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A bundle, as this pack uses the word, is two products you already sell, offered as one at less than the two prices added together. The gap is the discount, and it goes first to the customers who were paying both prices already, because they take the offer on the day it appears. That is the price handed back, and it is usually the largest line on the page. Everything the bundle earns has to be earned on top of it: on the customers who add a product, on the customers who buy both for the first time, and on the years a bundled customer stays that a single-product one would not. Product counts the first two from its list and finance counts the price handed back from the other, and the number that decides the question is the overlap between the two lists, which is on neither. This pack turns it into four lines and an annuity. Net a year, before anyone stays longer, is usually negative, and finance is right about the year. Then the years gained, paid at the margin every mover already produced, and what they are worth. From that sum, two exact solves: the break-even discount, how deep the discount can go before selling together earns less than selling apart, and the break-even retention gap, how much less often a bundled customer has to leave before together beats apart. It stops on five conditions, two of them structural: no one has matched the two customer lists, and no one has measured how much longer a bundled customer stays.
What is the Bundle Strategy Pack
The Bundle Strategy Pack is a complete decision-support kit for one question: what does selling two products together earn that selling them apart does not? It is built around one organizing claim: a bundle hands money back to every customer who was already paying for both, and earns it only on the customers it adds or keeps, so the question is never what the bundle earns but what it earns net of selling apart. Sixteen files carry it: the foundations, a concept deck, a scored decision wizard, a bundle model blank and worked, the moves at each reading, nine sourced decisions, a fit worksheet, a roadmap template, a practitioner manual, a field checklist, and an orientation page.
The test that runs through every file
The bundle hands money back to every customer who was already paying for both and earns it only on the customers it adds or keeps, so the question is never what the bundle earns but what it earns net of selling apart. It is the argument in the deck, it becomes the wizard’s axes, it drives the model’s inputs, and it reappears as lines on the checklist. That is what makes 16 files a product rather than 16 documents.
The model resolves to one number you can negotiate with: The break-even discount — how deep the discount can go before selling apart earns more. It ships blank and worked, and every input is a named cell rather than a figure buried inside a formula, so the number arrives with its assumptions attached rather than on its own authority.
Why the bundle pricing strategy argument never settles
Because product and finance are counting from different lists. Each product is sold, billed, and reported by its own team, so product counts the customers the bundle adds and finance counts the customers it discounts, and the number that decides the question is the overlap between the two lists, which is on neither. Until the lists are matched, the largest line on the page is a guess.
The second number is worse. What the discount buys is years: bundled customers leave less often, and every extra year is paid at the margin they already produced. Churn is reported for the base as a whole, and a bundle that does not yet exist has no history, so the number the whole case rests on is borrowed from a pilot or a deck. The best-documented bundle on record, The New York Times', reports what its bundle subscribers pay less and how many more there are, and describes churn only as healthy.
This pack turns that into four lines and an annuity. The price handed back, what the customers adding a product earn, what the customers who bought neither earn, and net a year before anyone stays longer. Then the years gained, and what they are worth. From that sum, two exact solves: the break-even discount, how deep the discount can go before selling together earns less than selling apart, and the break-even retention gap, how much less often a bundled customer has to leave before together beats apart.
What is in the Bundle Strategy Pack
- Foundations. The framework: why a bundle is a price cut on the customers you already had, the four lines and the annuity, the four readings, and the halts.
- Concept deck. Twenty-two slides for a board or a pricing review, with nine sourced decisions to sell together or apart and what each does not establish.
- Decision wizard. Eight scored questions returning the band, the weakest answer, and either of the two halt conditions.
- Bundle model. Eleven retention gaps across the columns, from bundled customers leaving as often as single ones to never leaving, and the break-even discount that decides it.
- Strategies and tactics. The moves at each of the four readings, what to do when the model halts, and four ways to make the next bundle cheaper to judge.
- Case studies. Nine sourced decisions — four held, three reversed, two holding in part — with the winner and the loser on the same axis in both directions.
- Fit worksheet. The single page of record: the three prices and the discount, the overlap, who would take the bundle, the retention gap, and what the years gained are worth.
- Roadmap template. Five phases with gates and owners, the assumptions register, a reporting change and a periodic review line.
- Practitioner manual. The prices and the discount, the cost to serve, matching the two lists, reading the pilot, running the cohort, the pricing paper, six failure modes.
- Field checklist. The one-pager that survives outside the binder.
- About the package. What each file does and the order in which to run them.
Who the Bundle Strategy Pack is for
A chief executive being asked to approve a bundle on the customers it adds; a chief financial officer objecting to it on the price it hands back; a chief product officer or pricing lead who knows the two customer lists have never been matched; a head of one product whose best accounts turn out to be the other product's best accounts; a subscription business deciding whether a second product goes inside the plan or beside it; a private equity operating partner underwriting a business whose revenue per customer is about to fall on purpose; and the adviser who would otherwise start from a blank page. It is worth buying when a real bundle is in front of you. It is not worth buying to read.
An honest note on fit
This is a kit for running a decision, not a research report and not a forecast. Framework content is the larger share of it, and each page marks which is which. Worked examples use an explicitly fictional company with numbers tuned to teach rather than to flatter. In the worked case a bundle at $3,950 against $5,100 apart hands back $4.76m a year to 4,140 customers already paying full price and earns $1.64m on the customers it adds, losing $3.12m on the year. It still beats selling apart by $7.9m because bundled customers stay 1.32 years longer, the discount could go to 26.6 percent before that turned, and the whole case rests on 3.5 points of a five-point retention gap from a pilot.
