WEBVTT

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But all of it gets around to answer the simple questions

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and how much of the customer worked to us.

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And then from there, we can make better decisions.

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And so when we're looking at companies,

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we want to see companies with strong LTVs

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or the potential to have strong LTVs,

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so that in the future, we could spend more

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in the acquisition and scale.

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Welcome to the game where we talk about how to sell more stuff

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to more people in more ways and build businesses worth owning.

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I'm trying to build a billion dollar thing

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with acquisition.com.

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I always wished pesos, musk and buffet had documented

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their journey, so I'm doing it for the rest of us.

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Please share and enjoy.

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So I was talking to an entrepreneur who'd applied

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through acquisition.com to potentially become

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a portfolio company.

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And one of the questions that I asked him on the call was,

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so what's your LTV?

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Like how much, you know, how much you make

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per customer over the lifetime?

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And he honestly was like, I don't know what it is.

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I know I should know, blah, blah, blah.

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So I'm making this so that you know one of the most

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important metrics in entrepreneurship

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and I'll give you three different ways you can calculate it.

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So the first one and the easiest one to do this

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is off of lifetime.

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The second way to do it is off of churn.

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And the third way is to do it is off sales velocity.

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All right.

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And I'll finish with sales velocity

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because it's the one that I use most frequently.

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But all of these are good ways of getting it.

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And I'll give you approximations

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and I'll explain how each of them is calculated.

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Now, as a quick side note, the reason that this is so important,

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if you don't know who I am,

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acquisition.com, we portfolio it.

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It's about $100 million a year.

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I just make these because I like doing this

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and I'm a crazy person.

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So if you are a growing business,

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this will underestimate your LTV.

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But if you have especially recurring

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and you've been doing this for a while

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and you are growing, what you do is let's say that you did

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$1 million, you're one, you did two million, you're two,

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and you did three million, you're three.

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All right, let's just say that for a simple example.

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And let's say over that entire period of time,

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you sold let's say 600 customers, okay?

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So what you do here is you add these up,

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which means you have six million in total sales lifetime,

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over 600 total customers lifetime.

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This is again, back of napkin math

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of how to get to how much you make per customer.

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So it'd be six million divided by 600,

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which is probably like 10 grand.

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And so that would give you an underestimation

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because you will have customers

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who are still continuing to pay.

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It gives you basically from the beginning until now,

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but it doesn't take the future into account.

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So it will be under what it is in theory,

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but this will give you something to work off of, all right?

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So that's number one.

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Now, the second way that you can calculate LCB

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is based on churn.

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And if you don't know what churn is,

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it's gonna be the percentage of customers

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that leave at the end of the month

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that we're here at the beginning of the month.

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So let's say you have a hundred customers

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at the beginning of the month,

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and let's say of those hundred, you've got 95 at the end.

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Note that the amount of customers you sailed

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sold between here and here does not matter

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in this calculation, all right?

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Just because people get really fucked up with this, all right?

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So if a hundred customers at the beginning,

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you have 95 at the end, it means you had five that left,

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and you do five divided by 100, right?

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Which means you have 5% churn, all right?

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That is your churn, very simple, okay?

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Now, if you're like, well,

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I had some people cancel beginning,

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again, all of these are rough estimates

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because you can't ever have a beautiful snapshot

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in a business ever because time is a component

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that fudges the world, all right?

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So once you have churn, this is how you use that churn.

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So you take your price, your average monthly price.

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So let's say you've got a hundred people,

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and you're making whenever $100,000 a month, all right?

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So you've got 100k per month,

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divided by 100 people,

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which means you're making $1,000 per month per client, right?

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So that's our average price.

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When we divide that, which is this thing, right?

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You divide that by your churn, all right?

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So 1,000 divided by 5% would be 20x, 1k,

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which equals 1k, so that is your LTV.

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And so if I had this business,

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and let's say they were stable at $100,000 a month,

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I would know that they're probably only selling

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five new clients a month, pretty interesting.

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Now, if they're selling more than that,

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then I know that they are actually growing,

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and they haven't realized or tapped out

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what their new revenue threshold is going to be.

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Kind of interesting.

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This is why it's important and other stuff is an entrepreneur

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because you might be like, why isn't it growing faster?

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But if you're in the situation, you've got 5% churn,

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you're doing $1,000 a month, you've got a hundred customers

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and you're selling 20 a month,

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then your hypothetical max is gonna be 400k.

