How To Scale SaaS Revenue Beyond $10M ARR and Enterprise Value Multiples

Hello, everyone, and welcome to the SaaS retention web class. My name is Christopher Karam with CKI. And today, I'm gonna be showing you the strategies that we apply into organizations that help them reduce churn, increase customer retention, improve net revenues, and help simplify the operations within their business as a whole with a bunch of other benefits too. Now how do we do this? We apply systems that we have learned over time that have worked for software businesses that are publicly traded, and that can be applied with small software businesses and everything in between to increase your enterprise value and move you up to scale faster. Now does this work for industry? Yes. It works for any industry b to b, b c, and I know you could be thinking at first, how can you apply this to any industry? It's because these are universal solutions that solve universal problems that when fixed, they actually bring up your business up to the next level of enterprise value. we're solving is actually not the businesses businesses challenges that prevent your industry from growing, you within that business acquiring more clients. It's about what actually brings you up from enterprise value and brings you up the stages from start up to small business to, SMB and so on up enterprise. you might be thinking, is churn really that much of impact on my business? I probably have already good numbers. Let's say my churn is ten percent a year, it's not bad, we bring in twenty percent, we're growing. Why should I focus on this? Well, let me show you the actual tangible numbers on what churn actually looks like if you were to save the amount of people leaving as much as you add people coming in. So you have negative forces on your revenue which is churn and you have positive, effects on your revenue which is marketing and sales. So if you have a really one to one ratio, you're just kind of stagnating. If you have more marketing than churn, you're growing. If you have really little churn, your marketing can be as high as it wants, as low as it wants. You will be growing still For example, let's say your last year's annual revenue was ten million for the year. You have a ten million ARR. Alright? And you have a growth rate of twenty percent per year. So you have twenty percent compounded annual growth And let's say you went through this entire new year. Let's say, you know, had this was your x year, and then this is your y year. If you went through this year at seven percent churn, if this is what you went through, and let's say you had your twenty percent, confident annual growth rate, you would have finished off with eleven million one hundred and sixty thousand with seven percent. Let's say you went through the same year, but you were at three percent three percent churn. Your compounded annual growth rate stayed at twenty, and your churn is three percent. Your end of year revenue would have been eleven million six hundred and forty thousand dollars. So you can see that there's a gap of almost four hundred and eighty thousand between these two by reducing your churn almost in half, a little bit more more than half. So reducing your churn half on ten million that next year was four hundred and eighty thousand more. Now the solutions I'm going to tell you to implement, they don't need to cost nowhere near four hundred and eighty thousand. They can be implemented less than that, of course. But this is on a company making ten million. Now if you were making a hundred million, you would have to just 10x these numbers, which means that you would have left out four point eight million on the table for not having these solutions in place. And if you were to cut your retention rate in half, so let's say you even had five and you brought it down to two point five or two, it would be the same essential ratio of numbers. Now this is just one year. What would year two look like? Year two, let's say you kept on this trajectory at seven percent. You the next year, you'd be at thirteen eight thirty. Thirteen million eight hundred and thirty thousand roughly. Now if you stayed in this course, you stayed at three percent. You didn't lower it anymore. You did the changes, let's say, the one year ago, and you're currently at three percent. You're staying at three percent. Things are looking good. You'd be from, from the eleven point six million, would be at fifteen point seven seven million. You'd be at fifteen point seven million in your second year, assuming your growth rates stayed the same and assuming the three percent churn stayed the same. Now you can start to see how the gap grows drastically year over year. So first year, four hundred eighty k difference. two, almost two million dollar top level earning difference. Two million dollars from just cutting your churn in half. Now you could see that churn, the downward pressure it has on your revenue, your net earnings, and even your gross revenue. This is drastically affecting how fast and how large your business can grow. This is without including some of the other components of what I'm gonna talk about, which include upselling cross selling throughout your organization, bringing customers up your value ladder, your product ladder. This is without that. And this is just if you just only focus on churn, bringing that down. So you can see the gap widens every year. Now what would it look like in five years? difference widened to four million dollars in just a short amount of time. So you could see how much this unlocks in growth and unlocks in revenue just by having people stick with you for more time. Because these same clients that you acquired a year or two or five or ten years ago, they're still paying you. They're still adding to your top line. And you don't