The data analysis shows how much you can invest in growth
I analyse what your customers are worth over time, what a new customer may cost, and which products carry the business. The analysis is the foundation of The Growth Route.
Five figures decide how much a single brand company can invest in growth
Select a question and see how the analysis answers it.
A new customer is worth DKK 850 in contribution margin after 24 months
Customers from 2025Customers from 2024
Cumulative contribution margin per customer in DKK, by months since first purchase. Example with illustrative figures.
A new customer pays for itself after 5 months at a CAC of DKK 420
Cumulative contribution marginCAC
Contribution margin per customer in DKK over the first 12 months. Example with illustrative figures.
Three products account for 56 % of revenue
Share of revenueCumulative share
Products sorted by share of revenue over the past 12 months. Example with illustrative figures.
41 % of new customers buy again within a year
Share of new customers
Days from first to second purchase. 59 % do not buy again within a year. Example with illustrative figures.
Customers who start with a discount code are worth 34 % less after 12 months
Without discount codeWith discount code
Contribution margin per customer in DKK after 12 months, by what the customer bought first. Example with illustrative figures.
Does doubling your marketing budget pay off?
Write, and it will be calculated.
More marketing almost always gives more revenue. But the customer economics decide whether it also gives more earnings, and where the limit lies.
In the example, earnings peak at 50 % more marketing
Revenue
Earnings
The analysis tests your assumptions before they turn into decisions
This is how the analysis works in Basecamp, the first stage of The Growth Route. Select an assumption and see how it is tested against the data.
- Assumption
“We spend too much on marketing”
If it holds, the marketing budget should be cut.
- Tested against data
CAC is compared with the contribution margin a new customer gives in the first year.
- ResultRejected
+52 %
more contribution margin than CAC
- Decision
Increase the marketing budget gradually, and follow CAC and contribution margin month by month.
- Assumption
“Discount codes create loyal customers”
If it holds, more new customers should be acquired with discounts.
- Tested against data
Customer value after 12 months is compared for customers with and without a discount code on their first purchase.
- ResultRejected
−34 %
lower customer value for discount customers
- Decision
Use discount codes to create repeat purchases rather than to acquire new customers.
- Assumption
“New customers buy again within 90 days”
If it holds, a 90-day repeat purchase flow is enough.
- Tested against data
The share of new customers who buy again is measured over the first year.
18 %90 days30 %180 days41 %1 year - ResultPartly confirmed
41 %
buy again within a year, but only 18 % within 90 days
- Decision
Extend the repeat purchase flow so it follows the customer through the whole first year.
Examples with illustrative figures.
The customer economics analysis reversed the decision at Laudrup Vin
Laudrup Vin assumed the webshop was using too many resources relative to the result. The analysis of repeat purchase rate, CAC and customer economics showed the opposite.
Today they steer primarily by budget and the underlying customer economics, and invest more offensively in marketing.
“At Theis Vine we had Anders analyse the value of our lead generation, including breakeven for new leads. The work Anders has done has been of enormous value to our business […]”
More on customer economics, forecasting and marketing budgets
What do your customers actually buy – and when?(in Danish)Product economics is about understanding what actually drives your business. Not what you think drives it.
A simple forecast with large consequences(in Danish)A simple forecast makes the expectations for revenue and marketing explicit, so there is something to measure against.
Are you spending too little on marketing?(in Danish)A marketing budget that is too low can cost more growth than it saves.
The first step is to look at your own numbers
Write a few lines about what you sell and what you want to achieve. Then I will come back with a suggestion for where you can begin.