend on KitchenWhiz at any of your contemplated price points.
You already are a revenue-producing tool for your customers, and you're going to quickly iterate on this product and make it even better than it is now. You should price a bit ahead of where you think your maturity is; this lets you "grow into" the new price as your customers discover and onboard with you, and prevents you from having to go back to them and ask them for more money in the near future.
I would probably sell three packages of KitchenWhiz, with arbitrary contents in them that I leave to your best judgment. These price points are my default price points for a B2B SaaS sold on the low-touch model; they work across a range of firms and industries.
Monthly: $49 / $99 / $249
Annually: Same as above, but with one month "free"
If you sell literally none of the $249 a month version then you can do away with it if you feel that is useful, but I think the market may surprise you.
Note that this proposed pricing is 10x to 50x the maximum pricing contemplated by the existing pricing. This demonstrates the power of doubling down on the B2B market when you have a product that could theoretically be used by a consumer or a business. AppAmaGooBookSoft are doing their best to convince customers worldwide that software should be free (or as close as makes no difference) and subsidized by extremely lucrative advertising/hardware/ecommerce/etc. ecosystems attached to it. That is a hard market expectation to go against.
If you want to price SaaS sustainably, you probably want to target primarily business users.
Generous refund policies are to your advantage
I would generally encourage software sold on the low-touch model to offer refunds to customers who are dissatisfied. Refunds do cause a short-term cash-flow hit, but dissatisfied customers are a much bigger threat to your business than that cash-flow hit, because dissatisfaction that you don't know about causes churn that is hard to control.
You should eagerly encourage customers who are very unhappy about your services to tell you why and with specificity; consider the refund a small consulting fee you're giving them if it helps you.
Additionally, customers who are dissatisfied with a SaaS company's services can always escalate the decision to not refund to their bank. The bank will often take their customer's side over yours, since you are not their customer. It will be difficult for you to prevail in a dispute along the lines of "They promised me the software would do X/Y/Z but it didn't, so I asked for my money back and they said no." Answering that dispute is a poorer use of your time than talking to customers or building software, and you likely wouldn't win it even if you were entirely accurate in describing the software.
To demo or not to demo?
You're trying to strike a balance between conversion rates and learning with the decision to offer free trials or not. I would maximize for learning right now: offer a call to literally everyone who starts using the software. Use it 80% for learning about their business and 20% for showing them the important parts of your software.
You should use these calls for customer development and for sales, not training—if they have questions, note them for later and produce screencasts or similar that you can show to everyone.
I would probably use the fact of the call and concierge onboarding to tell everyone that of course you charge for your services, just like they charge for their services, but that as a limited-time offer you'll retroactively waive one month of fees if they can commit to a 15-minute conversation about why the software didn't work for their needs.
This is effectively a demo but puts the onus on the user to organize themselves to actually use the software or feel embarrassed, as opposed to the typical free trial, which is just "Try it, or don't; either way really." Committing to putting a software product through its paces is real work that software people, as inveterate early adopters, often underestimate. You're asking a busy professional to change the way they do business with respect to an actual project with an actual customer who has an actual kitchen on the line. If you do not project manage them in the adoption of your software and process, you can reasonably expect for them to not make effective use of your trial during the time limit, mooting any benefit of it being available.
This is a very common failure case for free software trials; they carry a cost which, despite not being charged to a credit card, is much more material than software people give it credit for. We like them too much, and we should be more considered about whether offering them is in the interests of our businesses or our customers.
Publica case study
Publica helps authors sell digital publications online. Their current pricing:
Our commentary:
Name pricing plans to sell them to the right users
The only purpose of the name of a plan, as communicated on the pricing page, is to provide the right customer the right nudge to choose that particular plan.
If you think of the sophistication spectrum among authors who publish their work online for money, I don't think "Initial" likely helps any to make the correct decision; I would call that plan Hobbyist, both because it helps people who have yet to sell their first book select into that plan, and it helps professional authors, who are quite vocal about that being their primary career identity, select out of the cheapest plan.
"Author" is a better name but perhaps not wonderful. How would you feel about Professional, Professional Author, or Midlist Author? (Midlist is a term of art in traditional publishing.)
Flagging a plan as recommended often increases the number of people who select it, but I would probably not name the plan "Recommended." I might describe it as an Imprint (if I suspect my customers are either traditionally published authors or emotionally affiliated with the same) or something suggesting a small business (Cottage Publisher, perhaps?)
You asked:
Right now we're giving a 14-day free trial period to any lead, but we still ask for the customer credit card to start the free trial. Should we remove that requirement? I'm afraid that by doing that we might get more trials but have them be less qualified.
You are almost certainly correct: most B2B SaaS companies find that removing the credit card requirement increases the number of free trial signups they get but decreases the activation rate (the number of users who make material use of the software) and conversion rate to paying use. It is generally not worth it early in the lifecycle of your company. (Your business needs to be capable operationally of doing fairly sophisticated work to nurture customers to activation and then convince them to part with their credit card details later in the trials for it to win net here.)
Our plans have a lot of features; should we put them all on the pricing columns or only the ones that matter?
You should only include the most salient details on your pricing page. If there is a difference between plans that is not salient to your customers or to you, it should not be a difference between plans; it creates engineering work for you and frustration for your customers without doing the one thing that feature differentials are supposed to do, which is convince people to pay more for the software.
Do we need to offer different features on each plan or only different amounts of the maximum usage?—i.e, right now we charge a monthly or annual fee based on the number of users and publications each account has.
Fundamentally, the purpose of charging different amounts for software is that different users get different amounts of value from the software, and that you want to capture some portion of the differential value created between your least successful user and your most successful user.
All decisions about the pricing page are optimizations to approximate the value creation curve and charge for it.
The number of users/number of publications is an approximation for value created. Use of more sophisticated features might be another way to approximate. Is there another approximation available?
I would suggest that the best approximation for value created by a publishing platform is probably the amount of money it enables your customers to earn, and therefore I would probably charge based on count or total sum of transactions facilitated. George R. R. Martin should pay more than a hobbyist recipe book author, even if they have the same number of titles.
(Relatedly: I think your tiers are far, far too generous, if I understand them correctly.)
We have different customers with different needs. Is it OK to have different pricing models for each? For example, for publishers we charge based on how many publications and users they have. Universities have many, many more publications by nature of how they operate; we only want to charge them based on the number of users.
Absolutely yes! This is not done much by smaller SaaS businesses, because of the operational complexity and the degree to which it requires you to understand and operate in different market segments, but it is entirely possible for you to have "special academic pricing," "the university edition," etc.
