Original Summary

I build SeatSwiper, which watches restaurant booking platforms and books a table when one opens. This is about the pricing change rather than the product, because the second-order effect surprised me. It started as a monthly subscription. That is the default and it is a bad fit for something people use two or three times a year, but the sales problem was the obvious half. The part I did not see coming was what it did to the engineering. On a subscription, a month where I find nothing still bills. So every incentive points at retention: notifications, streaks, reasons to open the app. None of that makes the watcher better at its job. Charging only when it successfully books a table inverts that completely. Revenue is now identical to the success metric, which means there is no such thing as a feature that improves the business without improving the watching. Every roadmap argument got shorter. When something fails, it costs money directly rather than costing a churn number two months later, so failures get fixed immediately instead of getting a dashboard. The cost is that you carry the risk. A month of quiet is a month of compute with no revenue, and you have to be genuinely confident in the thing working before you can offer it. Worth it if your product has a discrete success event you can point at. Much harder if what you sell is access to a workspace people occasionally open.   submitted by   /u/carval [link]   [comments]

  • 情报分类：工作与职业机会
  • 分类依据：内容涉及招聘、求职或职业发展
  • 信息来源：Reddit · SaaS
  • 发布时间：2026/9/20 00:07:11