Unlike others responding in this thread, I’m not a long standing Asana user. I’m a prospective customer evaluating Asana along with others. I’m working on scaling a very small company (we are a PMO of 2) and have both very small projects and very large programs. As such, “dashboarding” (monitoring and controling) as a concept is an important tool that I’m looking for as well as other types of portfolio management functions.
In theory I don’t take exception with the concept of paying more for that functionality, but:
- The pricing model doesn’t make sense to me. Not everyone in our organization (or any organization, I’d imagine) manages at the portfolio or program level. Some folks are people who get work done on the project and need a subset of information to do that.
Your pricing model really should reflect both the business size (tiny, small, medium, large) and feature set based upon role (project team member, project and/or team manager, Program/Portfolio Manager, and guest (vendors, compliance auditors, etc). So really only folks who manage the portfolios and dashboards should pay for that. I’d argue for those of us who do, the value is far greater than the cost of $20/mo. For those who don’t manage the portfolios and just work on projects, the cost/benefit of that upgrade is far less.
Seems like you are trying to double the bottom line based on exploiting the needs of a few which is obviously killing the trust of your customers.
- The change management on this is terrible. I’d be super ticked and my confidence in you as a company would decrease dramatically if I’d spent time to get my company on board with your product at one price, spent time to setup and get my company adopted to the dashboards and then you take it away and double the price. Seems like you guys need to get out of your own way, listen to your customers and rethink how you are managing your customer experience around this. From what I can see, you are telling people that you are heeding their feedback but there’s no evidence of that. You aren’t being transparent about any resolution plans instead you are working them via the backdoor.
The good news is that you have an opportunity here to respond to the backlash and take care of your customers. There are basic case studies out there about how companies deal with customer stumbles can succeed or fail. TLdr the Tylenol/Johnson and Johnson case study? This is what turned a crisis around for Johnson and Johnson:
- They acted quickly, with complete openness about what had happened…
- Having acted quickly, they then sought to ensure that measures were taken which would prevent as far as possible a recurrence of the problem
- They showed themselves to be prepared to bear the short term cost in the name of consumer safety. That more than anything else established a basis for trust with their customers"
I hope that you take all of this valuable feedback in this feed from seemingly seasoned business leaders and turn it into loyalty. For their sake and yours.