How they do it: With Ryanair, a standard airfare might be advertised to a customer for as low as $50. But the base fare is complemented with a host of add-on offerings. Reserving a seat will be charged to the customer for $16. Customers checking a bag will face a $25 surcharge. From travellers who forget to print the boarding pass at home, $95 is collected at the airport before boarding. These add-on services amount to roughly one quarter of Ryanairs revenue.
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How they do it: Via AppExchange, its platform featuring third-party applications, customers of Salesforce do not only pay for the core offering of the Salesforce software suite, but may opt to purchase access to additional software solutions. These add-ons are created by third-party companies and may be integrated seamlessly into a Salesforce instance.
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How they do it: Customers are able to purchase SAP’s core software offerings for a competitive price. After signing a contract, customers are encouraged to purchase add-on products (e.g. CRM system) to leverage the full potential of the SAP software suite.
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How they do it: The customer gets free ”credits” in the beginning to set up their cloud computing structure on AWS. Once these credits are used up and the customer has needs more server capacities, he can flexibly use as much server capacity as he needs and is billed accordingly.
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How they do it: The Sega Dreamcast was launched in 1999 for the price of $199, and video games for the Dreamcast were sold for $50-$70. With any customer owning on average multiple games, this resulted in recurring add-on revenues for Sega.
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