Ein Unternehmen aufbauen, das Kunden hält

0:00I want to only have to acquire customers once. The reason that most businesses cannot get big is because they are always filling a leaky bucket. Now, you've heard this terminology before. But think about how difficult it is to acquire a customer. It's a lot of work, right? And to go through that entire process only to lose them, to have to go get another one is exhausting. And so, you want to be, and this is John Paul Deorio, uh is the quote from him. He said, you don't want to be in the sales business, you want to be in the reselling business. And so what he meant by that is how do we get customers to just buy again and again and again, which does come down to product primarily and then brand secondarily.

0:34And so the idea here is that for your business to be a significantly more valuable, but b way more fun to run, you want to keep the customers you have. And so when you're a small business owner, you're typically just barely figuring out what's going on. And so what happens is people will typically try to scale too fast before they've actually figured out revenue retention and churn. And so what are quote good benchmarks? Well, good benchmarks for anything B2B is you probably want to be above 80%.

1:01In terms of retention annually, so that means that if I get a 100 customers, Jan 1, right? So, this is January 1, let's say 2025, Jan 1, uh, 2026. I want to make sure that I have at least 80 of these customers. Now, this is where people get confused. Let's say that they grow because they get better at marketing and sales throughout the year. They and they come January 26 and let's say they're at 160 customers is how many they have.

1:31They think, "Oh, well, I definitely retained all 100 customers and I also got 60 more." Uh-uh. We're looking at of the original 100, how many of them made it to here. This is the issue. Now, you can take whatever your annual retention is and then you can basically reverse engineer into what your lifetime uh value of a customer is. So if you have 50% annual retention, then you can take whatever someone pays over a year. Let's use simple math and say someone pays $100 per year. If you have 50% annual retention, then it means that you can basically double it. So you divide it by 50%.

2:03Equals $200 is what you're going to make from a customer. Now, here's where this gets really wild. Let's say that you have 80% annual retention. Doesn't seem like that much different, right? It's only 30%. What is it actually different from a math perspective? It means that you're going to get functionally four turns, five turns, five turns because every year you're going to lose 20%. Right? And so simple math on that is around the back of napkin on that is about $500.

2:32What a lot. All right? And so think about two businesses and this is why this is so important. The cost of getting customers between different businesses is typically very uh commoditized. So CAC in an industry is a commodity. Think about how weird that is as as a sentence. If there's two social media marketing agencies that both sell generically similar services, now of course we don't want to do that, but this is how the the industry by and large works. If you have two different businesses that are selling the rel relatively the same thing, the cost of getting customers there is typically about the same. Here is where one business can become 5, 10, 100 times more valuable is that those customers are worth five, 10, 100 times more to the other business. And so they are able to to play a huge arbitrage game. So they can spend way more money in the acquisition than the than the the business that only has call it 50% retention, right? This guy's getting two and a half times more per customer than the first company. even though maybe the cost of getting the customer in both these scenarios might be the same. This is where there's a huge amount of alpha or kind of arbitrage above what market could get um in terms of improving a business. And so right now if you don't know how many customers stay with you year-over-year, definitely worth figuring out. And so that is my rule of thumb is that I target. And so for each of these numbers as I'm sharing them is like this is my target. This is what I want to get to. And if I don't have that, I see this is a huge problem in the business and I have to go fix it.

4:01Otherwise, I just know that I'm going to create a I'm going to scale problems, right? When you scale problems, they just get meaner and uglier and they have more faces on them. Right? You do not want to do that. And this is where most people's ego gets tied down, which is why most entrepreneurs can't scale. Real quick, I'm going to show you the exact 10-stage road map from zero to 100 million plus that less than 1% of companies finish. I've now done multiple times. And so, I can say with a lot of confidence that these are the stages as headcount increases that you need to get through. And I broke each of these down by eight different functions of the business. What the constraint feels like, like what are the symptoms of it when you're going through it, and then what steps we actually took to graduate.

4:38And we've done this across software, physical products, uh, service businesses, brickandmortar, all of this. And it works. And it's my gift to you. It's absolutely free. And so the link's in the description, but you just go acquisition.comromadap, just enter your info, and it'll spit it right back to you. Offer it.