La rentabilidad real exige restar COGS y CPA al valor del cliente en vez de confiar en el ROAS

And return on ad spend, which has nothing to do with profit. Return on ad spend is how much credit for the sales that occur can I assign to an ad? If you want to understand true profitability, you look at GPT. You can make a custom metric. It's AOV minus CPA. But that now shows you the volume of profit you make per transaction, not the ratio. Because ratios are how people lie to you.

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So instead of looking at assumed data and information that isn't accurate, built for business models that don't match what we're trying to do, there are three metrics we really need to look at. So let's start by defining the three metrics of the profitable scaling margin. Now, before we go any further, I want to define profitable scaling margin for you. This is the math that makes money. Profitable scaling margin is LTV divided by CPA and frequency. So now let's define CPA. This is cost per transaction. And this is not based on attribution. This is total amount of money spent and total volume…

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yeah um I think one of the first things math there's a couple of numbers I want to know y number one is do you know your LTV of your customer like what's the lifetime value is how much does it cost for you to product the cogs right yeah cogs so what that's going to give me is how much can I afford to spend to customer so for instance if my lifetime $100 and it cost me 20 bucks to make a thing as long as I spend less than 80 to sell that thing I've made LTV is 100 bucks but I sell my thing for 50 but I know the average person's going to buy two three times maybe I have a row as a 6 but I'm…

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last maybe year or so called GPT, which is AOV minus CPA. Make that as a column is that tells you your gross profit per transaction. That is infinitely more important than ROAZ or CPA or trying to is that's going to allow you to to be able to afford more more uh higher and higher customer acquisition costs and

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this is the metric that I this is the like golden ratio of growth that is the lifetime value of a customer Journey divided by the the sum of the CPA and cogs for that customer so how many times does somebody buy what does it cost to produce those products what's the cost to make a sale and a lot of people will look at it like that all of a sudden you get rid of silly things like row as or ncpa or any of these other things because they don't matter what we're

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PSM this is the metric that I this is the like golden ratio of growth that is the lifetime value of a customer Journey divided by the the sum of the CPA and cogs matter if I know the average customer buys 2.1 times and my Blended CPA as a business is40 Euro well then I know on average My overall CPA for that customer is 84 because it's 2.1 times my Blended look at it as what is the lifetime value of a customer how many purchases do they make and how much does it cost for me to to fulfill and deliver those conversions and when you look at it like that all of a sudden you get rid of silly…

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this is the metric that I this is the like golden ratio of growth that is the lifetime value of a customer Journey divided by the the sum of the CPA and cogs for what is the lifetime value of a customer how many purchases do they make and how much does it cost for me to fulfill and deliver those conversions and when you look at it like that all of a sudden you get rid of silly things like row as or ncpa or any of these other things

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misnomer I'm concerned about what is the cost to acquire Revenue how many times the average person get you give you money and what is the overall value so for instance if I know the average customer buys three times and I blended CPA across my business is 40 bucks and my LTB is $240 I know that basically I'm two to one on acquisition of Revenue to total revenue bacon calls let's say my product cost 20 bucks now I've got a margin of $60 per customer that I acquire okay great so now I know my target CPA could be higher I can spend 50% more to acquire any transaction in that customer Journey…

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one know your focus on this know your numbers yeah what numbers actually matter lifetime value cost of goods cost for the acquisition of a transaction and average transactions for a customer Journey know those four awesome I know my profit mark per customer Journey great so now I know every time I get a new customer how much is they're

Is Your Ecom Store Leaving Money on the Table? · 2024 · comprobar

this is the metric that I this is the like golden ratio of growth that is the lifetime value of a customer Journey divided by the the sum of the CPA and cogs for what is the lifetime value of a customer how many purchases do they make and how much does it cost for me to fulfill and deliver those conversions and when you look at it like that all of a sudden you get rid of silly things like row as or ncpa or any of these other things because they don't matter what we're

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conseguimos 10 compras. Entonces, son 50 dólares por CPA. Y el valor de conversión, el AOV es de 100 dólares, nuestra ganancia bruta por transacción es de 50 dólares. Ganamos 50 dólares de valor promedio de pedido y 50 dólares de costo por acción. Auge. Ahora bien, si nuestros gastos operativos son del 40%, podemos multiplicarlo aquí mismo Y ahora sabemos que en realidad estamos ganando 30 dólares por transacción. Este es el beneficio bruto por transacción menos los gastos operativos (OPEX). Impresionante. El ROAS es una métrica completamente inútil. ¿ ganando realmente. Si no sabes cuánto…