have to reinvest in marketing, which is the most expensive part of acquisition, marketing and sales. Instead, you focus on the low hanging fruit, which is already available to you. You already have the clients in your business, and you get to net more money, increase your earnings just by having them stick with you longer. Now this is why we focus on retention so much is because the gap in what you're currently doing and what you can potentially be earning are quite big and they widen exponentially every year because percentages they just compound on top of each other. So if you're cutting it by more than half, you can scale, respectively. this is without even including enterprise value. I'm not gonna spend too too much time on this next part, but just to show you the difference and what your sellable business enterprise value will look like, it's different because you're gauged on a multiplier on your revenue. So at seven percent, your current business valuation would roughly be about seventy eight million if you were to sell it. At twenty percent CAGR, seven percent churn, roughly, we could estimate, you know, if if your revenue secured and things are going well and you don't have any other risks involved, you could sell for seventy eight million. Now on the three percent side, you'd be at eighty one point four million. A three point four million gap, That's within that one year. Now let's go to five years. In percent in five years, you'd be at one twenty one million valuation. And if you had three percent churn, you'd be at one hundred forty nine million valuation. Now you see this enterprise sellable value of twenty eight million in difference just by lowering your churn And a ten million dollar software business is not super uncommon. So skip down five years. If things just stayed the same, you would have a gap of twenty million dollars in sellable value. This is why we focus and I do what I do is because the gap in value is gigantic for fixing core issues across your entire organization. And these are not complex issues to solve. These are just common issues that every business goes through. And I'll explain a little bit after actually the difference between startup and enterprise, what your churn rates tend to look like, and what gets you down the next stage. So let's get started. So we're talking here about SaaS retention. And why does this matter? SaaS retention matters because it literally dictates how your organization is gonna grow, the rate at which it grows, and the scale you're gonna reach through your organization. so if you were to think your business as, you know, here, you have your building, you have your business, maybe you're all digital. But let's say you have this to represent your organization. You have clients that don't know you, and then you break them into your organization through marketing, through sales, and then you treat them. They stay with you maybe for two to three years. And then after that, they churn, which means they leave or they're not happy or they find another competitor to go to. So after two to three years, they just close their account. Now every business has an end end position with their clients. You can't treat clients forever. Every business has a lifespan. Every client with that business has lifespan as well. So you wanna increase What we do here is actually help increase this middle portion here. So we help increase how long they stay with your organization to bump it up as high as possible. So if you're averaging two to three years, if you were to average five to six years, if you were to double it, your lifetime value per client doubles and more than doubles, which means your net earnings will more than double as well. So just increasing your lifetime value, changing nothing about your acquisition will yield you a lot of returns and actually is the unlock for your business to get up to that next level from small business startup, SMB, and to go up that scale to an enterprise level company. So if you were to think of retention metrics, so what retention rate annual retention rate would you put for an enterprise business? So an enterprise business, actually, they have less than three percent annual churn. There are some give and takes, of course, but three point five percent is the highest rate, and you have some that even go all the way down to zero point five and even less than that in some instances. For example, if you were to take Microsoft's churn, Microsoft doesn't have a lot of churn. Every government on earth uses Outlook most of the most for the most part. Yep. Multiple governments that use multiple Microsoft products. So if they don't have churn throughout they they have these low churn points throughout their entire organization because they have different suites. They have different solutions. They have a lot of support, and it's really infrastructure heavy, which means that people have to build up their solution onto you, which makes you need them more. Now we're talking about strategy, but strategy will come afterwards. So you have enterprise, then you have small, medium sized businesses. Roughly, this can be anything over three point five, three point six percent, and it can actually go all the way up to about eight percent or so. I'm simplifying the numbers here just for simplicity and for you to see the strategy law more clearly. There are more stages within an organization as well, and you can divide up the churn rates as well. But just to show you that if you are an SMB business, your churn is over three point five percent all the way up to eight percent. These are annualized. Now if you're a start up or if you're a small business, your churn actually can go all the way up to about thirty, forty percent. Now that would be anything over nine percent all the way up to forty percent