You do not need a differentiated feature set to justify this; it can be entirely a marketing decision. The fundamental insight is that universities have incentives that are very different than for-profit publishers and that, since their incentives are different, treating them as if they were equivalent is not wonderful for either group. They also likely respond to different marketing messages, will have different feature needs in the future, and have a different value proposition in mind for working with you. Packaging the software differently to them helps you to discover and address these differences in the market.
FirmB case study
FirmB, whose name we have obscured at their request, sells a Shopify plug-in that assists ecommerce businesses in optimizing their conversion rates.
Their original pricing:
Our commentary:
I'd name the plans a bit differently: Small Store vs. Sophisticated Ecommerce Retailer vs. Enterprise, maybe. Who can resist saying that they're the sophisticated one?
Anchor your prices to the cost of experts
Businesses buy benefits, not features, so "Unlock advanced features" is unlikely to convince someone to upgrade from Essential to Business.
I might position that as: Like having your own automated CRO agency, at a fraction of the cost.
Do you know what ecommerce companies pay for conversion rate optimization (CRO) specialists? I have some knowledge of what the typical rate cards are like in that industry. When I did CRO for software companies I charged $30K a week. That is probably above the price point for most firms that are hosted on Shopify, but they certainly aren't paying only hundreds of dollars per engagement. Accordingly, I would walk up the price of the Business offering and explicitly compare it in your sales material to hiring a CRO agency (minimum buy-in: $5K per month) or adding a CRO specialist to the team ($100K or more a year even for relatively unproven junior employees, when you evaluate the total cost of employment).
Incidentally, new business owners don't model the true cost of employees' time correctly. Assume the total cost of a white-collar employee is about 140% of their quoted salary; that's a good enough approximation to price SaaS against their true fully loaded cost rather than their salary. Businesses have to budget for fully loaded costs, inclusive of taxes, benefits, required contributions to social insurance schemes, and overhead.
It is to your advantage, when anchoring against the price of employees, to anchor off their true fully loaded costs rather than their imaginary nominal costs (the salary number).
Pricing bundles effectively
I think that you effectively have an offering that bundles multiple discrete offerings that are popular on Shopify, correct? I would consider pricing your Essential plan up to $49 and then offering a less prominent (not a column, just a textual option below the main pricing grid) Getting Started plan at $29, which would allow only one widget (at any time). This lets price-conscious firms dip their toes into the water without cutting off the revenue from the substantial fraction of ecommerce shops that are actually legitimate businesses that pay for healthcare and everything. The difference between $29 and $49 is immaterial to them but certainly isn't to you, once you've signed hundreds of them.
I'd price $199 to $249 immediately (since they're perceived as the same amount by users); I'd probably price it higher than that, too, after you have dialed in the value provided via, for example, concierge onboarding.
Concierge onboarding
Want a great way to increase your conversion rate to mid-tier plans like the one you described as Business? Offer free consulting services that are bundled in with the offering and focused on getting someone onboarded successfully; this is often called "concierge onboarding." If you're worried about the amount of time required, you can restrict them to companies that elect the annual plan. (You should have an annual plan.)
Concierge onboarding makes your users more likely to successfully convert and more successful (so they are less likely to churn). In addition, early in the business it adds wonderful opportunities to talk with your customers and make sure you're building the right features, training material, and workflows to meet their needs.
It also gives people who are less price sensitive a reason to hang their hat on your higher-tier offerings. What if I am making $500k a month of high-margin sales but simply am not sophisticated enough to know what multivariate testing is? Concierge onboarding helps me get into a detailed conversation with you, where you provide outstanding value by getting the plug-in set up to start increasing my sales automatically, and the opportunity for you to sell me on the value of multivariate testing. It's a win-win.
Selling to sophisticated businesses
Sophisticated businesses have, generally, greater ability to pay for SaaS because the right SaaS creates more value in their businesses. This is orthogonal to its complexity, degree of "secret sauce," or what it actually does.
Accordingly, SaaS companies that sell directly into sophisticated businesses by construction should price at a premium to companies that are selling to the broader B2B market. Companies that sell across a variety of verticals should, where possible, segment out sophisticated businesses and package the offering so it delivers them premium services at the (substantial) price points they are used to paying for valuable services.
Geomodelr case study
Geomodelr sells into the oil and gas industry. Their existing pricing:
Our commentary:
Free is not a compelling value proposition to well-monied buyers
Historically, companies have offered software for free or nearly free to benefit from the software spreading as wide as possible. This is of sharply limited utility in selling B2B services, because price is often a proxy for value, particularly among savvy customers who are in industries that are (to pardon a pun) gushing with money.
Does "free" communicate to an oil company that the data/analysis/etc. produced by your report is reliable enough to place a $X00K capital investment or a $Y million mineral rights lease? Does free comport with the values of decision-makers in mining companies? Do they expect to get accounting or legal or insurance free?
I would discontinue the free version immediately. Send an email to existing free users saying that you've discontinued the offering and that you will honor their pricing for forever and, as a special reward for their loyalty in the early days of your company, you will give them a 20% discount to the paid version.
Going forward, while you can make tactical use of a limited free trial, you should probably not provide commercializable services for free again.
How to present yearly pricing
In the traditional SaaS pricing grid, there is a huge distinction between columns. Choosing between columns requires a Consequential Decision by your customer. You should minimize consequential decisions.
Monthly versus annual billing shouldn't be a consequential decision.
The majority of your customers should not have strong cash-flow considerations dominating their software budget, because they're highly compensated professionals in a capital-intensive industry that is happy to pay for engineering services. I would have the core offering be the yearly plan and have a toggle box to select monthly.
Have multiple packages
We've gotten rid of your free plan and consolidated the decision about billing cycle, so your company has essentially one package that it is selling now. There should probably be more than one package available, to offer an appropriate incentive for companies that receive a lot of value to tell you "Actually, I receive a heck of a lot of value from this" and, simultaneously, convince them to pay more than companies that are more marginal to you.
I'd probably adjust your price points to $2.5K annually/$250 monthly for the core package (the first of many moves upward) and then test another price point at $10K annually (with either no monthly option or a $1K per month but billed quarterly option, to minimize how many checks you have to chase).
What goes in the more expensive offering? I don't know. I'd start by putting priority support in that, and then see what customers asked for.
Consider moving upmarket to the enterprise
I'd also probably add an Enterprise offering where people have to call you for pricing. On your first dozen calls, you should just try to understand what they need out of the Enterprise offering and whether you can provide it. (If you are not comfortable doing that, call your existing paying customers; ask if they pay more than $50K a year for any software, and if so ask what they would need from you to justify paying more than that ballpark for you.)
We can help you, too
Whether you're running a company or just thinking about it, we'd love to hear of what challenges we could help you solve. Drop us a line at firstname.lastname@example.com if there is a subject you'd like to see us cover in more detail.


