Alexandra Kleeman (Head of Marketing at Shpock - classifieds mobile marketplace), Georgy Natsvishvili (Head of Organic Growth at Glovo - groceries/food delivery) and Thomas Petit (Mobile Growth Expert) discuss the basics of LTV modeling, metrics & measures and how to balance CPI and LTV to achieve a positive ROI.
If you're hurt from the crisis, instead of doing brand or DR invest the remaining budget that you have into existing users: what you have, the changes you've made, how they can still use the service. Try to keep your users with re-engagement rather than going after new users.
Everybody is now a startup: extreme uncertainty, low budget, necessity to go very fast. You need to adapt and pivot. Example: Blablacar to Blabla help, events to online, etc.
For subscription businesses there is a bigger focus on the payback rather than LTV. You don't know how much you're going to make so you monitor what you're making right now. Example: moving to yearly subscriptions instead of 1 month.
If you're hurt from the crisis, instead of doing brand or DR invest the remaining budget that you have into existing users: what you have, the changes you've made, how they can still use the service. Try to keep your users with re-engagement rather than going after new users.
Everybody is now a startup: extreme uncertainty, low budget, necessity to go very fast. You need to adapt and pivot. Example: Blablacar to Blabla help, events to online, etc.
For subscription businesses there is a bigger focus on the payback rather than LTV. You don't know how much you're going to make so you monitor what you're making right now. Example: moving to yearly subscriptions instead of 1 month.
If you're hurt from the crisis, instead of doing brand or DR invest the remaining budget that you have into existing users: what you have, the changes you've made, how they can still use the service. Try to keep your users with re-engagement rather than going after new users.
Everybody is now a startup: extreme uncertainty, low budget, necessity to go very fast. You need to adapt and pivot. Example: Blablacar to Blabla help, events to online, etc.
For subscription businesses there is a bigger focus on the payback rather than LTV. You don't know how much you're going to make so you monitor what you're making right now. Example: moving to yearly subscriptions instead of 1 month.
Notes for this resource are currently being transferred and will be available soon.
[📢 @06:13] Shout out from Thomas for GrowthGems.co
Georgy (Glovo)
Everybody is now a startup
Alexandra (Shpock)
Thomas
Factors regarding budget to spend. Does it make sense to maintain a small part of the budget for "brand"? A lot of companies tend to cut long-term (like branding) and not short-term (DR). Advertising your brand at this moment can be risky and perceived the wrong way by customers.
[💎 @26:05] If you're hurt from the crisis, instead of doing brand or DR invest the remaining budget that you have into existing users: what you have, the changes you've made, how they can still use the service. Try to keep your users with re-engagement rather than going after new users.
[💎 @26:48] Everybody is now a startup: extreme uncertainty, low budget, necessity to go very fast. You need to adapt and pivot. Example: Blablacar to Blabla help, events to online, etc.
This means startups are at an advantage vs. other more established companies.
Georgy (Glovo)
Alexandra (Shpock)
Thomas
Mom started using a computer despite her aversion just for Skype when he went to live in Bolivia. Still a loyal user.
People don't know how the current and future cohorts are going to act.
[💎 @38:20] For subscription businesses there is a bigger focus on the payback rather than LTV. You don't know how much you're going to make so you monitor what you're making right now. Example: moving to yearly subscriptions instead of 1 month.
You can try to limit the risk and the gap so there is not too much focus on LTV.
In travel you won't sell anything but some companies like RyanAir can distinct themselves with a better refund policy.
Resources shared about LTV Modeling
[📢 @06:13] Shout out from Thomas for GrowthGems.co
Georgy (Glovo)
Everybody is now a startup
Alexandra (Shpock)
Thomas
Factors regarding budget to spend. Does it make sense to maintain a small part of the budget for "brand"? A lot of companies tend to cut long-term (like branding) and not short-term (DR). Advertising your brand at this moment can be risky and perceived the wrong way by customers.
[💎 @26:05] If you're hurt from the crisis, instead of doing brand or DR invest the remaining budget that you have into existing users: what you have, the changes you've made, how they can still use the service. Try to keep your users with re-engagement rather than going after new users.
[💎 @26:48] Everybody is now a startup: extreme uncertainty, low budget, necessity to go very fast. You need to adapt and pivot. Example: Blablacar to Blabla help, events to online, etc.
This means startups are at an advantage vs. other more established companies.
Georgy (Glovo)
Alexandra (Shpock)
Thomas
Mom started using a computer despite her aversion just for Skype when he went to live in Bolivia. Still a loyal user.
People don't know how the current and future cohorts are going to act.
[💎 @38:20] For subscription businesses there is a bigger focus on the payback rather than LTV. You don't know how much you're going to make so you monitor what you're making right now. Example: moving to yearly subscriptions instead of 1 month.
You can try to limit the risk and the gap so there is not too much focus on LTV.
In travel you won't sell anything but some companies like RyanAir can distinct themselves with a better refund policy.
Resources shared about LTV Modeling
[📢 @06:13] Shout out from Thomas for GrowthGems.co
Georgy (Glovo)
Everybody is now a startup
Alexandra (Shpock)
Thomas
Factors regarding budget to spend. Does it make sense to maintain a small part of the budget for "brand"? A lot of companies tend to cut long-term (like branding) and not short-term (DR). Advertising your brand at this moment can be risky and perceived the wrong way by customers.
[💎 @26:05] If you're hurt from the crisis, instead of doing brand or DR invest the remaining budget that you have into existing users: what you have, the changes you've made, how they can still use the service. Try to keep your users with re-engagement rather than going after new users.
[💎 @26:48] Everybody is now a startup: extreme uncertainty, low budget, necessity to go very fast. You need to adapt and pivot. Example: Blablacar to Blabla help, events to online, etc.
This means startups are at an advantage vs. other more established companies.
Georgy (Glovo)
Alexandra (Shpock)
Thomas
Mom started using a computer despite her aversion just for Skype when he went to live in Bolivia. Still a loyal user.
People don't know how the current and future cohorts are going to act.
[💎 @38:20] For subscription businesses there is a bigger focus on the payback rather than LTV. You don't know how much you're going to make so you monitor what you're making right now. Example: moving to yearly subscriptions instead of 1 month.
You can try to limit the risk and the gap so there is not too much focus on LTV.
In travel you won't sell anything but some companies like RyanAir can distinct themselves with a better refund policy.
Resources shared about LTV Modeling
