To combat a high 44% churn rate, the company implemented a simple feedback loop. They surveyed every user who canceled to ask why and what features they wanted. Each month, the team reviewed the feedback and built the most popular requests, steadily improving the product and retention.

To increase retention, offer subscribers a permanent, high-value upgrade (e.g., 'free bacon for life') that they lose forever if they cancel their service. This leverages loss aversion, making the cost of churning much higher than the monthly fee.

A significant one-time startup fee increases a customer's initial investment and creates a psychological barrier to leaving. This counterintuitive strategy can drastically reduce churn and increase lifetime value, as customers feel they have more to lose by canceling.

Instead of a free trial, the CV builder uses a low-cost paid trial (£2.70 for two weeks). This initial financial commitment acts as a strong qualifier, leading to an impressive 34% of trial users converting to the full monthly subscription. This filters for high-intent users and generates revenue from day one.

While strong marketing is ideal, a business model engineered for high lifetime value (LTV) is a more powerful lever for growth. The enormous profit margins generated per customer create a financial cushion that allows you to scale profitably even with less-than-perfect, inefficient marketing campaigns, crushing competitors who rely on optimization alone.

Effective businesses base their acquisition spending on the total expected lifetime profit from a customer (the "back end"), not the profit from the initial sale. This allows for more aggressive and sustainable growth by reinvesting future earnings into current acquisition efforts.

True competitive advantage comes not from lower prices, but from maximizing customer lifetime value (LTV). A higher LTV allows you to afford significantly higher customer acquisition costs than rivals, enabling you to buy up ad inventory, starve them of leads, and create a legally defensible market monopoly.

While businesses focus on lowering customer acquisition cost (CAC), the real competitive advantage lies in maximizing LTGP. A higher LTGP allows a business to outspend competitors on customer acquisition. LTGP is about keeping customers, which has a higher ceiling for growth than just acquiring them efficiently.

C-suites and shareholders are increasingly focused on the long-term profitability of customer relationships. ABM programs should be measured by their ability to increase customer LTV, which reflects success in retention, cross-selling, and building "customers for life," not just closing the next deal.