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Maru Batting Center Customer Lifetime Value Case Solution
People may use the batting cages at Maru Batting Center to hone their skills in baseball and softball. Customers may plan training sessions up to 24 hours in advance because of a corporate approach that allows for flexibility. Part-time workers allow a corporation to more easily fulfill its appointment schedules than full-time employees. The organization provides four unique service levels: Little League, Summer Slugger, Elite, and Entertainment to suit the demands of a wide spectrum of clients. Youngsters between the ages of six and fifteen play Little League baseball. There is a 25% attrition rate in this group. Maru Batting Center (MBC) requires two part-time instructors and a coach, all of whom get an hourly fee in the 3000s each day. MBC costs the parents Yen 6,500 per child. Yen 1,000 in advertising expenditures is required to reach a Little Leaguer, but only 10% of those reached become regular players.
Following questions are answered in this case study solution
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What is the customer acquisition cost to Maru Batting Center for the different types of customers?
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Without discounting cash flows to take into account the time value of money, how soon will MBC break even on the different types of customers? In all cases, assume that revenues and variable costs to staff the cages occur on an ongoing basis but that the acquisition costs are a one-time event.
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Taking into account the time value of money and assuming that 100 percent of a customer segment will have experienced attrition once the net present value of annual profits per customer falls below ¥100, what is the lifetime value to MBC of the following customers? Assume that a customer’s lifetime extends up to and including the year in which the net present value of annual profits falls below ¥100.
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Which is the most attractive customer segment for MBC to target? Explain your reasoning.
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MBC has been approached by Little League representatives from the nearby Chiyoda ward who are eager to gain the jersey subsidy the Minato ward has enjoyed due to the company’s sponsorship. Because the parents of Chiyoda Little Leaguers will have to travel a greater distance, Maru believes there will be a lower response rate (8 percent) and a lower retention rate (65 percent), which she can make up for by purchasing slightly lower-quality jerseys, reducing the cost of sponsorship to just ¥600 per player. However, the Chiyoda ward representatives demand that theirs be the only ward receiving such a sponsorship, which means MBC must choose between the two wards. The Chiyoda representatives argue that because their ward has twice the number of Little League customers, it is more attractive than the Minato ward. Should MBC pursue the Chiyoda ward sponsorship? Explain your reasoning.
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Maru’s brother suggested she focus on the Elite Ballplayers segment, targeting it by offering a ¥500 discount on all future purchases to Elite Ballplayers who purchase at least twenty batting cage hours in Year 1. (Assume all Elite Ballplayer customers book exactly twenty hours each year. Also assume that this discount is made on top of the gala event option above, instead of the magazine option for acquiring Elite Ballplayers.) Although this will decrease the amount MBC can bill Elite Ballplayers (from ¥7,500 per hour to ¥7,000 per hour from Year 2 onward), Maru believes it will increase the retention rate of these customers to 75 percent immediately. Should MBC offer this promotion? Explain your reasoning.
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Alternatively, Maru has considered ignoring her brother’s advice and targeting the Elite Ballplayers segment by attempting to increase the launch party’s response rate. Instead of offering customers a discount from Year 2 onward, MBC could offer each launch party attendee who commits to purchasing at least twenty batting cage hours a free professional-grade baseball bat with the Yakult Swallows logo. This would cost Maru Batting Center an additional ¥10,000 for each new Elite Ballplayer customer, but Maru Batting Center believes it would increase the launch party’s invitation response rate to 29 percent. Should she offer this promotion? Explain your reasoning.
Case Analysis for Maru Batting Center Customer Lifetime Value
1. What is the customer acquisition cost to Maru Batting Center for the different types of customers?
A person who plays baseball in the Little League. "Little Leaguer"
A Summer Slugger
If the advertisement is published by MBC in a local magazine aimed toward baseball aficionados, then the winner of this contest will receive an Elite Ballplayer.
An Elite Ballplayer made an offer to MBC to hold the gala event for free on the condition that the company compiles a client list and extends invitations to all potential clients.
An Acquisition of a Customer Who Is Interested in Taking Part in Entertainment Activities The cost of establishing contact is determined by taking the overall cost of doing so and dividing it by the proportion of persons who do make contact.
Little Leaguers: Equation = ¥10,000.
0 Summer Sluggers: Equation = ¥10,000.
0 An important announcement for all of the professional ballplayers out there: The correct answer to the equation is 60,000.
