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The SaaS Business Model Drivers and Metrics
Discussion Topics: The Business Objectives The key drivers Metrics Other Benefits of SaaS
The Business Objectives Profit Cash Growth
Understanding Profit in the SaaS world The micro-economic view Look at economics of: Sales person Customer
Modeling a single sales hire A useful starting point
Excel Spreadsheet  Available here: www.forEntrepreneurs.com/saas-economics-1 Part of a blog post that describes the model The figures I have used should not be taken as a default set of values for any SaaS business There are going to be wide variations in funnel efficiencies that will make each individual business considerably different
Key Variables
Key Variables Standard Inside Sales Stuff: ,[object Object]
Quota: $500k
Ramp time
Attrition,[object Object]
Looking at a Single Salesperson
The Cash Flow Gap 11 months to breakeven CashGap (Slightly later breakeven point, because Gross Profit is less than MRR)
The SaaS Cash Flow Trough 23 Months to get back the investment Total amount invested: $110k But a great return on investment
Marketing Funnel Economics
Our Example Marketing Funnel Visitors to Web Site Organic Traffic SEM Other Paidlead sources Top of Funnel Raw Leads Registered Visitors Middle of Funnel Qualified Leads Inside Sales Inside Sales Closed Deal Closed Deal
Our Example Marketing Funnel
Our Example Marketing Funnel
Our Example Marketing Funnel
The model also computes CAC and LTV This excludes people costs in marketing, and sales management costs
My rules for CAC/LTV balance in a SaaS model LTV Months to recover CAC CAC > 3x <   12 months Required for Capital Efficiency
What we are looking for A well balanced business model Monetization(LTV) Cost toAcquire aCustomer(CAC)
The Balancing Act ,[object Object]
Inbound Marketing
Free or Freemium
Open Source
Free Trials
Touchless conversion
Inside Sales
Channels
Strategic partnerships
High Churn Rates
Low customer satisfactionMonetization(LTV) Cost to Acquire a Customer CAC) ,[object Object]
Cross Sell/Upsell
Product line expansion
Lead Gen for 3rd parties
Field Sales
Outbound Marketing,[object Object]
When To Grow?
Conserve Cash Invest Aggressively Search for Product/Market Fit Search for Repeatable & Scalable Sales Model Scaling the Business
What happens at the company level when we add 2 new sales hires every month? 32 Months to get back the investment Total amount invested: $2.6m First profitable month: 21 Worst loss: $190k in month 11
How MRR Grows when hiring 2 salespeople per month ,[object Object]
Shows how constantly adding new sales hires increases the bookings every month,[object Object],[object Object],[object Object]
What’s the blocker to faster growth? Usually it is the rate at which you can grow leads Typically each lead source maxes out Adding new lead sources often means paying more per lead Leads Source C Source B Source A Time Another blocker: The rate at which you can hire and train really high quality sales people
The Key Metrics CAMPAIGNS TO DRIVE TRAFFIC VISITORS OVERALL CONVERSION % CONVERSION % TRIALS (BY LEAD SOURCE) CONVERSION % CLOSED DEALS
Annual Upfront Payment …instead of monthly
What happens if we collect a year’s payment in advance? Looking at the whole company picture when hiring 2 sales people per month Year in advance Eliminates the cash flow trough, and means $35m more cash in this scenario Monthly
Lesson Learned Look for ways to get customers to pay in advance Depending on the cost of your capital, this can be worth fairly large discounts
CHURN Why happy customers are so important
Churn Rate plays a huge role in success
How Churn affects LTV Average customer lifetime in months =  1 / Monthly Churn
How Churn affects Lifetime Months Monthly Churn
How Churn affects LTV LTV Monthly Churn

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