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For more information or toschedule an appointmentplease call:877-800-6443
Mattituck Hypnosis New YorkWeight Loss Hypnosis - Stop Smoking Hypnosis - Mattituck NYHypnosis Training - Overcome Fears & Panic- Public Speaking Hypnosis Mattituck NY Programs that Change Lives...
We consider it a privilege to help people in Mattituck NY who are committed to improving their lives. We offer programs that combine Hypnosis, Neuro Linguistic Programming - NLP, and Life Coaching.
Hypnosis is a completely natural and healthy way to change unwanted behaviors and to improve quality of life. While in Hypnosis, positive suggestions can be directed to the subconscious mind, making it possible to eliminate limiting beliefs and counter-productive habits in a very short period of time. Though relaxed, clients remain aware and in control. Your Consulting Hypnotist is your guide through this amazing healing journey, and you work together every step of the way.
By utilizing either our single therapy sessions or our specialized combination sessions, clients find a simple and natural transition into their desired state of positive change.
Hypnosis Today for a Better Tomorrow...
"Therapeutic Hypnosis is proven to be the most effective and fastest route to solve emotional issues!"
The Average Success Rate for...
Psychoanalysis was 38% after 600 sessions.
Behavior Therapy was 72% after 22 sessions.
Hypnotherapy was 93% after only 6 sessions!
Source: Psychotherapy Magazine(Vol. 7, No.1, Alfred A. Barrios, PhD)
Did you know that 90% of your thought capacity is controlled by your subconscious mind?
Unlock the power of your subconscious, and free your mind to accomplish amazing things!
Clients seek out hypnosis for many reasons including quit smoking, lose weight, confidence, motivation, sleep, insomnia, stress management, nail biting, sports performance and improvement, panic attacks, phobias and fears, public speaking, self-improvement, panic disorder, regression therapy, memory improvement, study habits, surgery preparation and recovery, improved creativity, pain management, performance anxiety, stuttering, fear of flying, addictions, concentration, guilt, grief, sadness, procrastination, relationship issues, child birth, and empowerment.
We also provide hypnosis training to clients who want to learn hypnosis and the many hypnotic techniques, including self-hypnosis, which will enable them to help others as well as themselves. For those who are unable to travel, we offer hypnosis download, hypnosis CDs, online hypnosis, webcam hypnosis, and phone hypnosis sessions. Hypnosis allows our clients to accomplish positive change and success from within.
I've always had weight issues, and I always will. I just can't get past this weight, it's genetic. My parents were overweight and so am I
You know what it's like if you've tried to stop smoking...
The days seem to stretch on and on...
It's those days that make the tradeoff of being healthier just not seem important enough... so you dive down deep into your hiding place for the "just in case" pack and start smoking all over again and say to yourself
I am just not strong enough to kick the habit!
You have been asked to give a presentation to the top executives in your company...
You spend night after night preparing, staying up until 2 or 3 in the morning
You start sweating when you imagine being in front of all those people, staring at you and judging your every word and every movement
You tell yourself, I just know I am going to freeze up!
Do these beliefs sound familiar?
A belief is simply a thought that's been made a habit. Some beliefs have been so habitualized that you don't even notice them anymore. By utilizing hypnosis, we can help identify and eliminate beliefs that do not serve the client.
New Studies Show that Hypnotherapy can Conquer just about Any Bad-For-You ObsessionHalf of People who used Hypnotherapy to Stop Smoking were still cigarette-free in 6 months, versus just 16% of nicotine-replacement users and 25% of people who went cold turkeyPeople who did hypno- and talk therapy were able to lose more than twice the weight of their counterparts who did talk therapy alone Glamour 8/08
A growing body of research supports the ancient practice as an effective tool in the treatment of a variety of problems, from anxiety to chronic painNewsweek 9/04
There's entrancing news about hypnosis; it's gaining credibility as a treatment for a multitude of troubles, from nicotine addiction to post-traumatic stress disorderBusiness Week Feb 2/04
Hypnotherapy for Smoking Cessation Sees Strong ResultsScience Daily Oct 24, 2007
Mattituck NY Hypnosis New York is also proud to offer Past Life Regression and Life Between Lives sessions. We strive to provide the best hypnosis sessions and the best hypnosis training to clients in Mattituck NY and around the world.
Binging and Overeating are often tied to emotions and feelings like loneliness, sadness, anger, frustration, boredom, and depression. Much the same way you would not put gasoline into a car in response to a check engine light, feeding a feeling with unhealthy or large portions of food does not address the emotion you are experiencing. The Mattituck NY lose weight hypnosis program can help you break the cycle and allow you to eat for refueling and survival only.
Obesity rates are at an all-time high. Statistics vary, but approximately 65% of Americans are overweight. Why is it that so many of us are overweight? There are several major unconscious limiting beliefs or factors that keep us overweight.
These are limiting beliefs that we can be free of.
People who did hypno- and talk therapy were able to lose more than twice the weight of their counterparts who did talk therapy aloneGlamour 8/08
The Mattituck NY hypnosis lose weight program can help you identify what triggers you to eat and allow you to respond appropriately. Your subconscious mind will help you make the healthy choices that allow for accelerated and positive change.
Mattituck NY Hypnosis can help reprogram your mind and facilitate behavioral change.
The Mattituck NY Weight Loss Hypnosis, 5 Step Program
While in Hypnosis, Suggestions Will Be Introduced To
Numerous scientific studies have emerged in recent years showing that the hypnotized mind can exert a real and powerful effect on the body
Wall Street Journal, Oct 2003
Do you reach for a cigarette when you are bored, depressed or stressed?
Do you smoke right after work, during a break, after a meal, or first thing in the morning?
Do you find that you automatically reach for one when you are having drinks, walking, or on the computer?
How many times have you thrown away your last pack of cigarettes, only to find yourself waiting in line to buy another one?
Logically and consciously, you know that you want to quit smoking for all the right reasons, but you do not have the will power. The Mattituck NY stop smoking hypnosis program can help you reprogram your subconscious mind and remove your emotional, ritual, and physical connections to smoking. Hypnosis can help bring your subconscious mind into alignment with what your conscious mind truly desires. Sessions available in New York City and Queens, NY.
The leading cause of preventable deaths in the U.S. is smoking. Approximately 1 out of every 5 deaths in the U.S. is attributable to smoking. Approximately 400,000 Americans die per year from a smoking-related illness. The average smoker spends about $1,825 a year on cigarettes. So why do so many of us start, and continue to smoke? There are several major unconscious limiting beliefs or factors.
These are limiting factors/beliefs that we can be free of.
Half of People who used Hypnotherapy to Stop Smoking were still cigarette-free in 6 months, versus just 16% of nicotine-replacement users and 25% of people who went cold turkeyGlamour 8/08
Mattituck NY Hypnosis can help reprogram your mind and facilitate accelerated behavioral change.
The Mattituck NY Hypnosis Quit Smoking, 4 step Program
Mattituck NY hypnosis offers thorough and expert hypnosis training in Midtown Manhattan, NYC in a friendly, small group setting. You will receive personal attention, ongoing mentoring, and support by our instructor and staff. All classes are experiential, educational, and enlightening. You become a Certified Hypnotist in our core training after 70 hours of intensive class instruction and 70 hours of independent study. The training includes dynamic instruction, hands-on practice, and supervision as well as individualized mentoring.
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Your instructor, Eli Bliliuos is a Certified Master Hypnosis Trainer, an NLP Practitioner (Neural Linguistic Programming), and a Consulting New York City hypnotist who has been certified by the International Association of Counselors and Therapists and the National Guild of Hypnotists.
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Taking Hypnosis Training to New Heights!
No matter what fear or phobia you have, and there are more than a thousand of them, you don't need anyone to tell you how restrictive they can be. You may have tried facing up to them in the past, but unless you were successful you probably now have a strategy of avoidance. This in effect means that you will do anything to avoid being confronted by the thing, event, or situation that the phobia is associated with.
Hypnosis can help with problems from anxiety to Pain
Newsweek 10/2004
You know logically that your fear is out of proportion. You know intellectually that what you fear will probably never happen but it does not stop the feeling of panic that comes over you. You can feel anxious, nervous, your heart feels like its beating faster, you may feel hot and even break out in a sweat... and all you want to do is run away. Logic does not help you because this behavior, this reaction is outside of your conscious control. It actually comes from your subconscious mind.
The Mattituck NY Hypnosis 6 Step Fear/Phobia Management Program
Under Hypnosis, Suggestions Will Be Introduced To Help
We are proud to service the residents of Mattituck NY and strive to always provide the best hypnosis sessions and the #1 hypnosis training in New York and the tri-state area.
Click Here to Read our PRIVACY POLICY