0 Equation = 50,000 dollars for members of the Elite Ballplayers' Association (gala). Members of the EBA.
Those in Search of Entertainment Ought to Take into Consideration the Following Recipe: 2,000
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Little Leaguers |
Summer Sluggers |
Elite Ballplayers (Print Ad) |
Elite Ballplayers (Party) |
Entertainment Seekers |
Contact Cost |
1000 |
1500 |
300 |
12500 |
50 |
Response Rate |
10.0% |
15.0% |
0.5% |
25.0% |
2.5% |
Acquisition Cost |
10000 |
10000 |
60000 |
50000 |
2000 |
2. Without discounting cash flows to take into account the time value of money, how soon will MBC break even on the different types of customers? In all cases, assume that revenues and variable costs to staff the cages occur on an ongoing basis but that the acquisition costs are a one-time event.
a. A Little Leaguer
b. A Summer Slugger
c. An Elite Ballplayer if MBC places the ad in the local baseball enthusiast’s magazine
d. An Elite Ballplayer if MBC purchases the list and invites all target customers to the gala event
e. An Entertainment Seeker
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Year 1 |
Year 2 |
Year 3 |
Year 4 |
Year 5 |
Year 6 |
Year 7 |
Year 8 |
Year 9 |
Year 10 |
Year 11 |
Year 12 |
Year 13 |
Year 14 |
Year 15 |
Year 16 |
Year 17 |
Year 18 |
Year 19 |
Year 20 |
Year 21 |
Year 22 |
Year 23 |
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Little Leaguers |
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Hourly Revenues |
6500 |
6500 |
6500 |
6500 |
6500 |
6500 |
6500 |
6500 |
6500 |
6500 |
6500 |
6500 |
6500 |
6500 |
6500 |
6500 |
6500 |
6500 |
6500 |
6500 |
6500 |
6500 |
6500 |
|
Hourly Costs |
6000 |
6000 |
6000 |
6000 |
6000 |
6000 |
6000 |
6000 |
6000 |
6000 |
6000 |
6000 |
6000 |
6000 |
6000 |
6000 |
6000 |
6000 |
6000 |
6000 |
6000 |
6000 |
6000 |
|
Hourly Margin |
500 |
500 |
500 |
500 |
500 |
500 |
500 |
500 |
500 |
500 |
500 |
500 |
500 |
500 |
500 |
500 |
500 |
500 |
500 |
500 |
500 |
500 |
500 |
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# of Annual Hours |
10 |
10 |
10 |
10 |
10 |
10 |
10 |
10 |
10 |
10 |
10 |
10 |
10 |
10 |
10 |
10 |
10 |
10 |
10 |
10 |
10 |
10 |
10 |
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Annual Margin ¥ |
5000 |
5000 |
5000 |
5000 |
5000 |
5000 |
5000 |
5000 |
5000 |
5000 |
5000 |
5000 |
5000 |
5000 |
5000 |
5000 |
5000 |
5000 |
5000 |
5000 |
5000 |
5000 |
5000 |
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Survival Rate |
100% |
75.0% |
56.3% |
42.2% |
31.6% |
23.7% |
17.8% |
13.3% |
10.0% |
7.5% |
5.6% |
4.2% |
3.2% |
2.4% |
1.8% |
1.3% |
1.0% |
0.8% |
0.6% |
0.4% |
0.3% |
0.2% |
0.2% |
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Customer Acquisition Cost |
10000 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
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Annual Profit |
-5000 |
3750 |
2813 |
2109 |
1582 |
1187 |
890 |
667 |
501 |
375 |
282 |
211 |
158 |
119 |
89 |
67 |
50 |
38 |
28 |
21 |
16 |
12 |
9 |
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Cumulative Profit to Date |
-5000 |
-1250 |
1563 |
3672 |
5254 |
6440 |
7330 |
7998 |
8498 |
8874 |
9155 |
9366 |
9525 |
9644 |
9733 |
9800 |
9850 |
9887 |
9915 |
9937 |
9952 |
9964 |
9973 |
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Attrition rate |
25% |
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Retention rate |
75% |
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Year 1 |
Year 2 |
Year 3 |
Year 4 |
Year 5 |
Year 6 |
Year 7 |
Year 8 |
Year 9 |
Year 10 |
Year 11 |
Year 12 |
Year 13 |
Year 14 |
Year 15 |
Year 16 |
Year 17 |
Year 18 |
Year 19 |
Year 20 |
Year 21 |
Year 22 |
Year 23 |
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Summer Sluggers |
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Hourly Revenues |
3000 |
3000 |
3000 |
3000 |
3000 |
3000 |
3000 |
3000 |
3000 |
3000 |
3000 |
3000 |
3000 |
3000 |
3000 |
3000 |
