Unit Economics Diagnostic
Compute your real unit economics (CAC, LTV, payback period) from raw inputs: formulas shown, benchmarks labeled as heuristics, and the two levers that matter most.
Diagnose my unit economics from the numbers below.
My numbers:
"""
[PASTE WHAT YOU HAVE:
- Pricing: plans/prices and mix if known
- Acquisition: monthly marketing+sales spend, new customers per month (by channel if known)
- Retention: monthly or annual churn %, or "average customer stays ~N months"
- Costs to serve: hosting/support/COGS per customer, or gross margin % if known]
"""
Business model: [SAAS / ECOMMERCE / SERVICES / MARKETPLACE]
What prompted this: [THE WORRY OR DECISION, e.g. "ads feel expensive", "deciding whether to raise prices"]
Compute, showing the formula and arithmetic for each:
1. **CAC**: blended, and per-channel if my data allows. State what's included; if my spend number omits salaries or tools, note that real CAC is higher.
2. **Gross margin per customer**: revenue minus cost-to-serve, monthly.
3. **LTV**: state the formula you're using and why (margin × avg lifetime from churn), and flag its fragility: small churn changes swing LTV wildly, so show LTV at my churn rate ± 1 point.
4. **LTV:CAC and payback period**: months of gross margin to recover CAC.
5. **Verdict**: healthy / concerning / broken, against common heuristics (LTV:CAC ~3+, payback under ~12 months for SaaS); labeled clearly as rough heuristics whose applicability depends on my capital and model, not laws.
6. **The two levers**: of price, churn, CAC, and cost-to-serve: which two changes would improve the picture most for MY numbers, each quantified ("cutting churn 5%→4% adds $X to LTV: more than a 10% price raise").
7. **What would sharpen this**: the data I didn't provide that most changes the answer (usually cohort retention curves vs. a flat churn %), and the risk of trusting averages: one big customer or one great cohort can hide a broken core.
Rules: compute only from my numbers; where you must assume, state the assumption inline and mark it. Show enough arithmetic that I can audit every figure.More business prompts
Build me a monthly budget and a debt payoff plan from these numbers. Take-home income per month: [AMOUNT, and note if it varies] Fixed costs: [RENT/MORTGAGE, UTILITIES, INSURANCE, SUBSCRIPTIONS, TRANSPORT, CHILDCARE, with amounts] Variable spending, last 3 months if known: [GROCERIES, DINING, SHOPPING, ETC.] Debts: [FOR EACH: name, balan
Budget and Debt Payoff Plan
Turn your real income, bills, and debts into a monthly budget and a payoff schedule with the math shown and the tradeoffs named.
Businessbeginner
Build a 13-week cash flow forecast. Cash on hand today: [AMOUNT, and which accounts] Any restricted or committed cash: [AMOUNT AND WHAT IT IS FOR] Expected inflows: - Receivables outstanding: [CUSTOMER, AMOUNT, INVOICE DATE, TERMS, and how reliably each pays] - Recurring revenue: [AMOUNT, BILLING DATE, CHURN ASSUMPTION] - New sales expe
13-Week Cash Flow Forecast
Build the rolling weekly cash forecast operators actually run on: opening balance, timed inflows and outflows, and the week you run short.
Businessadvanced
Help me set pricing for [PRODUCT/SERVICE]. What it does and who buys it: [PRODUCT + BUYER] The alternative if they do not buy: [COMPETITOR, IN-HOUSE, SPREADSHEET, DOING NOTHING] What that alternative costs them: [MONEY, TIME, RISK. Estimate if needed and say so.] Value we create, quantified if possible: [TIME SAVED, REVENUE GAINED, COST
Pricing Strategy
Work out what to charge and how to package it: value basis, tier structure, the metric you meter on, and how to test before committing.
Businessadvanced