Rand Fishkin

But if I have more like a 10%, 9%, 8%.

six percent ongoing and then five percent after year one.

That's that's pretty shitty.

Yeah.

So you just have to do this cohort analysis.

You can't just look at raw churn and say that's the only thing that matters.

So, you know, for example, in a Haiku deck board meeting, because Haiku deck is a relatively new company, at least on the paid side, it's only had the paid model around for a little over a year.

Oh, not even a year actually, July of last year.

And so we'll sit down and we'll do the cohort analysis, but we'll be very careful to say, what happened to the people who've been with us six months and longer?

What about the people who've been with us nine months and longer?

What about the people who are coming up on their year tenure?

What do those churn rates look like?

Because that's the true predictor of a successful product, right?

That you're essentially able to keep those hardcore passionate customers around who really, really love you.

And it's okay if, especially if you have a self-service model, right, where you're not investing a ton of sales energy closing deals, if in the first month or two you're losing, you know, a larger number of folks who essentially are self-selecting out of the project.

Well, yeah, you can almost think of a lot of self-service SaaS as essentially a paid trial period for the first one to three months.

Yep.

I would say a lot is being generous.

We are doing a small amount in terms of upsell, but yes, ARPU is increasing every month and we do sell, we don't sell more seats individually, but as you move up in higher price packages, you can get more people onto a multi-seat model and, you know, sort of more access to data and those kinds of things.

Hell no.