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So you don't need to change anything,

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you just gotta wait, and you're gonna have 400k a month.

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All right, that's why LTV is so important

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to understand how to calculate it.

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All right, so you can do it off lifetime,

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which I showed you first.

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The second way you can do this is off churn,

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and the third way is off sales lossy,

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and this is the one that I do most commonly.

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And the reason for that is because,

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I mean, it'll give you an approximation,

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and this is important, especially if you have like a low price,

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very high volume like recurring membership.

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Lifetime one is helpful.

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That one is also useful for that,

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but it's more of a hypothetical,

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and sometimes it overestimates it,

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so you're gonna wanna average out your churn,

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because let's say you get five percent churn one month,

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but you had 20 a month before,

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and 13 a month before that.

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So you wanna average your churn,

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I'd be like, all right, well, we average 12%, right?

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And then you use that as the churn number

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that you use the calculation to calculate for the business.

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And you wanna do it the most recently,

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because if you all of a sudden start selling more,

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but then your churn goes up,

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those are the new metrics to your business.

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You can't use your churn from a year ago

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when you were only selling one off people,

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and now you have a sales machine,

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but you're not doing as well in fulfillment,

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because you don't have enough personalized attention, right?

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That's why this is so important.

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Now, sales velocity,

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this is the third way to calculate this,

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and then I will leave you with a fun story.

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So sales velocity number three is you say,

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how many people are you selling per month?

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You just ask them,

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and you can say like, last three months, what are you averaging?

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Let's say they say 10 people per month

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is what we're averaging in new sales, all right?

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This is important, new sales.

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Now, I'll say, what are you doing in revenue?

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The reason sales velocity one,

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or the conditions under which this one works,

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is if the revenue has remained relatively the same.

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So for the last three or four months,

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let's say they've been at 100,000 ish a month, all right?

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Now that they're at a point of stagnation,

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or close enough stagnation,

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that we can use it for a calculation.

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So let's say 100K a month is what they were averaging

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in their business,

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and they're selling 10 deals a month,

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you know, where this is going,

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then I can tell them that the rough estimate

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for their LTV is gonna be 10K.

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And that gives you a good idea,

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because if they're just maintaining it this,

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then it means they're losing sound,

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they're gaining new ones,

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and they're staying at that level,

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which means they've already hit that point of equilibrium.

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And so all of the thing with LTV is the relationship

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between sales velocity and how much a client's worth, right?

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And so the turn calculation showed a little bit more

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depth around pricing and turn to get the LTV, right?

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Number, but all of it gets around to answer the simple question,

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just how much of a customer worked to us?

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And then from there, we can make better decisions.

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And so when we're looking at companies,

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we wanna see companies with strong LTVs,

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or the potential to have strong LTVs,

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so that in the future we could spend more

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in the acquisition and scale the business, right?

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And a lot of times this is one of the weakest points

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in companies, especially in that $3 to $10 million range,

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is that they don't actually make enough

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for customer to start getting squeezed,

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which compresses their ability to scale.

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And so if you can speak in these terms,

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you will impress people, and more importantly,

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you will impress yourself,

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because you'll have more tools in your entrepreneurial toolbox.

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Most of the nation wrote quick,

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if you are a business owner that has a big old business

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that wants to get to a much bigger business,

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going to $50 million plus we would love to talk to you.

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And if you like that,

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and would like to hear more about it, go to acquisition.com

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and you can plan anywhere on the page,

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and talk to one of our team and see

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if we can help you get there.

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I'm gonna go a little deeper on this concept

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of using LTV to project.

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And I just want you guys to know,

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like I'm not an ExcelWiz,

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like I had to learn this stuff,

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because like I just haven't naturally been that good at it.

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So I had to learn the back of NAPC and way of doing business,

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and I'll be right with you.

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Just about every major business assistant I make,

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I just make it on back of NAPC,

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because even the most precise calculations can still be done

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off of rough data sets.

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And so you got to just understand like where your gut is,

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and just kind of like the directional math around the stuff.

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All right, so let's say we have,

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I'm gonna give you two scenarios.

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So I'm gonna give you a scenario A, it's an array of bait.

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This is important because it will help you make decisions

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for your business about what to do to grow.