plus. Yeah. The range is big because you have startups that, you know, you can acquire a lot of clients, but will probably leave in a month or two. And if you have clients that only save for about a few months, you have a really high churn rate, and you're not gonna grow because there are only a finite number of clients, and there are if they're not staying for long enough, then you're not gonna be able to service them properly, which means they all leave. And you have to put all your effort into sales and marketing, and everybody just keeps on leaving out the back door. Now this is the difference. This is the difference between these companies because if you have, let's say, a hundred percent of your effort focused in acquisition for just for for clarity and you have zero percent focused on retention, then all you're doing is getting people in and then they leave, which is not the priority. Your priority is to grow your business, which is why you're here. So you wanna go up the scale from start up to small business, small business to enterprise. And what does it take to get your churn from forty to nine? From nine to three point six. From three point six to one percent per year. There are a few systems that actually take care of that. So the first system that actually helps combat this is customer support. Now customer support is the super unutilized of a lot of software businesses because it is thought of as a cost on an organization. It's thought of as organization. It's thought of as a I need to have this so people feel okay, people feel safe, people feel they can get their questions answered depending if we're selling b to b, b to c. B to c, they're usually a lot less because they care a little bit less about their customer support. For b two b, you tend to care more about it. But all in all, it's thought of as a cost center, as a drag down on your organization, but having a big customer support team is not good. Well, I'm gonna show you the returns on why investing in your customer support actually increases your retention rates and actually makes your organization more valuable. So when you have somebody that complains about a sort of feature or something they can't find, a problem that they had, a bug, maybe even limitations within the solution you're selling. They have a problem. They're going from a state of, I have an issue, and I need it fixed. So they go and speak to your client's representative. Now if you have a client representative that you outsource for overseas or you just don't really care, you don't have SOPs, they just kind of half ass it, they're gonna stay angry, and they're most likely just going to leave. They're not gonna be happy with the customer support team. Let's say they speak with them once, twice, three times, four times. And how many times would you speak to somebody, get pissed off with their customer support and just switch out because it's it'd be a pain. They essentially represent your business. So unless you have a a an account executive or you have a customer success manager, it's different. But if they're going to speak to your support team, they are also representing your business. The quality of your support team represents the quality of how you care and how you treat your customers. And yes, it matters for retention because any negative points you have in this point of interaction with your clients will lower the amount of points and the amount of months, the amount of years that they stay with your organization. Now why do also want to invest in customer support? How do you actually turn it from a cost center into a revenue producing aspect of your business? Well, actually, the strategy that we deploy is that we actually have upsells baked into our customer support systems. So if you have a customer that's angry about something that you can help solve with a higher level, aspect, product, service in your organization, you can upsell them by solving the problem. This is the most simple and easiest example. But when you see if somebody says, hey. You know, why is this feature not working? Why is this section locked? Do you guys actually have a is there a way to do this function? Is there a way to do that kind of function? Sometimes they won't know depending how you structured your your software and your limitations to it. But let's say you just don't show features that are available to higher end clients and to lower ones into their packages. So you wanna upsell them at that point. So if you say, hey. Actually, we do have this option. It's actually it would cost, you know, five thousand more credits if you have a credit based system. It would cost another hundred dollars a month, two thousand a month if you're selling enterprise. It's gonna cost another forty k a year. We can actually add this and it will save you x amount of time, x amount of money and we can apply it right now and use the card we have on file. How does that sound? Just like that you turned your customer support representative into a pseudo customer success, but this is just another point of entry where they can interact with your business. So you have them go from a negative state to then a positive state, and that positive state equals more finances in your pocket because you just upsell them on a service package that they would benefit from, that they would use, where it makes sense. So you can actually take a customer from a negative point, treat them, help them, and offer them a solution that is higher end that solves their needs through proper questioning, through proper assessment, and you can upsell them into a higher end tier to make them a more valuable client in your business. These people, not only do they pay you more, they stay with you longer as well because people who are happier and using your business, they they're more