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16 results for “acquisition dynamics”
...acquisition is going to cost more than previous.
11:55 / 13:01
from transcript11:55 – 13:01
combined with a lot of pattern recognition and now a lot of data from the book and stuff to build it up about, okay, well, you know, that SaaS company at series B and you don't have a VP sales that jumps out at me as being really, really an issue. Li
20:19 / 21:21
from transcript20:19 – 21:21
...is a good acquisition or not. And if you take Lowe as an example, it was very clear from us from the very first day that this will be a unbelievably profitable company. Why was that clear for you from the first day, respectfully? It is a expensive bu
32:17 / 33:20
from transcript32:17 – 33:20
...paid acquisition loop, for example, it might look like it's performing pretty well. And then I ramp it up to 200, 300, 400, 5,000, 10,000. Right? And at some point, the performance breaks. And the performance will break in, you know, your performance
12:10 / 13:54
from transcript12:10 – 13:54
are still changing so rapidly, and that's the product part. So the product can leap to the new expectations, but let's not talk about the market part as well. Consumer expectations have never changed this fast before. What we expected ChattGPT to be
1:02:59 / 1:04:02
from transcript1:02:59 – 1:04:02
...acquisition, and two, really eye engagement retention. We talked about the engagement retention piece. It's magic when you have ease of customer acquisition. You you and I have talked about this before. But, you know, this is one of the most impressi
29:58 / 31:15
from transcript29:58 – 31:15
...cost is. So the reality is that, no, there's it takes a really long time to get to the point where, like, the macro effect of saturation is hitting your CAC, but that's how I think about it. Do you think early stage founders should look at LTV? Often
12:35 / 13:46
from transcript12:35 – 13:46
...acquisition, the behavior that we observe on customer retention engagement, and then there's gross margins. And we give a little bit of a pass on gross margins right now. We're in this funny environment where late stage SaaS cloud, we would look at a
48:22 / 50:52
from transcript48:22 – 50:52
...day on a paid acquisition loop, for example, it might look like it's performing pretty well. And then I ramp it up to 200, 300, 400, 5,000, 10,000. Right? And at some point, the performance breaks. And the performance will break in, you know, your pe
13:01 / 14:43
from transcript13:01 – 14:43
we we need to smooth out experience for the users in order for them to get through that setup moment, to moment, to that habit loop. And here, you're just interacting with agent. So, we, at the beginning, were like, the agent team that we have here i
21:45 / 22:50
from transcript21:45 – 22:50
...acquisition. Customer acquisition. Yeah. So, you know, you you wanna buy ads, like, everybody sees ads on TikTok or YouTube or Google search or Facebook meta, etcetera. Hey. Go buy my app. There's, like, a whole formula that goes in. What's the lifet
18:45 / 19:49
from transcript18:45 – 19:49
...of Sarah's deals. One, heavily organic customer acquisition,
27:40 / 28:45
from transcript27:40 – 28:45
pricing, packaging, paywalls, all that stuff around. Sarah, which is like a part of marketing Mhmm. And product engagement could be easily a part of growth. In my previous job at HelloSX, I owned product as well. My question when I hear that in terms
3:45 / 4:45
from transcript3:45 – 4:45
expand. I come in as an entry product and suddenly I'm using four or five. Does it really matter and can it not mislead you? Actually, the day to day metric and ratio we're really thinking out is CAC to payback period rather than CAC to LTV. We set d
35:56 / 37:43
from transcript35:56 – 37:43
One thing we haven't talked about, which is probably criminal of me, but it's actually retention, you know, we've mentioned Alex Schultz before the show, he says to me all the time, and retention, retention, retention is the only thing that matters,
47:01 / 48:18
from transcript47:01 – 48:18
having the right aligner that you're willing, board and investors are aligned with the leadership and the broader team around, we're gonna go for this, or what level do we extent are we gonna go for this? And I think if you're doing sort of reasonabl
41:20 / 42:19
from transcript41:20 – 42:19
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