From Case Study to Collaboration
In April 2024, I first encountered Studyond — not through a job application or a networking event, but as part of a university case study at the University of St. Gallen. Back then, I was still on the outside: analyzing, challenging, and pitching ideas to a startup I didn’t yet know personally.
But something about that first interaction stayed with me. It wasn’t just the relevance of the problem Studyond was tackling — creating better bridges between academia and industry through thesis collaborations. It was the way the team worked: open-minded, curious, and genuinely interested in student input.
Nearly a year later, in early 2025, I returned to that same company. But this time, not as a course participant — as a Bachelor student, looking to write a thesis that mattered.
The research question:
How can a Freemium pricing model be designed for a B2B SaaS platform like Studyond?
Why this topic? Because while Freemium strategies are common in B2C — think Spotify or gaming apps — they’re still relatively uncharted territory in the B2B SaaS space. And yet, for early-stage platforms like Studyond, pricing isn’t just a revenue lever. It’s a strategic decision that shapes brand, growth, and product focus.
Writing Process
Between February and May 2025, I explored the academic and practical sides of Freemium design:
- Mapped the existing literature — and confirmed: B2B Freemium remains under-researched
- Developed two pricing model prototypes tailored to Studyond’s business model
- Tested them through expert interviews and exploratory evaluations
Key Takeaways
- Freemium ≠ free for all — it’s about what’s strategically free and what’s worth paying for
- Features aren’t value — premium tiers must solve real user problems, not just offer “more”
- Even B2B is human — decisions are influenced by psychology: the Compromise Effect, Need for Closure, and more
One of the biggest lessons?
Communication is pricing. Even the most logical model fails if customers don’t understand the value behind it.
Results
The outcome: two conceptual models that are not final solutions — but strong starting points.
More importantly, they have already sparked internal reflection at Studyond about how to:
- grow sustainably
- remain accessible
- and build a viable business model
Reflections
Looking back, this project was much more than a thesis:
- It was the continuation of a dialogue — from a classroom in 2024 to a real-world collaboration in 2025
- It was a shared process — Studyond provided input, access, and trust. I wasn’t just “writing for them” — we worked together
- It was a reality check — I saw what it takes to move an idea from a research paper into the heart of startup operations
Yes, the thesis is now submitted. But the models? They’re just getting started.
Studyond is now taking them further: refining, testing, applying. And I’m excited to see how they’ll evolve.
Final Thought
On a personal note, this journey confirmed something fundamental for me:
The most rewarding academic work doesn’t end with a grade.
It starts conversations, shapes strategy, and creates real impact.