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Was du mitnimmst
- Um Kundenabwanderung zu senken, eine Ebene höher denken: nicht den Endkunden, sondern den Partner dahinter betrachten.
- Beispiel Software: Statt einzelner Chiropraktoren wurde die Agentur mit vielen Kliniken zum eigentlichen Kunden.
- Auch wenn einzelne Endkunden wechseln, bleibt der Umsatz stabil, solange man den größeren Partner hält.
- Für die Architekturfirma heißt das: Beziehungen zu Empfehlungspartnern wie Handwerkern aufbauen und halten statt einzelner Projekte.
Volltranskript
Das Transkript ist das englische Original mit Timecodes. Die deutsche Zusammenfassung steht oben. Sprecher werden automatisch zugeordnet.
0:00What you think are the best revenue retention opportunities for an architecture firm? What would it take to get there started from scratch? All right, Ameiliano, I'm going to give you I'm going to give you some some game. So, some businesses like yours, you need to chunk up a level to figure out revenue retention. So, what does that mean? So, I'll give you an example. So Allan say the universe knew Allan the software that we ran. Um at the beginning I was trying to sell lead nurture services to brick-andmortar businesses right SMBs. Uh the problem with lead nurture services when you have an SMB is that they have inconsistent lead flow. And so we're so as soon as they're like oh this is great uh but how do we get leads? Right? And I was like oh no this is a whole another problem.
0:43This is a different business. And so then we had the smart idea of like well what businesses already have leads? And the answer to that question was businesses already working with agencies. And so then I said, "Oh, maybe agencies are really our customer." And so that's what we figured out was that agencies would bring customers in and they would churn those people out, right? But they let's say a chiropractor agency has 10 chiropractors that pay $2,000 a month. I'm sorry, mini itty bitty agency, right? They've got 10 chiropractors paying $2,000 a month. And let's say every month they lose two chiropractors and they gain two chiropractors. I can rely on that agency to use my software month over month over month with each of his chiropractor people even though the logos of the people inside of his little ecosystem will change. But my revenue retention on the at the agency level was super good.
1:28So why do I tell that story? Because it's an analogy for you which is that your architecture firm you're thinking about it at the house level or at the building level right? If you chunk up a level, which is like, okay, um, who are the referral partners or who are the people that you do business with on a regular basis? Is it contractors? Is it, um, who are the people referring you business? And so once we find those people who who you're doing business with on a regular basis, we want to demonstrate that we're retaining them rather than the pro at the project level. So you chunk up and then those become your nodes of revenue. And so you then have your acquisition or your sales motion is going to be geared around how do I advertise and acquire more of these referral partners and I know each referral partner is worth X and it cost me Y in order to acquire them and I can retain them significantly more than I can for the individual products or logos that they're bringing on. That help me?
2:20That's how you do it. Okay.