18. 站在使用者的觀點
就如巴菲特所說 : 「價格是你付出的，價值是你得到的 」
(Price is what you Pay, Value is what you Get)
使用者不在乎競爭對手賣多少錢，也不在乎你成本多少，只在乎他可以得到什麼。
上面這句話在實體商品可能行不通，不過在軟體服務產業，這句話是適用的。
一來因為邊際成本很低，你不會根據產品的成本去做訂價。
再來是軟體服務都在講求差異化，使用者不會覺得你的產品跟同業完全相同。
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60. To understand the marketing metric LTV to CAC ratio, we first need to break down the two components:
LTV是客戶終身價值，CAC是客戶獲取成本，LTV：CAC即為二者的比值。
一個顧客身上的價值(LTV)是否超過獲取顧客的成本(CAC)？ LTV:CAC可以幫創業者和投資者回答問題
Lifetime Value (LTV), sometimes referred to as customer lifetime value, is the average revenue a single customer is
predicted to generate over the duration of their account.
Customer Acquisition Cost (CAC) is the average expense of gaining a single customer.
The ratio of lifetime value to customer acquisition cost helps you determine how much you should be spending to
acquire a customer. Calculating this ratio will show if you’re spending too much per customer or if you’re missing
opportunities from not spending enough.
A ratio of 1:1 means you lose money the more you sell. A good benchmark for LTV to CAC ratio is 3:1 or better. Generally, 4:1 or higher
indicates a great business model. If your ratio is 5:1 or higher, you could be growing faster and are likely under-investing in marketing.
LTV, CAC 怎麼應用 ? 怎麼計算 ?
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67. 統計 - 資料來源
Data shows that pricing is 4x as efficient in improving revenue as acquisition, 2x as efficient as improving retention.
SaaS 公司將客戶獲取能力提高 1%，淨利潤可以成長 3.32%。
然而如果是將留存率提高 1%，淨利潤可以成長 6.71%。
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70. 舉例1 - 資料來源
可以看到整體活躍使用者成長
會隨著時間逐漸趨緩，到最後
甚至每個月新加入的使用者會
跟流失的使用者抵銷。
而你為了獲得這些客戶，必須
付出的廣告成本卻越來越高。
MAU (Monthly Active User)
By the end of 2018,
the new people you’re adding every month are barely replacing the people who abandon your product from all of your previous cohorts.
Let’s say you continue to have 1,000 people sign up every month,
but over time those people end up quitting your product.
This is what the chart looks like past 2016:
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71. 舉例2 - 資料來源
在這個案例中，每個月新加入
的使用者，最後有 50% 願意留
下來持續使用它。相同的兩年
裡，它的活躍使用者比上一組
高了 53.8%。儘管成長率相較
一開始趨緩，但仍然有在成長，
比上一組好多了。
You can see the big difference between the graphs. In the bottom right you have rectangles that build on top of one another. Your
overall growth rate is still decreasing (as a percentage of your install base), but your total number of active users continues to
increase. In the previous example your growth had basically stalled, in this graph you are growing at a constant rate. The best
products in the world retain a large percentage of cohorts over time, and the bars are a large percentage of the initial cohort size.
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72. (續)舉例1 - 資料來源
If you can forecast how many people will be using your
product, you should also be able to project how much money
you’ll be making. Let's look at what your revenue looks like
(again, broken down by cohort) when you have poor retention:
過了3年 過了5年
As your cohort sizes go to nothing, those people won’t keep
paying for your product. This graph doesn’t look too bad, but
what about if you look further into the future? That doesn’t look
good, you’re barely making any more money two years later.
MRR (monthly recurring revenue) : 每月經常性收入
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73. (續)舉例2 - 資料來源
What about in the case where you have good retention? Assume that 10% of the long term users end up paying for your product,
and they pay $50 / month. They don’t immediately upgrade—it happens slowly over time. What would that graph look like?
Holy crap!
In the bad retention example, you are making $15,000 / month in recurring revenue. (上一頁的圖)
What about in the good retention example?
Over $80,000 / month.
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94. 相關連結
● 創新的用途理論，連結、Clayton M. Christensen
● Intercom on Jobs-to-be-Done，連結
● Intercom on Onboarding，連結
● Patrick McKenzie, Stripe，連結、Atlas、SaaS
● Patrick Campbell, ProfitWell，連結、PriceIntelligently、Blog
● Facebook F8 Conference，連結
● Brian Baulfour，連結、Retention
● Sean Ellis，連結、GrothHackers
● Ronald Baker，連結、Pricing on Purpose
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