3000 |
3000 |
3000 |
3000 |
3000 |
3000 |
3000 |
|
Hourly Costs |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
|
Hourly Margin |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
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# of Annual Hours |
4 |
4 |
4 |
4 |
4 |
4 |
4 |
4 |
4 |
4 |
4 |
4 |
4 |
4 |
4 |
4 |
4 |
4 |
4 |
4 |
4 |
4 |
4 |
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Annual Margin ¥ |
6000 |
6000 |
6000 |
6000 |
6000 |
6000 |
6000 |
6000 |
6000 |
6000 |
6000 |
6000 |
6000 |
6000 |
6000 |
6000 |
6000 |
6000 |
6000 |
6000 |
6000 |
6000 |
6000 |
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Survival Rate |
100% |
50.0% |
25.0% |
12.5% |
6.3% |
3.1% |
1.6% |
0.8% |
0.4% |
0.2% |
0.1% |
0.0% |
0.0% |
0.0% |
0.0% |
0.0% |
0.0% |
0.0% |
0.0% |
0.0% |
0.0% |
0.0% |
0.0% |
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Customer Acquisition Cost |
10000 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
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Annual Profit |
-4000 |
3000 |
1500 |
750 |
375 |
187.5 |
93.8 |
46.9 |
23.4 |
11.7 |
5.9 |
2.9 |
1.5 |
0.7 |
0.4 |
0.2 |
0.1 |
0.0 |
0.0 |
0.0 |
0.0 |
0.0 |
0.0 |
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Cumulative Profit to Date |
-4000 |
-1000 |
500 |
1250 |
1625 |
1813 |
1906 |
1953 |
1977 |
1988 |
1994 |
1997 |
1999 |
1999 |
2000 |
2000 |
2000 |
2000 |
2000 |
2000 |
2000 |
2000 |
2000 |
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Attrition rate |
50% |
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Retention rate |
50% |
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Year 1 |
Year 2 |
Year 3 |
Year 4 |
Year 5 |
Year 6 |
Year 7 |
Year 8 |
Year 9 |
Year 10 |
Year 11 |
Year 12 |
Year 13 |
Year 14 |
Year 15 |
Year 16 |
Year 17 |
Year 18 |
Year 19 |
Year 20 |
Year 21 |
Year 22 |
Year 23 |
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Elite Ballplayers (Print Ad) |
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Hourly Revenues |
7500 |
7500 |
7500 |
7500 |
7500 |
7500 |
7500 |
7500 |
7500 |
7500 |
7500 |
7500 |
7500 |
7500 |
7500 |
7500 |
7500 |
7500 |
7500 |
7500 |
7500 |
7500 |
7500 |
|
Hourly Costs |
6000 |
6000 |
6000 |
6000 |
6000 |
6000 |
6000 |
6000 |
6000 |
6000 |
6000 |
6000 |
6000 |
6000 |
6000 |
6000 |
6000 |
6000 |
6000 |
6000 |
6000 |
6000 |
6000 |
|
Hourly Margin |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
|
# of Annual Hours |
20 |
20 |
20 |
20 |
20 |
20 |
20 |
20 |
20 |
20 |
20 |
20 |
20 |
20 |
20 |
20 |
20 |
20 |
20 |
20 |
20 |
20 |
20 |
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Annual Margin ¥ |
30000 |
30000 |
30000 |
30000 |
30000 |
30000 |
30000 |
30000 |
30000 |
30000 |
30000 |
30000 |
30000 |
30000 |
30000 |
30000 |
30000 |
30000 |
30000 |
30000 |
30000 |
30000 |
30000 |
|
Survival Rate |
100% |
60.0% |
36.0% |
21.6% |
13.0% |
7.8% |
4.7% |
2.8% |
1.7% |
1.0% |
0.6% |
0.4% |
0.2% |
0.1% |
0.1% |
0.0% |
0.0% |
0.0% |
0.0% |
0.0% |
0.0% |
0.0% |
0.0% |
|
Customer Acquisition Cost |
60000 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
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Annual Profit |
-30000 |
18000 |
10800 |
6480 |
3888 |
2333 |
1400 |
840 |
504 |
302 |
181 |
109 |
65 |
39 |
24 |
14 |
8 |
5 |
3 |
2 |
1 |
1 |
0 |
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Cumulative Profit to Date |
-30000 |
-12000 |
-1200 |
5280 |
9168 |
11501 |
12900 |
13740 |
14244 |
14547 |
14728 |
14837 |
14902 |
14941 |
14965 |
14979 |
14987 |
14992 |
14995 |
14997 |
14998 |
14999 |
14999 |
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Attrition rate |
40% |
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Retention rate |
60% |
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Year 1 |
Year 2 |
Year 3 |
Year 4 |
Year 5 |
Year 6 |
Year 7 |
Year 8 |
Year 9 |
Year 10 |
Year 11 |
Year 12 |
Year 13 |
Year 14 |
Year 15 |
Year 16 |
Year 17 |
Year 18 |
Year 19 |