rooted into your organization, the longer they tend to stay with you. You probably doing this for just a simple feature probably increases the length of time they spend with you by at least six six months, maybe not maybe a year if you're enterprise or small business selling. the second thing you wanna onboard onto your business is a form of customer success and onboarding. Now a lot of businesses, they don't really have too good of a onboarding process. It's pretty, you know, simple, big, easy. One size fits all kind of thing. But if you have a proper customer success, group team process, if you have a proper onboarding team group and process, you can increase your sales and your retention at the same time because they have clarity, access to what they need to, they won't be stumbling around trying to figure things out by themselves. They have somebody they could reach out to. They have somebody that monitors their progress with your solution to make sure that they're benefiting from from everything that they have access to, that all their needs are met. So they have somebody that cares about them. They have also a point of access. There are so many benefits to having a customer success team and a proper onboarding team your organization. If you are at the startup stage, this is still critical to have, although at a simpler, less complex level. The higher up you go, the more complex the more complex it is to implement this, but you need to implement this to keep people with you longer. If somebody has a customer success rep, they can text, call, schedule a Zoom call with. What do you think this would do to them staying with your business? They would feel so much more value. And a CS rep can probably have depending, you know, obviously, if you're b to b, b to c size of business, size of clients, could probably handle, you know, five to thirty different accounts. So if you're paying a CS like eighty k a year or hundred k a year and they handle thirty accounts, you're spending like less than three k, about three k a year per client, and you will make that up in LTV, and you will make that up because customer success can actually upsell your clients. Onboarding is the same thing as well. So if you have different onboarding groups, let's say for a gold package, you want to bring them up to a diamond premium, prestige, to get them up into the tiers of your business. Maybe have them if you have a credit based system, you can assign to them more credits in certain areas. If they need certain features that aren't there, you can itemize it and add it to their account. If that's an option, if not, just put them up a tier. This is an upselling session, and so is the customer success team an upselling session in your organization if structured properly. And as well, you're answering questions. You're helping them. This is not just a sales pitch call, of course. These are sessions that help your clients feel heard, valued, and their needs are being met through you, And you just help them at a higher level. This is why these two are super critical. we have customer experience, tracking, reporting, and dashboards and such. The quality of your implementations come from the quality of your data. Data. Just like AI, the better the data, the better the decision, the better the results are gonna be. So if you're not properly tracking retention, you're probably not gonna implement solutions that increase retention. So you wanna track certain KPIs that actually help with that. You have the NPS scores. You have the you have customer surveys. All this to make a client. So you have NPS, you have a customer surveys that you can send out, and you have reviews from your CS, from your customer support, from your customer success, and from your onboarding. So you have different ways to get actual reviews as well. Now this is how you can actually start to gauge how your clients are feeling about certain processes and certain parts of your business. So when they're done onboarding, how would you rate your onboarding? This is also how you rate your your staff and if they're following SOPs or not. So you have that section in your your organization. So every time they finish a checkpoint, they're moved from sales from marketing to sales. After sales, they'll rate their experience. After onboarding, they rate their experience. You can have these and they don't have to be complex and they don't have to be, they don't have to require lots of infrastructure. These are simple things you can just add just those little pop ups with the green smiley face and the red one and everything in between. How would you rate this call? How would you rate this experience? How would you rate us as a business? When they're done speaking to customer support, how would you rate your call? How would you rate your chat? That's one way how you can start to collect these data points and add them to your churn rate and see what's going on. Odds are if these rates are low, you have a high churn rate. So if these rates are all all down, your churn rate will be pretty pretty up because no happy customer just closes their account and leave. And it's gonna take more than just a competitor's discount for them to leave as well. So this is something you should look into add into your organization. Add some level of reviews, add some customer surveys, if somebody hits one year with your business, send them a full on survey on their experience, what they love most, what they don't like, what they wish wasn't there, what they wish wasn't there, and other details that can help them succeed with your business, help them succeed in their their products or solutions that you're offering them in their industry. And this was number three. Number four, we have customer nurturing and customer Customer journey essentially means