Go-To-Market & CAC
Customer acquisition economics and growth strategy for scaling ANKKA platform.
CAC & LTV by Year
CAC is not monotonic — it dips in Year 1 on founder time, then moves with sales headcount
| Metric | Year 1 | Year 2 | Year 3 | Year 4 | Year 5 |
|---|---|---|---|---|---|
| CAC | €1,200 | €3,000 | €2,520 | €2,040 | €1,528 |
| LTV / CAC | 60.0x | 24.0x | 28.6x | 35.3x | 47.1x |
| Payback | 0.4 months | 1.0 months | 0.8 months | 0.7 months | 0.5 months |
Methodology: CAC = (trade fairs + direct client meetings/travel + China sourcing trip + dedicated sales headcount cost) ÷ new customers that year. Year 1 CAC (€1,200) is understated vs. later years — the first 10 customers closed largely via founder time (Pavel/Irina), which has real opportunity cost but no cash CAC component. Year 2 CAC jumps to €3,000 with the first full year of paid sales headcount, then declines as channels mature. LTV = ARPU (€2,999) × 24 months — a deliberately conservative fixed assumption, below what the model's 7%/year churn rate would imply.
Go-To-Market Channels
How new customers are reached
Direct B2B engagement is the primary growth lever: trade fairs (Lineapelle Milan, MICAM, AYMOD, AYSAF, and MOMAD Madrid for Spain/Portugal entry), direct client meetings with manufacturers, and referrals from early customers. Year 1 sales are led directly by the founders (Pavel, Irina); a dedicated Sales Manager joins from Year 2, once initial revenue validates the model. Component sourcing trips to China (Guangzhou, Wenzhou) serve a dual purpose — building the real component database and developing Chinese manufacturers as a future customer segment.
Scenario Controls
Growth assumptions
Explore ANKKA in Detail
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