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So let's say we've got a business that's selling 10 people

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a month, and they're doing $100,000 per month,

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and their price point is $5,000 a month is the price

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of what they're selling for these 10 people, right?

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And let's say their turn is 20%.

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All right, and let's say we have the same ones,

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so we have new sales and say it's 10,

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let's say price points $5,000 a month,

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and let's say that they're doing $500,000 per month,

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and their turn is 20%.

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All right, now let's see the difference

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between these two scenarios.

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All right, so if we have 10 clients per month,

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and they're selling at $5,000, right?

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And we know a turn is 20%,

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then what do we have to figure out

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if to figure out the lifetime value, right?

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And so if we take the $5,000 per month,

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and we divide it by the 20% turn,

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we're gonna have a $25,000 LTV, right?

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Right, this makes sense.

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Now if we're selling 10 new people a month, right?

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Then it means that this business is going to continue

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to grow, and it'll slow down at $250,000 per month.

259
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This is a back of napkin way that you can do projections,

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right?

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So think about it.

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If we have 10 new clients,

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and they're selling at $5,000,

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we're adding $50,000 a month,

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but we're also losing 20%.

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And so as we, the first month will make 50.

267
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The next month will do 50 plus 40, right?

268
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The next month will do 50 plus 40 plus 30, right?

269
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And so it continues towards this asymptote,

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which means it approaches a number,

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but it doesn't actually hit it.

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So 250, 250,000 is the asymptote, right?

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At that point, we'd have to change something

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that we have to change the price.

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We have to change terms, the turn,

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or we'd have to change the number of new sales

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that are happening in order to grow this business, right?

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Now, if I'm talking to somebody here,

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or you are that person there,

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then I know that this thing is growing,

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which is great, even if we change something,

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the business is going to continue to grow.

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Awesome, right?

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Now, here's the flip side.

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Let's say we have that same scenario, 10, 5,

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except the only difference here is it's at $500,000 a month,

287
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right?

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Well, if we know that this thing is going to cap out, right?

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At $250,000, so it's going to drop dramatically

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in the beginning, and then it's going to even out at $250,000.

291
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So if I'm talking to this business,

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then I know that they're at $500 today,

293
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and this guy's at $100,000 today,

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but they're both going towards $250,000

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because that is the reality of the business.

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So if you're selling 10 a month at $5K,

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with 20% turn, your business does $250,000.

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That is what I want you to take away with this,

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is that you will know and understand

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what your cap rate or your hypothetical maxes

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for your business simply by doing the math, right?

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And so you'll know if you have the capacity to grow,

303
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you are on a shrinking curve,

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or which common is your in scenario C, right?

305
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Which is your at $250,000 a month,

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you're selling 10 people per month at $5K per month,

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and your turn is 20%.

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And you're stagnant like this,

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which means that one of these things must change.

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We either have to sell more people,

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we've got to change the price,

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we've got to add some zeros to the price,

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or we have to fix the churn.

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Now here's where it's kind of interesting.

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If we can fix the churn of this business,

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let's say we just get it from 20% to 10% turn,

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doesn't seem like it's a big difference, does it?

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It's a hell of a difference.

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And so if you're thinking about the levers

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that you're going to pull in your business,

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you could say, all right,

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if I wanted to get to, let's say, a million a month,

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which is probably common for somebody who's at this stage, right?

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They want to get to a million a month,

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that's their next objective.

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Well, let's talk about the ways they can get there.

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All right, scenario number one,

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to get to a million a month,

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we could start selling 40 people a month, right?

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And change nothing else.

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We start selling 40 people a month,

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equals 1 million per month.

333
00:11:22.040 --> 00:11:24.800
All right, because we just 4xed this number.

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00:11:24.800 --> 00:11:27.800
The second way we can get to a million dollars a month

335
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is we could 4x this price.

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We start selling 20K per month, right?

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With the same number of sales.

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And now get us to a million a month,

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assuming churn stays the same.

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The third scenario is that we would reduce churn to 5%.

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And change nothing else.

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Which of these seems easiest?

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Well, 4xing price might be difficult, right?

344
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That might be, represents a serious risk

345
00:11:50.440 --> 00:11:52.400
that the value exchange might not be there, right?

346
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And so you probably not choose this guy.

347
00:11:56.040 --> 00:11:58.800
This one probably wouldn't be the first bet, right?

