B2B DaaS vendor SalesIntel shifted away from credit-based data pricing to unlimited data access to its firmographics, technographics, contacts (including emails and direct dials), and news alert intelligence. Pricing is based on the number of users, with unlimited access to downloads, exports, and data enrichment.
”SalesIntel’s unlimited everything plan removes the friction, frustration, and predatory pricing so many customers experience when working with other B2B data providers.” comments SalesIntel CEO Manoj Ramnani. “We are proud to be a true partner to this industry by leading a pricing revolution that will help go-to-market teams build limitless pipeline.”
SalesIntel’s unlimited content includes:
- 300 million unique technology installs across 22 million accounts. Technographics span 18,000 technologies.
- 100 million email-verified contacts. Of these, over 17 million are maintained by SalesIntel editors and regularly reverified to maintain a 95% accuracy level.
- B2B account news and alerts for 22 million companies organized into 32 categories.
Contracts include the RevDriver Chrome extension, Bombora intent data, and platform integrations (e.g., Salesforce, Dynamics 365, HubSpot, Outreach, Salesloft, Marketo).
Licenses also include access to SalesIntel’s Research-on-Demand editors for finding new contacts or reverifying contact information. Research on Demand is subject to credits, but at 120 per seat, the cap is generous.
Under credit-based pricing models, “Marketing is worried about not having enough credits for campaigns, Sales is worried about not having enough credits to effectively prospect, and RevOps is worried that there won’t be enough credits to keep all this data clean.”
Removing credit-based pricing offers several benefits to customers:
- Budgeting is simplified as the total cost of a SalesIntel contract is known when the contract is signed. RevTech teams do not need to create mid-year POs if credits are running low or additional marketing campaigns are planned.
- RevOps does not need to allocate and monitor credits across multiple teams or reallocate a dwindling set of credits at the end of the year.
- Marketing can run enrichment, including visitor enrichment, and updates as frequently as they’d like, limiting the impact of data decay on their account, contact, and lead data.
- Marketing can regularly analyze and expand its ICP and test new verticals without worrying about credits.
- Sales Reps can research and sync key contacts to their SEP or CRM without worrying about using up their allotted credits halfway through the year.
Furthermore, SalesIntel does not include any “data destroy” clauses, a legal issue that some incumbent vendors employ to increase the cost to defectors.
CMO James Lamberti explained to GZ Consulting that credit-based pricing “becomes a barrier to value for the customer,” with customers feeling “trapped” by usage limits. “We want people to begin to appreciate the full depth and breadth of our data and to leverage it in ways to make themselves more efficient.”
Ramnani argued that SalesIntel customers enjoy value via “three very simple steps:
- We help them identify their ICP using the intelligence from our firmographic and technographic data.
- Then, we apply the intelligence of news and intent data to see who from their ICP is in the market today.
- Within those in-market companies, our customers enjoy direct conversations using mobile phones and direct dials.”
However, “context is everything.” Vendors that provide large contact sets without the context of an ICP, account news, and intent data (i.e., steps 1 and 2) are providing names and numbers but fostering inefficiency in their go-to-market. Targeting is more than simply finding many names. Revenue teams need to know whom to call, when to call, and what to say.
SalesIntel can offer unlimited data access because it owns all of its data except for Bombora’s intent file.
Historically, Sales Intelligence services offered seat-based pricing, and marketing data vendors provided volume-based pricing. When services began serving both departments, credit-based models were crafted on top of seat-based pricing, creating complex and frustrating pricing. SalesIntel is looking to return to simple pricing and “partner with the industry” based on “the value of our data and the quality of our software,” argued Lamberti.
Lamberti described the sweet spot for this model as the mid-market – firms between 40 and 50 employees and several hundred. These firms have some maturity in their marketing stack and go-to-market motion, with multiple BDRs and sellers.
However, “if you’re just a ten-person team with one seller and one BDR, we’ll certainly do business. We’re going to have a package for them. But the unlimited package is really so that we can go after the market where we really are a great fit, where we win.”
“Strategically, we know that this is the time to strike. We’re not VC-backed. This is where Manoj has got the right [employee-shareholder] strategy,” argued Lamberti. The firm is not subject to the financial pressure of outside equity investors or public markets. Thus, the new pricing is designed strategically “to gain share and grow our market footprint dramatically.” SalesIntel contracts are annual with multi-year discounts. Pricing starts at around $11,000, with additional seats priced at $1,200. Current customers that renew early can convert to the new pricing structure.