subset: commoncrawl


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Merlin's weekly podcast with Dan Benjamin. We talk about creativity, independence, and making things you love.
Merlin's weekly podcast with Dan Benjamin. We talk about creativity, independence, and making things you love.
"What's 43 Folders?"
43Folders.com is Merlin Mann's website about finding the time and attention to do your best creative work.
Getting started with "Getting Things Done"
Merlin Mann | Sep 8 2004
This article was originally posted during the first week of 43 Folders' existence, and, pound for pound, it remains our most popular page on the site. Please be sure to also visit related pages, browse our GTD topic area, plus, of course you can search on GTD across our family of sites. I'll be talking a lot here in coming weeks about Getting Things Done, a book by David Allen whose apt subtitle is "The Art of Stress-Free Productivity." You've probably heard about it around the Global Interweb or have been buttonholed by somebody in your office who swears by GTD. (It probably takes a backseat only to the Atkins Diet in terms of the number of enthusiastic evangelists: sorry about that.) Like I did the other day with Quicksilver, I wanted to provide a gentle, geek-centric introduction to Getting Things Done, so that you can think about whether it might be right for you. It also gives you time to pick up your own copy of the book and get a feel for how David's system works. (You can support 43 Folders by buying the book from Amazon, but it's also up at ISBN.nu and, of course, on shelves at your local bookstore). You'll also eventually want to grab some of the other GTD essentials, like a ton of manila folders, a good label maker, and a big-ass garbage can. It's time to get your act together, hoss. The Problem with "stuff"Getting Things Done succeeds because it first addresses a critical barrier to completing the atomic tasks that we want to accomplish in a given day. That's "stuff." Amorphous, unactionable, flop-sweat-inducing stuff. David says: Stuff is bouncing around in our heads and causing untold stress and anxiety. Evaluation meetings, bar mitzvahs, empty rolls of toilet paper, broken lawn mowers, college applications, your big gut, tooth decay, dirty underwear and imminent jury duty all compete for prime attention in our poor, addled brains. Stuff has no "home" and, consequently, no place to go, so it just keeps rattling around. Worst off, we're too neurotic to stop thinking about it, and we certainly don't have time to actually do everything in one day. Jeez Louise, what the hell am I, Superman? So you sprint from fire to fire, praying you haven't forgotten anything, sapped of anything like creativity or even the basic human flexibility to adapt your own schedule to the needs of your friends, your family or yourself. Your "stuff" has taken over your brain like a virus now, dragging down every process it touches and rendering you spent and virtually useless. Sound familiar? So how does GTD work?This is a really summarized version, but here it is, PowerPoint-style:
So, basically, you make your stuff into real, actionable items or things you can just get rid of. Everything you keep has a clear reason for being in your life at any given moment—both now and well into the future. This gives you an amazing kind of confidence that a) nothing gets lost and b) you always understand what's on or off your plate. Also built-in to the system are an ongoing series of reviews, in which you periodically re-examine your now-organized stuff from various levels of granularity to make sure your vertical focus (individual projects and their tasks) is working in concert with your horizontal focus (side to side scanning of all incoming channels for new stuff). It's actually sort of fun and oddly satisfying. GTD is geek-friendlyWhen I first saw Cory's notes about Danny's Alpha Geek talk, I knew I was with my people. I had been using GTD enthusiastically for a couple months at that point and immediately saw a bunch of common ground. I think Getting Things Done appeals to geeks for a lot of reasons. Overgeneralizing for effect:
The OSX angle/warningA majority of what I'll be talking about is going to be independent of platforms and specific tools; a lot of what's happening here will be more about behavior and thinking than the specific flavor of your tools. I will spill the beans by admitting that my own GTD implementation relies primarily on a handful of text files (which I think might appeal to some of the command-line folks out there). But I do want to warn the Mac-haters that there will be occasional—nay, frequent—detours into the specifics of implementing GTD on OSX. If that's going to freak you out, maybe you should sit this site out. I'd understand completely (but, fair warning, I really won't suffer a lot of on-site bickering about it). Thing is: GTD has attracted a huge audience of PC users—one suspects in part because David Allen sells an Outlook plug-in for Windows. But I've had a difficult time finding many deep resources on how to do GTD on a Mac. So I really do want to look at how things like Quicksilver, iCal, BBEdit, NetNewsWire, and the almighty shell script can make this easier for all my Apple sisters and brothers. Deal. So what next?I've hit the stuff that's been important to me, but YMMV. If you're still on the fence, try a few of the links below and check out Amazon's "Look Inside" for the book—it features the TOC, index, and a few pages from the introduction. I also encourage folks, both novice and seasoned, to ask and answer questions here via comments (keep it nice, please). It'd be swell if this could be like a book club thing where we round back up after a week or three to look at how people are liking GTD and how they're implementing it. I'll be here, and maybe you will too. Best of "GTD" on 43 FoldersAn occasionally-updated list of the most popular articles on GTD. (added 2007-02-11)
Links(I'll continue to add good starting resources here, so check back periodically.) Getting Things Done book
Excerpts from Getting Things Done
David's sitesEssential resources (Print these—now, Grasshopper)
Other good stuff
Links for 2005-04-22 Fort Ebey State...Submitted by Brianmitchell.com Weblog (not verified) on April 22, 2005 - 9:56am.
Links for 2005-04-22 Fort Ebey State Park (page 1 of 2) (tags: stateparks washington travel mountainbiking camping) Google Groups : 43 Folders... » POSTED IN:
EXPLORE 43Folders | THE GOOD STUFF |