348
00:11:58.800 --> 00:12:00.640
So then you're pretty much left with,

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I'm going to either 4x the number of sales,

350
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which means that you're gonna spend more money on ads

351
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or I gotta do more reach outs,

352
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or I gotta do more posts, or get more affiliates,

353
00:12:08.400 --> 00:12:10.320
or get more word of mouth, whatever, right?

354
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Or I gotta work on my back end and reduce churn.

355
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Here's the interesting tidbit.

356
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It's easier to fix churn,

357
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and then all of a sudden, you're at four million a month.

358
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This is why business is fun.

359
00:12:24.080 --> 00:12:27.200
And so that is how we approach business problems

360
00:12:27.200 --> 00:12:28.040
and acquisitions.com.

361
00:12:28.040 --> 00:12:29.240
It's like, okay, what are the biggest levers

362
00:12:29.240 --> 00:12:31.600
that we can use to transform this business

363
00:12:31.600 --> 00:12:34.120
using the biggest rocks that we have available to us?

364
00:12:34.120 --> 00:12:35.560
I think it's important to think through these business

365
00:12:35.560 --> 00:12:37.160
problems strategically.

366
00:12:37.160 --> 00:12:39.080
So you can think, which of these levers

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can I pull that as the highest likelihood?

368
00:12:40.720 --> 00:12:42.440
And here's the problem if you do this in a different direction.

369
00:12:42.440 --> 00:12:44.640
Let's say you 4x the sales, you get to 40 a month, right?

370
00:12:44.640 --> 00:12:45.560
You're gonna build infrastructure,

371
00:12:45.560 --> 00:12:46.400
you're gonna know this other stuff,

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the problem is you might have built infrastructure too quickly

373
00:12:49.240 --> 00:12:50.640
and the people that you hire suck

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and then you can't get the churn down, right?

375
00:12:52.400 --> 00:12:55.160
And then you also can't fix things properly.

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00:12:55.160 --> 00:12:57.560
And so you basically feel like you have to keep selling,

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to keep just keep the business afloat,

378
00:12:59.120 --> 00:13:00.800
even though you know that you have this 20% churn

379
00:13:00.800 --> 00:13:02.440
which is killing your business, right?

380
00:13:02.440 --> 00:13:04.840
And so in order to make this thing a sellable business

381
00:13:04.840 --> 00:13:07.040
or have a business of value or enterprise value,

382
00:13:07.040 --> 00:13:08.200
is we have to fix the product.

383
00:13:08.200 --> 00:13:09.480
We have to fix the client experience

384
00:13:09.480 --> 00:13:12.880
that people actually want to continue to pay for this thing.

385
00:13:12.880 --> 00:13:14.480
And so this is how you can think strategically

386
00:13:14.760 --> 00:13:18.080
if you fix the backend first, then guess what happens?

387
00:13:18.080 --> 00:13:19.560
Your LTV quadrupled.

388
00:13:19.560 --> 00:13:21.440
Now you can go and spend whatever you want

389
00:13:21.440 --> 00:13:23.360
in the acquisition and still be profitable.

390
00:13:23.360 --> 00:13:25.200
Whereas in this scenario,

391
00:13:25.200 --> 00:13:27.360
you probably have to compress your margins

392
00:13:27.360 --> 00:13:29.720
because usually when you increase acquisition margin

393
00:13:29.720 --> 00:13:31.960
to get compressed, but you already compressed them,

394
00:13:31.960 --> 00:13:33.520
right, like you didn't expand them to begin with.

395
00:13:33.520 --> 00:13:35.200
So let's say you were at a 30% margin

396
00:13:35.200 --> 00:13:37.360
and you 4x your sales, now you're at a 10% margin.

397
00:13:37.360 --> 00:13:38.760
That sucks, right?

398
00:13:38.760 --> 00:13:40.560
And so what we wanna do is we wanna expand the margin,

399
00:13:40.560 --> 00:13:42.760
expand the lifetime gross profit per customer

400
00:13:42.760 --> 00:13:44.400
by extending the LTV through turn

401
00:13:44.400 --> 00:13:45.880
and creating a better experience,

402
00:13:45.880 --> 00:13:47.520
better product, better product market match.

403
00:13:47.520 --> 00:13:48.880
And then at that point,

404
00:13:48.880 --> 00:13:51.840
then you can open up the opportunity to scale like crazy.
