Agile VC
JUNE 13, 2019
Chewy sells tens of thousands of products from many 3rd party brands, as well as its own private label brands (though latter remains <10% of sales). Embedded Growth From Existing Customers. One of the key features of Chewy’s business is the recurring nature of customer purchases. For example, Chewy’s 2015 cohort (e.g.
Agile VC
OCTOBER 27, 2011
There’s a couple different forces I see at work: 1) Selling & Customer Acquisition - In the last 5 years, the biggest force in business software was the impact of the cloud as an infrastructure layer and product/service delivery mechanism. The lessons learned from consumer Web 2.0
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Agile VC
FEBRUARY 5, 2014
Business facing companies typically provide software or an online service for which their customers pay a fee. Potential customers’ willingness to pay will help you segment your target market (by customer size, vertical, geography, etc) more effectively than simply “researching” your market in abstract.
Agile VC
MARCH 5, 2019
Early on, one of the key questions for all ride sharing companies was the breadth & depth of usage by their customers. If you look at the yearly cohort level though, you do see a pattern where on average people use Lyft more frequently the longer they are a customer. Analysis of Lyft S-1 Cohort Data.
Agile VC
JUNE 5, 2011
Cumulative customers (unique buyers of Groupons): 15.8M (Q1 2011), 9.0M (2010), 0.4M (2009). 3) Groupon’s Business is Like An ATM: Groupon is currently unprofitable on a GAAP basis thanks to acquisition related expenses in 2010 as well as ongoing marketing spend to acquire customers. in net revenue and passes $0.58
Agile VC
MAY 16, 2019
Below the headline figures you can see that a key driver of revenue growth is “expansion” revenue of existing customers spending more each year with Slack. in MRR in 2019 from existing customers for every $1.00 in MRR from customers at the end of 2018. next 3–5yrs at least, barring massive changes in customer behavior).
Agile VC
NOVEMBER 9, 2015
It has grown remarkably, has favorable gross margins and customer acquisition payback, and a clear path to profitability. The other tiny portion (1%) comes from sales of hardware, like the tablet stands and POS like cash drawers that some businesses use to process Square payments. What are customer acquisition costs like?
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