optimizing the process from which they came in all the way into the point where you're you're treating them and they're continually getting value from your organization. They're essentially just in your service ecosystem. So customer nurturing means you have a client. Let's say they they you sell marketing services to small businesses and obviously your SaaS. So you have a bunch of marketing companies that are under your umbrella, and they are probably let's say they make, you know, fifty thousand to five hundred thousand per year. So if they make five hundred k a year and, you know, five fifty k to a hundred k a year, they're gonna require different solutions in your organization. So if you have a customer success rep tied to this client as at fifty k and through your metrics and maybe through your customer success actually looking into the business that they're supporting, if they see that the business, you know, in two years went from fifty k to, you know, they're at three hundred k a year now. Before they have to start looking for other solutions, other competitors out there, you wanna be proactive in upselling them in your organization, giving them a product that better suits them, giving them a better solution to what problems, new issues, new demands that they might be having. So if you see that they've bumped up, what do you think you should do? You should schedule a call, reach out. Oh, like, you know, we noticed that your business has grown. Like, congratulations. We hope that we were able to help in this in this process for you. Do you mind if we schedule a quick call just to see if there's any way we could actually just help support you more? Like, do you need anything new? How else can we help you make your business grow faster, grow easier, go smoother, etcetera? That type of language. So you have you have some clients that will go up, and you wanna make sure that you're matching them as they scale. So if they hit, let's say, three hundred, then they're two years after that, they're at eight hundred. They're also gonna require different services, different packages, different products that your business should offer, and then you wanna upsell them into that. And then upsell them to a higher end package. And you wanna be proactive about this, of course, because we're most likely not gonna reach out to you. Some will, depending if you're B2BBC. It's easier and harder in some areas. If you're b to c, you have to be a lot more proactive. If you're b to b, you're already gonna be in communication with them pretty often anyways, but you need to be proactive in meeting customers where they're at, where they're where they're currently staged. And if they're going down in revenue, then there's a different process. So if they go from three hundred and then they go down to, you know, say they had a bad year and they're at one hundred. Now you can also upsell them in this case as well, but the point isn't really to pull as much money out of them. In this case, to help them. So at least maybe structure the package maybe differently. If they feel that you are supporting them into always increasing the revenues, always growing, they will stay with you a lot longer and they will trust you a lot more and they will do business with you a lot more. Having meeting customers where they're at through their journey will increase your lifetime value like nothing else. And on top of that, your average your average customer's value, lifetime value with your business. Next, number five, we have employee, hiring, SOP, training, all of that combined. Now why is that important? That is important for consistency. Because if you have if you have a customer success team, customer support team, sales team, marketing team that are not following your your rules, your SOPs, your best practices. There's a lot of money being left on the table. There's a lot of satisfaction from the customer scores that are being left on the table. So the next thing, I'm gonna simplify it and just call it SOPs. SOPs are something you need to make sure that are incorporated, followed, and updated throughout your organization and centralized in some way as well. So what we actually do to help make this a lot easier because you can have all the SOPs you want in the world. It's most most employees will not read through them all, and it's gonna be already a hassle to apply it with what they're currently doing as a workload. One thing that we do to fix it is that we actually add a knowledge base. Now a knowledge base, if you're not already using one, is a huge value increase across your your enterprise because a knowledge base just centralizes all the information into one area. So you could have documents from sales documents, internal documents from marketing, internal documents for customer success, internal documents for directors, for VPs of sales. So you can have all these different documents scattered across your organization, and then you have them centralized in one place. Now how do you actually structure that so that it's, you know, respecting security, compliance, and and whatnot is that you wanna have certain levels of barriers around that. So your customer success team has access to some legal documents, has access to some customer support documents, of course, access to customer support documents, of course, has access to customer success documents as well. So they have access to a certain range of documents. You create the knowledge base for that employee persona type. Same thing with maybe your legal team. Your legal team should have access to your your law SOPs, should have access to your financial documents, should have access to maybe customer support documents, your accounting documents, etcetera, and so forth. And then you have another version of that knowledge base for that persona