Oscar Nelson

Otherwise, we just try to be present in contexts where we know that a lot of marketers are present.

So we talk to a lot of consulting agencies to make sure that they know who we are so that we can get referrals.

We have some agency resellers trying to sort of hijack their customer base like that because in enterprise, even if we speak specifically about our core target customers, the big marketing teams, the big contracts, the sales cycles are super long.

So if we would manage all of that ourselves, it's...

Well, I knew we were going to ask that, so I tried to calculate it.

And customer acquisition cost is one of the metrics that we have found most difficult to work with ourselves, because what to include, what not to include.

Some customers find us from an AdWord, and we can know what we paid for that AdWord, and they come to us.

Whereas others, we work on them for

nine months and do so much to sort of penetrate them and the cost may be huge so just splitting basically our costs across the customers we acquire it's a lot I mean it's

Not onboarding, not things that comes after sort of with one customer, but everything else.

Yeah, I would say so.

Roughly.

I just wanted to think it through just because what you said, what to include, what not to include.

Because after we win the customer, we do have support for that year.

If we exclude that, then yes, we win it back before a year.

But if we were to include all of the support, it would be still under a year or just over, but roughly.

So we have on a monthly average, we spend between 20 grand, 20,000 US dollars on external marketing of various sorts.

And then sometimes it's only bought advertising.

Sometimes it's a big event, for example, a trade show or anything.

Very good question and difficult to say.