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we've talked about customer LTV because I think that's easier to understand, but really the metric you should be using is LTGP, which is lifetime gross profit. Because you might have a customer LTV of $10,000, but if you have a 10% gross profit margin, then really your LTGP, your lifetime gross profit is $1,000. Whereas, if you have a 60% gross profit margin, then it's $6,000. your LTGP is $6,000. So, you could be misled looking at lifetime value. You have to factor in the margin on those products or services and that determines then what you can afford to pay to acquire that customer…

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customer lifetime value, you figured out your refund rates, you've now got your sort of your net LTV number, then subtract how much it costs to actually manufacture and deliver your goods. This is your COGS, your cost of goods sold. LTV number. So if we're using $1,000 as your LTV, we're taking out 10% refund rate. You've got 900 bucks. And then you factor in let's say for example cost of goods sold is 40%. So therefore COGS is 360 and you've got $540 left over. So that is gross profit is 540. So CLTV minus returns and refunds minus out your cost of goods sold and then what you have left is…

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Y ahora meta va a empezar agarrar first party data, que es como data de ti. Como ya tiene la data de lo que estás vendiendo, pero va a empezar incorporar la data de los costos. Para que tú puedas optimizar por profit. en Shopify le podéis el costo, ¿cachái? lo menos vais a poder sacar el eh O sea, igual él sabe sabe el sabe lo que es impuestos, sabe lo que es tu margen porque tiene el precio de venta, tiene el costo y sabe lo que te cuesta los despachos, entonces igual podéis sacar El tipo va a poder informarse okay, esto está generando más profit. Y Y para Es una buena práctica que dejar de…

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things why don't you look at just Blended CPA why aren't you looking at cost of goods why aren't you looking at LTV and if you are then what good is roo how much credit I can take for everybody else's work cuz really that's what I'm doing like my Facebook BR ask can be phenomenal by the [ __ ] of everybody that opened up an email and my Facebook brow is going to be a lot better if the cro team crushes my Facebook brow as is going to be really good if my Google team is out so it's how much credit for everybody else's work can I take in a way of misrepresenting Revenue by a spend number that…

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number what matters way more than that PSM profitable scaling margin is just lifetime value divided by the cost to acquire a sale and the cost of goods how much it acquire how much did it cost to acquire sale how much money did you spend in marketing today and how many sales did you make that's your Blended overall cost per acquisition of a sale today and that's good to know like because that accounts for email and search and Facebook and ultimately what that really means is what's the best blend of investment

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Eh, Hormozi, gran puta, el número uno en la industria del marketing y los negocios, hizo la gran, el gran comentario y distinción de cuando uno se refiere al LTV igual uno quiere pensar en el LTGP, el lifetime gross profit. Como más, más allá del, el valor bruto de las ventas es como o qué es lo acabamos de, de decir. Eso es lifetime value, el valor acumulado de las ventas en un periodo de tiempo, pero al final queremos saber en verdad la rentabilidad de, del lifetime value.

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making it work isn't your Ras because your platform Ras is basically nonsense the me the number doesn't mean anything golden equation of direct consumer like your cost of goods plus your cost of per acquisition of a sale because remember a sale is not a customer right very functionally different things the two of those added up divided by the LTV of that offer really lends you into volume headro like I've scaled profit margin of each individual sale that cogs plus CPA parentheses divided by LTV and got that way so we understood started measuring business metrics that concerned about cpms and…

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para que hagamos el símil entre software y e-commerce, el lo sacamos principalmente con aplicaciones, ¿cacháis? Que nos dicen como procesa la info y queda cocinada, pues. Entonces, tenemos una app que nos saca eso al tiro, pero ahí cada persona tiene que trabajar su estructura de costo, cuánto gastó en promedio publicidad, ¿cierto? O sea, una cosa es el pero lo sabemos como en ventas eh totales, ¿cacháis? Pero de ahí tú tenéis que trabajar lo, sacar como, okay, de estas ventas ¿cuál fue mi rentabilidad real? El es efectivamente cuánto te trae un cliente al negocio, pues, proyectado en el…

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ultimately what really matters is the profitable scaling margin of the customers that we get doesn't matter about row as that doesn't matter because it's not a real number because attribution isn't real anyway what matters is what is the lifetime value of a customer and how much ultimate does it cost to get a sale and not acquire the customer but to make all of the sales in that customer's journey and how much does the product cost for us what's a profit for each customer Journey now that's LTV CPA and cogs

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because your platform row as is basically nonsense the the number doesn't mean anything golden equation of direct consumer this conversation golden equation direct consumer which is like your cost of goods plus your cost of per acquisition of a sale because two of those added up divided by the LTV of that offer really lends you into volume headro like I've scaled started measuring business metrics that mattered you know we weren't we weren't concerned about cpms and cpcs and click through rates of an ad and trying to

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