type. So you can have one knowledge base that's could be accessible for your highest level executive team, your c suite, your if you if you're the founder as well. So you have that large base you have access to. You can see all the KPIs, dashboards, results, data, progress, etcetera. And then segment them, segment components of it into each division, each directorate, and depending if they're a manager, entry level, director, VP, so on and so forth, they have a different version. And what does this do? This helps all your representatives, everybody in your organization to be on the same page. It helps them answer questions to clients a lot faster, more accurately, so there's no no sense of lying from your sales reps. There's no sense of, you know, mismatch communication between marketing and your delivery team. You have everything in your organization accessible to who needs it to do their job properly. This is a a little bit less trackable, but you will notice it through the quality of the experience of your usually entry level staff, your CS, your success team, etcetera. Whoever the client deals with the most frequently, you're gonna notice it through their satisfaction scores. You're gonna notice it through their time of restoration, time of resolution. Any point of contact in your business, client facing, you're gonna notice their scores go up by doing this substantially. That also results in upsells being done more frequently, which we talked about in step one. It will also help solve their problem a lot faster, which makes them happier and keeps them with their business longer. Do not sleep on the knowledge base. The knowledge base is critical for you to scale your organization. And I'll I'm gonna have this extra part here too. I didn't speak about it earlier, but, of course, incorporating AI into your into your chats, into your knowledge base, into multiple different levels of your organization helps optimize this result and this version of efficiency, and helps address client needs a lot a lot faster. Now the final piece that this web class is gonna teach you on what to incorporate into your business for you to see results as quick as possible. There are obviously a lot of other things that we teach and what we do, but the last thing that I wanna show you the biggest, needle mover as well, which is the last one, number six, is product quality and user experience. Now why would you value these two things? Of course, product quality just means that the results that your clients are gonna get, they're a lot better. what the UIUX will do is address a lot of more subtle things that you as a business owner are probably not gonna be noticing. You're gonna be noticing that if unless you're tracking what they go through the pages and what your clients are actually using, what they're clicking, the user experience is pretty big. You know, the difference between someone liking one bank, this banking app versus another is usually just tied to the user experience. It's barely about the product. The products could be the same. Banking is banking. Unless you have some other features that are not available elsewhere, but that's minority. The majority of clients prefer one bank to another, mostly just off the user experience, the colors, the layout, the style, etcetera. This is something that you wanna invest heavily in and to change not too frequently. You wanna make these large scale changes relatively every few years. Because if you make too many changes too quick, you're gonna hurt your customer experience, and you don't want them to feel overwhelmed. You will make changes a lot faster than your clients would even require that, and you need to split test what that would look like. So if you have a let's say you're designing a better version of your your homepage or your dashboard page for your clients, percent use version b. Maybe even one percent if you're if you're a very large organization. So you have a split test running between both, and you wanna gauge the data, the metrics, the tracking, how fast they get to their solution, time spent on page. You wanna track a bunch of these smaller data points that your web dev team would should be actually tracking. So if you see that the results on the b page in this example, they're better. Let's say there's a a a optimization increase that the clients are getting to their pages and getting to the solution they need much faster and that they're happier. You can kind of tell when somebody opens the app and closes it, they're not happy. But if they're on your application for a long time, odds are it's doing well. And if their time on page here, let's say is twenty percent higher, which is statistically significant, if it was five percent, you'd need more time. You'd have to add time as a variable to what you're assessing. But let's say there's a a clear twenty percent increase after three months. So after three months, you see this. You can now increase the test pool up from, let's say, it was five percent before, increase it to ten percent. You wouldn't go wanna go higher than that. So you'll go from five to ten, which means you're gonna lower your original client testing pool to ninety percent. So ninety percent are using the original, ten percent are using the new version. Let's see. Let's say you sustain this twenty percent increase in time on page, other positive data points for six months. So every quarter is is a healthy amount of time you can wait to make these decisions. So if you see that the satisfaction went up or stayed the same or roughly stayed in that area, plus or minus two percent, then you could actually scale that up, and you could actually increase your test pool to twenty percent. And then you'll have eighty twenty. Eighty using the original, twenty using the new. Now you repeat this process