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A ring terminal is a short metal tube with flat washer type ring attached. The tube or barrel end of the crimp is a hollow tube where the stranded wire is inserted and crimped. The contact or connection end is a flat ring with a central hole which connects to a stud or bolt. Ring terminals are insulated or non-insulated.
An electrical crimp is a solderless electrical connection. Ring terminals are used to connect wiring to screws and studs.
Crimp terminals are available in a wide variety of ring sizes and wire sizes. The CSA (cross sectional area) or AWG (American wire gauge) of the stranded wire is the most critical. The size of the stranded wire must be adequately matched to meet the amperage. The size of the ring is matched to the bolt or stud size, usually in a metric measurement.
DIN 46237 colour coding is the most popular type of crimp terminal. Colour coding is used to denote a wire size:
Other colours are available.
Non-insulated terminals are bigger terminals. Non-insulated terminals connect to bigger studs and bolts. Non-insulated ring terminals have the capacity to except larger stranded wire. More specialised tooling is required for these heavy-duty terminals.


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Mark Stone Signed Vegas Golden Knights Retro Puck "1st VGK Captain 1-13-21" #D/10 COA Inscriptagraphs
Looking for that next great item to add to your memorabilia collection? Well, this is it! Mark Stone Signed Vegas Golden Knights Retro Reverse Hockey Puck! In addition to his signature, Mark hand wrote & inscribed the puck with "1st VGK Captain 1-13-21", which was the day the Vegas Golden Knights named him to the public as the very first Captain in franchise history! This puck is also LIMITED EDITION where only 10 exist in total and each puck is hand numbered on the back of the puck with the exact number puck in the edition size is displayed. You can also verify that this number matches up with the authentication number in the Inscriptagraphs online database. This is a must-have item for any VGK or Stone fan's man cave, lady lair, game room or office!
This item comes with a Certificate of Authenticity by Inscriptagraphs Memorabilia (IGM) and was signed on May 10, 2022, at our private signing with Mark in Las Vegas. The Certificate of Authenticity is available on the Inscriptagraphs hologram database website that is indicated on the gold tamper-proof hologram on the item. You will enter the code number on the hologram of this item into our database, (note: hologram in the listing is used as a sample COA, your item will have its own unique code #) and up will pop the accurate Certificate of Authenticity information for this item, forever. You can print out that document as proof of the authenticity of this collectible.
Inscriptagraphs is proud to only authenticate items that are autographed in the presence of a company representative. Never will we authenticate 3rd party items based off of an "opinion". Never do you have to worry about the authenticity of our collectibles as we pride ourselves in our secure state of the art, industry-leading authentication system.
Please note, this is a stock item where we are displaying stock images for this listing. You will receive a signed puck, where the autograph & inscription location and quality may vary from the photos. You will also receive a random number in the edition size, and not necessarily the exact one shown in the photos of this listing. Furthermore, you will receive a number at random between numbers 2 through 9. The numbers 1&10 are an additional cost, and you can reach out to us directly to inquire if they are still in stock as these numbers are the first & last numbers in the edition size and when collection limited edition memorabilia, these numbers have a higher value to them to collectors.
Shipping & Delivery
Do you offer free shipping everywhere?
Great question. We offer free shipping to customers in the Continental 48 USA states. There is an additional charge for shipping to Hawaii, Alaska and all other USA territories. Contact us for a quote on shipping item directly to you.
Do you ship internationally?
Yes! We ship items all over the world! Before placing your order, give us a call at (844) 474-4633 or email us at email@example.com for an accurate quote on shipping items outside the Continental USA. We ask you to please contact us in advance for international orders or orders outside the Continental USA 48 states so we can get you a 100% accurate quote so we don't overcharge you. Due to the complexity of the inventory sizes we maintain, we use to set our rates as 1 flat rate based on the price of your order but found this to not work for everyone so we decided we will take all orders by a case by case basis. We will work with you to try to take care of some of the shipping charges so you pay less in the long run for that special item(s)! Contact us in advance and provide us the country we would be shipping the item to as well as your zip code. We will have a response to you in a short amount of time. Please Note: all customs & duties are the responsibility of the customer.
How fast do orders typically take to ship out?
Orders typically ship within 1-5 days. If your purchase has a frame around it or has special requirements, the order may take as long as 4 weeks to be shipped..
How do I receive my tracking number?
When your item officially ships out, we will send you the tracking number via the email you provided at the point of checkout.
Buy now, pay later!
QUESTION: I want to purchase an item on your website but I don't currently have the funds to do so. Do you have any methods to assist me in being able to purchase the item(s)?
YES! Currently, Inscriptagraphs is the only major memorabilia retailer to offer customers a financing option! We offer our financing option through our finance partner Sezzle! If you qualify through them, you could potentially be able to purchase your item today and have it shipped out even faster! This is a great option for people than need extra time to pay off that one item they must have for their man cave or a gift for someone! Check out our financing section for more information!
How do I know your items are authentic?
We work with the most reputable suppliers in the industry who have direct contracts with athletes & celebrities. Most items are acquired via private paid autograph signings with the athletes/celebrities to ensure the signatures are the real thing. We work with some of the most advanced authentication companies in the industry today including PSA/DNA, James Spence Authentication (JSA), Beckett, Upper Deck, Steiner, Tristar and much more (Click here to see our authenticity guarantee). All worn and game used equipment has paperwork directly from the teams, players, movie studios, estates, and celebertieis themselves! Indeed, acquiring your favorite piece of autographed memorabilia can be one of the most exciting investments you can make – as long as it is real. At Inscriptagraphs.com, the integrity of each piece of hand-signed collectibles is paramount. Inscriptagraphs.com guarantees the authenticity of your hand-signed sports collectible or your money back!
At Inscriptagraphs Sports & Entertainment Memorabilia, quality is one of the founding principles of our company. All of our products come from the absolute best of the best sources from cases to the actual collectibles to framing and authentication. Quality is what we stand for. The signed and unsigned collectibles that we offer are manufactured with the best materials and the framing we provide with our products are state of the art museum quality framing. The equipment we use, the average mom & pop shop and large retail competitors can't afford as the machinery we use is the utmost high end in the framing industry. This equipment is very very expensive to purchase & maintain but we are committed to giving our customers the quality they seek and rarely find. The cases we provide are all made of plexiglass which is more expensive than glass and if your case fell off your desk, for example, the plexiglass won't shatter like normal glass.
There's an old expression: "You Get What You Pay For", we make sure you are provided with the industry-leading quality and are proud to set the bar for quality among memorabilia companies. The authenticity you are provided with for your collectibles is the most advanced expert authentication in the industry. We outsource all of our authentication (except for witnessed signings we directly conduct with athletes & celebrities) to ensure that a third party expert authentication service providing you with their opinion and not us, giving you a bias opinion. You have come to the right place if you are in the market for memorabilia collectibles as you will be provided the utmost quality for your collection!
Do you have a question that has not been answered? Give us a call so we can assist you today! You can reach by phone at(844) 474-4633 or by email at email@example.com.
Sell My Memorabilia to Inscriptagraphs
Does Inscriptagraphs buy the general public's memorabilia?
Yes! We purchase all sorts of sports & entertainment memorabilia. From athlete & movie star autographs, game used items and movie posters to movie props, celebrity owned items and even historical rare documents from a famous inventor or US President!! You can check out our SELL MY MEMORABILIA page for information on what we look for! If you are not sure if we would be interested in your item or not, then just simply ask!! Give us a call at (844) 474-4633 us at firstname.lastname@example.com.


