Dmitry Gurski

What really changed, what we didn't understand when we started monetization seven years ago, that habit to pay people for subscription is changing. Because when we started monetization, our dream was maybe we would monetize 5% of American audience, because at that time it was quite a bar. Now we monetize maybe, if you exclude teenagers, 25-30% of our American audience.

And we don't see that our monetization is slowing down. But it's not just because the product is becoming better, that's true. It's not just because of our experimentation, that's true. It's also because people accepted the idea to pay for subscriptions. And it was a huge cultural change. And without that, it would be impossible.

And we don't see that our monetization is slowing down. But it's not just because the product is becoming better, that's true. It's not just because of our experimentation, that's true. It's also because people accepted the idea to pay for subscriptions. And it was a huge cultural change. And without that, it would be impossible.

And we don't see that our monetization is slowing down. But it's not just because the product is becoming better, that's true. It's not just because of our experimentation, that's true. It's also because people accepted the idea to pay for subscriptions. And it was a huge cultural change. And without that, it would be impossible.

The biggest lesson from pricing is that you should not make a decision just based on price. You should understand the full funnel because you may increase your price but you would decrease retention or activation or you would destroy your user acquisition and then your ultimate revenue would be smaller. It means that ultimately you should decide based on top line and bottom line in your P&L

The biggest lesson from pricing is that you should not make a decision just based on price. You should understand the full funnel because you may increase your price but you would decrease retention or activation or you would destroy your user acquisition and then your ultimate revenue would be smaller. It means that ultimately you should decide based on top line and bottom line in your P&L

The biggest lesson from pricing is that you should not make a decision just based on price. You should understand the full funnel because you may increase your price but you would decrease retention or activation or you would destroy your user acquisition and then your ultimate revenue would be smaller. It means that ultimately you should decide based on top line and bottom line in your P&L

and optimized for that. And then all these internal parameters, you should look on them together because you should optimize the function of many variables if you talk about mathematics because it's not just about optimizing of price. It's about optimizing of five, six variables simultaneously.

and optimized for that. And then all these internal parameters, you should look on them together because you should optimize the function of many variables if you talk about mathematics because it's not just about optimizing of price. It's about optimizing of five, six variables simultaneously.

and optimized for that. And then all these internal parameters, you should look on them together because you should optimize the function of many variables if you talk about mathematics because it's not just about optimizing of price. It's about optimizing of five, six variables simultaneously.

And you should optimize them to find the best combination when you're getting the most revenue from your product.

And you should optimize them to find the best combination when you're getting the most revenue from your product.

And you should optimize them to find the best combination when you're getting the most revenue from your product.

It's not just experimentation. Usually, we decide based on experiments. When we are creating something and we decide to make it fair or put it behind the paywall, we are testing to see how it would influence revenue, but also how it would influence retention. And for us, it's always a balance of two metrics.

It's not just experimentation. Usually, we decide based on experiments. When we are creating something and we decide to make it fair or put it behind the paywall, we are testing to see how it would influence revenue, but also how it would influence retention. And for us, it's always a balance of two metrics.

It's not just experimentation. Usually, we decide based on experiments. When we are creating something and we decide to make it fair or put it behind the paywall, we are testing to see how it would influence revenue, but also how it would influence retention. And for us, it's always a balance of two metrics.

And we would never accept an experiment which would increase revenue a lot, but also which would destroy retention. And it's a combination of these two metrics. The best is when retention is the same, but revenue is growing.

And we would never accept an experiment which would increase revenue a lot, but also which would destroy retention. And it's a combination of these two metrics. The best is when retention is the same, but revenue is growing.

And we would never accept an experiment which would increase revenue a lot, but also which would destroy retention. And it's a combination of these two metrics. The best is when retention is the same, but revenue is growing.

In case of subscription monetization, the most significant is retention. Because if you are very good in selling, you may convince people to pay for almost anything. But much more tricky is that you provide so good service and they would continue paying. Retention should be good and it's the main sign of success of this business model.