Year 20 |
Year 21 |
Year 22 |
Year 23 |
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Elite Ballplayers (Party) |
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Hourly Revenues |
7500 |
7500 |
7500 |
7500 |
7500 |
7500 |
7500 |
7500 |
7500 |
7500 |
7500 |
7500 |
7500 |
7500 |
7500 |
7500 |
7500 |
7500 |
7500 |
7500 |
7500 |
7500 |
7500 |
|
Hourly Costs |
6000 |
6000 |
6000 |
6000 |
6000 |
6000 |
6000 |
6000 |
6000 |
6000 |
6000 |
6000 |
6000 |
6000 |
6000 |
6000 |
6000 |
6000 |
6000 |
6000 |
6000 |
6000 |
6000 |
|
Hourly Margin |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
|
# of Annual Hours |
20 |
20 |
20 |
20 |
20 |
20 |
20 |
20 |
20 |
20 |
20 |
20 |
20 |
20 |
20 |
20 |
20 |
20 |
20 |
20 |
20 |
20 |
20 |
|
Annual Margin ¥ |
30000 |
30000 |
30000 |
30000 |
30000 |
30000 |
30000 |
30000 |
30000 |
30000 |
30000 |
30000 |
30000 |
30000 |
30000 |
30000 |
30000 |
30000 |
30000 |
30000 |
30000 |
30000 |
30000 |
|
Survival Rate |
100% |
60.0% |
36.0% |
21.6% |
13.0% |
7.8% |
4.7% |
2.8% |
1.7% |
1.0% |
0.6% |
0.4% |
0.2% |
0.1% |
0.1% |
0.0% |
0.0% |
0.0% |
0.0% |
0.0% |
0.0% |
0.0% |
0.0% |
|
Customer Acquisition Cost |
50000 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
|
Annual Profit |
-20000 |
18000 |
10800 |
6480 |
3888 |
2333 |
1400 |
840 |
504 |
302 |
181 |
109 |
65 |
39 |
24 |
14 |
8 |
5 |
3 |
2 |
1 |
1 |
0 |
|
Cumulative Profit to Date |
-20000 |
-2000 |
8800 |
15280 |
19168 |
21501 |
22900 |
23740 |
24244 |
24547 |
24728 |
24837 |
24902 |
24941 |
24965 |
24979 |
24987 |
24992 |
24995 |
24997 |
24998 |
24999 |
24999 |
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Attrition rate |
40% |
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Retention rate |
60% |
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Year 1 |
Year 2 |
Year 3 |
Year 4 |
Year 5 |
Year 6 |
Year 7 |
Year 8 |
Year 9 |
Year 10 |
Year 11 |
Year 12 |
Year 13 |
Year 14 |
Year 15 |
Year 16 |
Year 17 |
Year 18 |
Year 19 |
Year 20 |
Year 21 |
Year 22 |
Year 23 |
|
Entertainment Seekers |
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Hourly Revenues |
4000 |
4000 |
4000 |
4000 |
4000 |
4000 |
4000 |
4000 |
4000 |
4000 |
4000 |
4000 |
4000 |
4000 |
4000 |
4000 |
4000 |
4000 |
4000 |
4000 |
4000 |
4000 |
4000 |
|
Hourly Costs |
3000 |
3000 |
3000 |
3000 |
3000 |
3000 |
3000 |
3000 |
3000 |
3000 |
3000 |
3000 |
3000 |
3000 |
3000 |
3000 |
3000 |
3000 |
3000 |
3000 |
3000 |
3000 |
3000 |
|
Hourly Margin |
1000 |
1000 |
1000 |
1000 |
1000 |
1000 |
1000 |
1000 |
1000 |
1000 |
1000 |
1000 |
1000 |
1000 |
1000 |
1000 |
1000 |
1000 |
1000 |
1000 |
1000 |
1000 |
1000 |
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# of Annual Hours |
1.5 |
1.5 |
1.5 |
1.5 |
1.5 |
1.5 |
1.5 |
1.5 |
1.5 |
1.5 |
1.5 |
1.5 |
1.5 |
1.5 |
1.5 |
1.5 |
1.5 |
1.5 |
1.5 |
1.5 |
1.5 |
1.5 |
1.5 |
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Annual Margin ¥ |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
1500 |
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Survival Rate |
100% |
35.0% |
12.3% |
4.3% |
1.5% |
0.5% |
0.2% |
0.1% |
0.0% |
0.0% |
0.0% |
0.0% |
0.0% |
0.0% |
0.0% |
0.0% |
0.0% |
0.0% |
0.0% |
0.0% |
0.0% |
0.0% |
0.0% |
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Customer Acquisition Cost |
2000 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
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Annual Profit |
-500 |
525 |
184 |
64 |
23 |
8 |
3 |
1 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
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Cumulative Profit to Date |
-500 |
25 |
209 |
273 |
296 |
303 |
306 |
307 |
308 |
308 |
308 |
308 |
308 |
308 |
308 |
308 |
308 |
308 |
308 |
308 |
308 |
308 |
308 |
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Attrition rate |
65% |
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Retention rate |
35% |
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