for another few quarters, and you can actually increase from the twenty to forty, forty to sixty, and sixty to ninety. After sixty percent, actually, you could probably just bring it up to a hundred in most cases, and that would suffice if everything stays the same and goes well. You don't want to put a big update and just have, things fail, bugs, other issues that could arise. So you make sure you nail it when you only have one to five percent of your user base using it. And if metrics stay well under increase, then you can go slowly from there. This is how you address having a poor user experience again for the benefit of having people, like your brand a lot more and essentially staying with you a lot more. It makes the difference between the colors, the designs, all these things actually matter for a client. Yes. It also works in b to b and the user experience is a psychological more tool that keeps people retained in your business. Just like with branding and colors, in a sense, branding and colors actually affect people's mood and relationship with the business as well. So this stuff matters, but this is internal. So UIUX is internal, and then you have marketing, which is the external part before they become clients or nurturing clients. But the external part is different, and the internal part is this strategy tends to work the best for applying good changes across your business. Now this is something you could go ahead and start applying actually relatively quickly. These don't require that much infrastructure. Infrastructure. They don't require too much time. You could probably have all this done in a quarter. And when your quarter is done, you will notice quite substantial differences in your in your success rates, in your retention, in your lifetime value, and in your customer satisfaction scores. And a quick tidbit actually I'll I'll give you before we close off something that I like to consult on quite a bit with companies, and it's kind of something you take that take from Apple. Apple does very well, essentially having a product ecosystem. So you have your business here, and then you have product a, product b, product c, and so on. So if you have all these different products, you wanna find a way to have them actually support each other. And what does it really mean to support each other? It could mean that, you know, if you have, let's say, data storage or just gonna use Apple as a clear example. They have their primary service, which is their iPhone, and then they have the data storage with iCloud. So iCloud can be this kind of storage solution that they help support Apple. They could branch this off and just sell it as a standalone service as well. You could sell data storage, of course. You could have accessories that you sell, maybe through some physical product. And it could be a mix of you have your software. You could have physical, and you could have digital services, courses, training, other forms of solutions that you can add into your business as well that help support the whole thing. Now if you had, for example, a content content team gave tutorials on how to use iPhones or it gave content advice on best phones to use for this year, best phones to use for photography, for app development, whichever you wanna add into it. And then you can have all these different structures help help support the success of the other one. And these optionalities across your business, these different product suites, product lines, they just help create this branding with your client. HubSpot doesn't just sell CRM. It sells sales management. It sells AI now. It sells a bunch of different sub services that people can purchase on their own that help support the overall goal, which if your goal is essentially increasing available time, increasing money, because essentially, it can boil down to almost any service of these two things. If you're selling an ITSM tool for a ticketing system for for governments, then you're saving that time and you're saving them money. If you're selling a CRM, you're saving them time. You're saving them money. if you say, you know, we help people become their best selves and you're a mental health platform, you could sell physical products for mental health platform. You could just sell the platform. You could sell the education. And, yeah, physical products as well. You could just sell on Amazon or something. And then that could loop them in to other parts of your business. if you wanna get to the enterprise level, this is something that you would have to find a way to incorporate in your organization as well. It secures your revenue, increases your enterprise value, helps investors come in and and overall, increases the value of your business, which is a goal. Now I hope this helped. Again, my name is Christopher Karam with CKI. I hope you found this retention class extremely valuable. I hope that you find lots of success in even implementing just one of these into your business. And if you are looking for additional help including implementation, design, consulting, then we do that as well. so all that's left is down below. Just complete the form, and you'll go through an approval process. If things make sense, you'll get asked to book a call. When you book a call with us, it'll be a usually a quick phone call at first just to see if there's alignment. If there's alignment, then we can get on to a actual video call So go ahead and just complete the form, book the call, and we can't wait to speak with you on the other side. if you have any further questions, we'd be more than happy to help answer them. You can just email our support team at relations c k innovation dot c a. can go ahead and email us with any questions, and we will more than happily help you out. And we look forward to speaking with you on the call.