Only three of the nine sourced decisions put a figure on both sides of the comparison this pack makes, and each only in part, which is why the model makes the separation itself and why every worked figure is fictional rather than borrowed from a company that never disclosed it. Four limits are stated on the page rather than worked around. The model does not forecast who takes the bundle; the shares are your own pilot's. It treats customers who buy neither as new when some would have bought one product next year. It holds both churn rates flat for the life of the base. And it says nothing about what the bundle does to the products sold alone.
Questions about the Bundle Strategy Pack
- What numbers does the model produce?
- Two headlines and twelve supporting rows. The break-even discount, which is how deep the discount can go before selling together earns less than selling apart, and what selling together earns over selling apart at your own figures. Around them: the discount as a rate, the price handed back a year, what customers adding a product earn, what customers who bought neither earn, net a year before anyone stays longer, the years gained and what they are worth, the break-even retention gap, a yes or no, the total in years of profit, and the share of the base and of revenue the bundle would carry. The Model tab sweeps the retention gap from nothing to no one ever leaving, and one row turns from No to Yes at the point where the years gained pay for the price handed back.
- Our bundle loses money on the year. Should we drop the discount?
- Not on that fact alone, and that is the whole point of the pack. In the worked case a bundle that hands back $4.76m a year and earns $1.64m on the customers it adds loses $3.12m on every year's view, and still beats selling apart by $7.9m, because bundled customers stay 1.3 years longer. The case rests on a five-point retention gap from a two-quarter pilot, of which 3.5 points are needed, which is the number to measure before anyone signs.
- We don't know how many customers buy both.
- Most companies do not, because each product has its own billing list. The manual sets out the match: both lists on a key that survives a rename, the renewal dates that say how many would move and when, and the promotional prices the both-buyers already pay. A week, and the number is usually larger than the room believed.
- Is this only for subscription businesses?
- No. It applies wherever two products are sold as one at less than their prices apart: software suites, media and streaming, telecom plans, memberships, consumer hardware with an accessory, fares with what is included in them, and any companion a company is thinking of pricing at zero to hold customers. Three of the nine cases are hardware, an airline, and a sports network.
- Are the case studies real companies?
- Yes. Nine sourced decisions: Amazon Prime, Microsoft's Kinect, The New York Times, Netflix's Qwikster, Microsoft Teams, Verizon's myPlan, ESPN and the cable bundle, Epic's Fortnite, and Southwest's bag fees. Each is dated, read through what was decided and what happened, and each states what its evidence does not establish. The Times is four records of one story and is counted once. Fortnite holds the other end, as the companion cut loose from the bundle. The worked model, wizard, and worksheet use an explicitly fictional company, labeled as such on every file.
- Is this a subscription?
- No. One payment, one download, sixteen files, yours to keep and to use inside your organization under the license included in the pack.
- What is the Bundle Strategy Pack?
- The Bundle Strategy Pack is a decision-support kit for one question: What does selling them together earn that selling them apart does not? It contains 16 files — foundations, concept deck, decision wizard, bundle model, strategies and tactics, case studies, fit worksheet, roadmap template, practitioner manual, field checklist, about the package — built around a single organizing test: the bundle hands money back to every customer who was already paying for both and earns it only on the customers it adds or keeps, so the question is never what the bundle earns but what it earns net of selling apart. It is what a leadership team uses to run the decision and leave a record of what they assumed, rather than a report about the topic.
- Who is the Bundle Strategy Pack for?
- Anyone who has to make this call and answer for it: an operator or owner facing the decision, the executive team running it, the board or investor testing the reasoning, or an adviser who would otherwise build the framework from a blank page. It is worth buying when a real decision is in front of you. It is not worth buying to read.
- What is in the Bundle Strategy Pack?
- 16 files in Word, PDF, PowerPoint and Excel: Foundations (Word + PDF) — The framework: why a bundle is a price cut on the customers you already had, the four lines and the annuity, the four readings, and the halts. Concept deck (PowerPoint + PDF) — Twenty-two slides for a board or a pricing review, with nine sourced decisions to sell together or apart and what each does not establish. Decision wizard (Excel) — Eight scored questions returning the band, the weakest answer, and either of the two halt conditions. Bundle model (Excel, blank and worked) — Eleven retention gaps across the columns, from bundled customers leaving as often as single ones to never leaving, and the break-even discount that decides it. Strategies and tactics (Word) — The moves at each of the four readings, what to do when the model halts, and four ways to make the next bundle cheaper to judge. Case studies (Word) — Nine sourced decisions — four held, three reversed, two holding in part — with the winner and the loser on the same axis in both directions. Fit worksheet (Word, blank and worked) — The single page of record: the three prices and the discount, the overlap, who would take the bundle, the retention gap, and what the years gained are worth. Roadmap template (Word) — Five phases with gates and owners, the assumptions register, a reporting change and a periodic review line. Practitioner manual (Word + PDF) — The prices and the discount, the cost to serve, matching the two lists, reading the pilot, running the cohort, the pricing paper, six failure modes. Field checklist (PDF) — The one-pager that survives outside the binder. About the package (PDF) — What each file does and the order in which to run them.
- How is the Bundle Strategy Pack delivered?
- As a single download of all 16 files, immediately after payment, with the same link sent by email. It can be downloaded 3 times and the link is valid for 30 days. There is nothing to install and no account to keep.