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9'0 Magic Model 25438
Or 4 interest free payments of approximately $343.75 with Shop Pay
The Magic Model is the original modern longboard, an all-around performance surfboard and noserider. The Magic Model is designed for all wave heights and all skill levels, just as fun in small surf as it is in big surf. The Magic Model hull has a unique design, so unique it has a patent. Starting at the nose the hull has a single concave that transitions into a double concave about midway through the board and ends towards the tail forming a moderate "V" for fluid rail to rail transitions. The Magic Model rails have a hard edge from nose to tail, unlike round railed boards which push through water and allow water to wrap around the board slowing it down, the Magic's hard rails glide on top of the water creating a sensitivity and quickness that makes the board fast and easy to turn. What this all means...the concave at the nose adds lift and stability, perfect for nose riding. The double con-caved hull and hard rails make the board fast, stable, responsive, and maneuverable in all conditions.
We recommend this board for: Everyone, this is the board for most people in most conditions.


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Played 3174 times.
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A hearty bowl of soup made with carrots, celery, onions, lean beef and pearl barley.
When I was a kid, we had soup for dinner almost every night. Sometimes we had a bowl as a first course, and other times as a main dish. I wasn't always very happy about this, because believe it or not I was a very picky kid. But when my Mom served Beef Barley, I never complained.
This soup is perfect for the cooler evenings as we head into Fall. It's a one pot meal that's really simple to make, but it takes a little over an hour for the meat to get tender, so keep that in mind if you're pressed for time. The pressure cooker is perfect to speed this up, I've also included instructions if you own one.
I wasn't sure what my toddler would think, but I fed it to her anyway and to my surprise she ate it. Leftovers only get better and make a great lunches; this also freezes great if you want to make freezer meals for the month. To make this soup gluten-free, you can sub the barley for quinoa.
Beef Barley Soup
Servings: 5 • Serving Size: 1 1/2 cups • Old Points: 7 pts • Points+: 8 pts
Calories: 336 • Fat: 11 g • Carbs: 27 g • Fiber: 6 g • Protein: 32 g • Sugar: 1.5 g
Sodium: 453 mg (using 1 tsp kosher salt)
- 1 tsp oil
- 1-1/2 lbs lean beef round stew meat
- 1 cup chopped carrots
- 1 cup chopped onions
- 1/2 cup chopped celery
- 2 cloves garlic, chopped
- 6 cups water
- 1 – 2 tsp kosher salt, to taste
- 2 bay leaves
- 2/3 cup dry barley
- fresh ground black pepper
Heat a large heavy pot or dutch oven on medium heat. Add oil and beef, season with a little salt and brown meat a few minutes.
When meat is browned, add carrots, onion, celery and garlic to the pot and give it a good stir.
Add water, salt and bay leaves and bring to a boil. When boiling, reduce heat to low and cover. Simmer covered over low heat until the meat is soft, about 1 1/2 – 2 hours.
Add the barley, adjust the salt if needed and add fresh ground pepper. Simmer an additional 30-35, remove bay leaves and serve. Makes 7 1/2 cups.
Pressure cooker instructions: Follow all the steps with the meat and carrots as instructed above, when you add the water and cover and lock the lid. Cook in the pressure cooker for about 30 minutes on medium low heat. Remove from heat and when the pressure cooker is cool enough to unlock the lid, remove and add barley. Cook an additional 30 minutes uncovered.
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Print this dalmation cut out (medium size) that's already colored and ready for use on posters, scrapbook pages, and cards.
In this download there is one PDF page with two medium-size dalmation cut outs on it.
Each dalmation cut out is colored an off-white color for the main body with black spots.
You can print the cut outs on a sheet of 8.5 x 11 inch computer paper and each will take up nearly half of the page.
I have also posted this cut out in multiple sizes (small/medium/large). To find them, search for "dalmation" in the Colored Cut Outs category.
Terms of Use for the Free Dalmation Cut Out – Medium Size
You may use these files for your own personal, non-commercial use only. You may not distribute or sell the files or claim them as your own. Files may be printed and distributed in educational environments.
If you would like to share the printable file with a friend, please send them directly to this page so that they can download a copy for themselves. Please do not link directly to the download file.
Thank you for complying with the terms of use!
Downloading and Printing
These files are in PDF form and will download in a zipped folder. You will need Adobe Reader in order to open the PDF file.
We are a participant in the Amazon Services LLC Associates Program, an affiliate advertising program designed to provide a means for us to earn fees by linking to Amazon.com and affiliated sites.


