8. Money Spent to Acquire
a Customer (CAC)
Profits Generated from the
Lifetime of that Customer (LTV)
>
If...
...you have a broken business model
9. LTV/CAC Example: Widget Sales
In this case, CAC > LTV – this is not a profitable customer
COSTS PROFITABILITY
Salesperson Salary: $10,000 / month
Marketing spend: $2,000 / month
The salesperson pursues and closes one customer
(Customer A) a month
Revenue: $20,000 widget
(one-time purchase)
Cost of goods sold: $10,000
Customer support: $2,000
CAC = ($10,000+$2,000) / 1 = $12,000 LTV = $20,000-$10,000-$2,000 = $8,000
10. LTV: The “Lifetime” Assumption is Critical
“Newer customers must remain subscribed for about
4.5 months to [break even]. However, almost 70% of
customers churn by this time… the break-even point
is moving farther away with every new cohort due
to declining revenue and growing CAC for
newer customers”
“CAC per net new customer was $430K last quarter,
and with an average ACV of $66.9K, they need to hold
onto customers for a long time to be profitable…
Given their blended net revenue retention rate was just
above 105% last quarter, lower than most, they need to
spend even more to grow…”
Daniel McCarthy, Emory University Alex Clayton, Spark Capital
11. LTV/CAC
§ LTV measures profitability of a customer, not revenue
§ CAC includes all costs associated with acquiring a customer, not just the
actual ad spend or salaries. This might include:
§ Marketing materials
§ Sales tools (e.g, software)
§ Benefits, travel & expenses, etc.
§ Other overhead assigned to sales & marketing team (e.g. Rent)
§ You should assume that your CAC will only increase over time, as you burn
through enthusiastic early adopter customers and enter more competitve
marketing channels
§ Venture investors usually look to see an LTV/CAC rasio of 3x or higher