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- Stretch cotton denim
Zip with button closure
Five-pocket styling
Signature tape on coin pocket
Tommy Hilfiger branding
- Tommy Hilfiger flag embroidery on back pocket
- Colour: White
- Bootcut fit
- Medium rise waist
- The model is 1.76m and wears size 28/32
Care & Composition
99% cotton, 1% elastane
Ww0ww41304 BOOTCUT RW YCF WHITE
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- Free Delivery on orders above €99 | IRL and N.I
- Shipping costs €4.99 on orders below €99
- Standard delivery is usually within 1-2 working days
Great Britain Shipping 🇬🇧
- Tracked Shipping with Royal Mail costs £11
- Delivery usually takes 3-4 working days
Click here for more information including international shipping.
- 14 Day Return Policy for full refund (T&Cs Apply)
- Click here for more information on returns.
- Our partners Parcelhub.ie offer max €6 euro return on any parcel weight
- An post is an ideal option for lighter garments.
Hassle free exchange
If the fit isn't quite right and you would like to change size.
- Please contact us straight away here or call us on +353 43 3345918
- We will reserve your size and send you a link to complete payment.
- Return your order to us - we will refund you when it arrives
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Welcome to Falcon Crest Apartments' Digital Community, where you can connect with your neighborhood, explore local resources and access valuable information. From our convenient community event calendar to our enlightening newsletter, you will always be aware of the upcoming events, holidays and special occasions.
Looking for a nearby school, doctor, or just need help relocating to a new area? Our interactive neighborhood map will help you find local services in a few simple clicks. Also, be sure to check out Learn.TV, our on-demand video section, where you will find enriching videos on every subject from Green Living to Technology.
From live daily weather forecasts, amenity hours, and trending topics, our Digital Community will allow you to stay connected to your neighborhood without leaving the comfort of your home.


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Portable Document Format (PDF)
Help viewing files formatted in PDF.
What Is PDF?
PDF (Portable Document Format) is an electronic file format for documents that has captured all the elements of a printed document as an electronic image that you can view, navigate, print, or forward to someone else. A PDF document will have a .pdf filename extension (example: filename.pdf
How to View PDF Files
PDF files are created using Adobe Acrobat, Acrobat Capture, or similar products. To view and use the files, you need the free Acrobat Reader, which you can easily download from the Adobe website. Just go to the Adobe website
After Acrobat Reader is installed, you can view PDF documents. Simply clicking on a link to a PDF document will open it up in your browser. Compared to Web pages, PDF documents can take a longer time to download and display. When you click on a link to the document, it may seem like nothing is happening while in fact the document is being downloading behind the browser.
Sometimes, especially when it is a large document, it is a good idea to save the document to your computer first, and then view the document from your computer, as opposed to viewing it online. To do this:
- Right-click on the document, choose "Save As," and save it somewhere on your computer—for example, "Desktop" or "My Documents."
- Then locate the document on your computer, click or double-click on it, and it will automatically be displayed through Acrobat Reader.
Why Use PDF?
PDF files are especially useful for documents like articles, product brochures, topic papers, or fliers in which you want to preserve the original graphic appearance online. A PDF file contains one or more page images, each of which you can zoom in on or out from. You can page forward and backward.
PDF documents are widely used on the Internet, including the TCEQ Web server, for several reasons:
- A PDF typically has the same appearance, colors, fonts, graphics and layout as the printed document.
- PDFs can be read online, or saved and printed. Acrobat Reader is available free for the most popular operating systems, such as Mac and Windows.
- While the reader software can't edit (change) a PDF document, in many cases, it can copy text from the document and perform word or text-string searches of the document, depending how the PDF was made.
Printing PDF Documents
To print a PDF document, you can either click the printer icon on the toolbar or go to "File" and click on "Print."
PDF Files and Accessibility
Recent versions of Acrobat Reader work well with screen readers and other forms of assistive technology. In creating our PDF files, we follow procedures that should produce accessible documents, and we check the files produced to confirm that, as best we can tell, they are accessible. Still, it is not possible to foresee all possible situations and the steps needed to ensure that a document is accessible in those situations.
If you have a disability and are unable to use one of our PDF documents or forms, email us at firstname.lastname@example.com. Tell us the document title or form number, the URL of where you downloaded the document from, and as much as you can about the problem you are experiencing. We will do our best to make that document or form usable for you.
Electronic Fill-in-the-Blank PDF Forms
To make completing our forms easier, we have started to create many of our forms in an electronic, fill-in-the-blank format. With current versions of Acrobat Reader, you have the option—on certain TCEQ forms—to complete the PDF form electronically instead of printing it on paper and then writing or typing the information on the hard copy.
To complete an electronic PDF form, follow these easy steps:
- Open the PDF form in Acrobat Reader (in the browser or as a standalone product). You can also save the PDF form to your computer, flash drive, or other storage device and open the form later in Acrobat Reader. (If you have Acrobat Professional, you can use it instead of Acrobat Reader.)
- Once the form is open, click on the first field. A blinking cursor will appear.
- After you have completed the first field, you can tab to the next field.
- After you have completed all the fields, you can print out the page. Note: If the cursor is blinking in a field, the information in that field will not be printed. Hit "Return" or "Enter" and the information will be captured for all fields.
If you have Acrobat Professional, you can also save the data, either by itself or as entries in the form. If you save the data only, it will take up less disk space and can be imported back into the same form at any time, provided the form has not changed. For more information on exporting and importing form data, check the support materials for Acrobat Professional.
If you have only Acrobat Reader, you cannot save the entered data for later use.
Note: Use of PDF electronic, fill-in-the-blank forms does not include online submission.


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See Understanding Techniques for WCAG Success Criteria for important information about the usage of these informative techniques and how they relate to the normative WCAG 2.0 success criteria. The Applicability section explains the scope of the technique, and the presence of techniques for a specific technology does not imply that the technology can be used in all situations to create content that meets WCAG 2.0.
HTML and XHTML, script
This technique relates to:
The objective of this technique is to provide a mechanism for re-ordering component which is both highly usable and accessible. The two most common mechanisms for reordering are to send users to a set-up page where they can number components, or to allow them to drag and drop components to the desired location. The drag and drop method is much more usable, as it allows the user to arrange the items in place, one at a time, and get a feeling for the results. Unfortunately, drag and drop relies on the use of a mouse. This technique allows users to interact with a menu on the components to reorder them in place in a device independent way. It can be used in place of, or in conjunction with drag and drop reordering functionality.
The menu is a list of links using the device-independent onclick event to trigger scripts which re-order the content. The content is re-ordered in the Document Object Model (DOM), not just visually, so that it is in the correct order for all devices.
This example does up and down reordering. This approach can also be used for two-dimensional reordering by adding left and right options.
The components in this example are list items in an unordered list. Unordered lists are a very good semantic model for sets of similar items, like these components. The menu approach can also be used for other types of groupings.
The modules are list items, and each module, in addition to content in div elements, contains a menu represented as a nested list.
Example Code:

menu

<a href="#" onclick="OnMenuClick(event)"

<a href="#" onclick="OnMenuClick(event)"

Text in the black module
Since we've covered the showing and hiding of menus in the simple tree samples, we'll focus here just on the code that swaps the modules. Once we harmonize the events and cancel the default link action, we go to work. First, we set a bunch of local variables for the elements with which we'll be working: the menu, the module to be reordered, the menuLink. Then, after checking the reorder direction, we try to grab the node to swap. If we find one, we then call swapNode() to swap our two modules, and PositionElement() to move the absolutely-positioned menu along with the module, and then set focus back on the menu item which launched the whole thing.
Example Code:
function MoveNode(evt,dir)
var src = evt.target;
var menu = src.parentNode.parentNode;
var module = menu.parentNode.parentNode.parentNode;
var menuLink = module.getElementsByTagName("a")[0];
var swap = null;
case 'up':
swap = module.previousSibling;
while (swap && swap.nodeType != 1)
swap = swap.previousSibling;
case 'down':
swap = module.nextSibling;
while (swap && swap.nodeType != 1)
swap = swap.nextSibling;
if (swap && swap.tagName == node.tagName)
The CSS for the node swap is not much different than that of our previous tree samples, with some size and color adjustment for the modules and the small menu.
Example Code:
ul#swapper { margin:0px; padding:0px; list-item-style:none; }
ul#swapper li { padding:0; margin:1em; list-style:none; height:5em; width:15em;
border:1px solid black; }
ul#swapper li a { color:white; text-decoration:none; font-size:90%; }
ul#swapper li div.module_header { text-align:right; padding:0 0.2em; }
ul#swapper li div.module_body { padding:0.2em; }
ul#swapper ul.menu { padding:0; margin:0; list-style:none; background-color:#eeeeee;
height:auto; position:absolute; text-align:left; border:1px solid gray; display:none; }
ul#swapper ul.menu li { height:auto; border:none; margin:0; text-align:left;
font-weight:normal; width:5em; }
ul#swapper ul.menu li a { text-decoration:none; color:black; padding:0 0.1em;
display:block; width:100%; }
Find all components in the Web Unit which can be reordered via drag and drop.
Check that there is also a mechanism to reorder them using menus build of lists of links.
Check that the menus are contained within the reorderable items in the DOM.
Check that scripts for reordering are triggered only from the onclick event of links.
Check that items are reordered in the DOM, not only visually.
#2 through #5 are true.
If this is a sufficient technique for a success criterion, failing this test procedure does not necessarily mean that the success criterion has not been satisfied in some other way, only that this technique has not been successfully implemented and can not be used to claim conformance.


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Lost Pets
Lost Your Pet? These 5 Steps May Help You Find Your Companion
It only takes a second for your pet to dash out an open door or slip through a gate that didn't latch properly. Some animals seem to vanish just minutes after they make their escape, causing heartache for the people who love them. Although some pets return on their own, others are found only after a long search. Following these steps may help you find your lost pet sooner.
Alert the Neighbors
Lost pets don't always travel far. In fact, they may be sniffing around your own neighborhood. Before you begin a search, contact your neighbors first. Your pet may be visiting one of their homes.
Start the Search
Covering as much ground as possible as soon as you realize your pet is missing is the goal of your pet search. Enlist friends, family members and neighbors to help you scour the neighborhood for your pet. Give them:
- A Recent Photo of Your Dog, Cat, Ferret, Bird, or Small Animal (Print copies or send a few images to searchers' phones.)
- Collar or Harness and Leash
- A Supply of Your Pet's Favorite Treats
Assign each searcher a specific part of your neighborhood. Ask them to:
- Call Your Pet's Name. Use your pet's given name and nicknames.
- Show the Photograph to Anyone They Meet During the Search. Don't rely on your searchers to describe your pet accurately. A photo offers the simplest way to identify your animal.
- Distribute Flyers. Print flyers with your pet's photo and name as well as your name and phone number. Include distinguishing characteristics or personality traits that may not be apparent in the photograph. In addition to giving flyers to your neighbors, ask your searchers to distribute them to local businesses.
- Look Under Nearby Porches, Bushes, and Other Potential Hiding Spots. Although your dog may come when called, cats often hide when they're lost. Finding them may require a little detective work. Shaking a can of treats or offering a few tasty tidbits might help lure your cat out of hiding. Be sure to ask permission first before entering private property.
Check Out the Pets Surrendered to Animal Shelters and Veterinary Offices
If your pet is still lost, log on to your computer and take a look at the pets surrendered to local animal shelters and animal control departments. Many shelter websites include search features that make it easier to identify animals that look like your pet. Keep in mind that descriptions can be subjective. You might describe your pet's coat as brown, but the shelter may label it "brindle."
Don't rely on online searches alone. It can take a few days for shelters to photograph and add incoming animals to their websites. Visit shelters and ask to see animals in both their public and holding areas.
Stop by shelters every one or two days, in addition to viewing animals on the websites daily. You may want to expand your search to include shelters within a 20-mile radius of your home. Animals aren't always taken to the nearest shelter. If someone works in your area and lives elsewhere, they may drop your pet off at a shelter close to their home.
Call local veterinary offices too. Some accept lost pets and try to re-home them.
Verify Your Contact Information with the Microchipping Registry
Has your pet been microchipped? The tiny chip implanted under your pet's skin contains a code linked to your contact information. If you've moved since your dog or cat was microchipped, make sure that the registry contains the correct contact information.
Take Advantage of the Power of the Internet
Whether we're posting the latest cute picture of our pets or kids most recent baseball game, social media is the perfect way to connect with friends and share information, including news of your lost pet.
Posting or tweeting about your lost pet will help you spread the news quickly. Encourage your followers to retweet or re-post and offer frequent follow-up posts during the search.
Consider posting information about your pet on a few lost pet sites, like PawBoost or Pet FBI. These national clearinghouses provide a platform for people who've found or lost pets. Some automatically send your pet's information to local lost pet Facebook pages or help you create printable flyers.
Microchipping can help you increase the chance of a reunion if you ever lose your pet. Whether you want to make an appointment for microchipping or are concerned about a health issue, we're here to help. Contact us to schedule your pet's visit.
ASPCA: Finding a Lost Pet
The Humane Society of the United States: What to Do If You Lose Your Pet
Pet FBI


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- Description
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