Xero is one of the most interesting SaaS companies we don't talk about that much in the U.S. etc.
They are coming up on $1B ARR, selling to SMBs
Yet, only 17% of their revenue is in the U.S.
5 Interesting Learnings:
#1. All the way until $600m+ ARR, the majority of Xero’s new bookings and revenue still came from Australia and New Zealand!
The U.K. has since grown substantially to $100m ARR, but they got all the way to $500m+ selling mainly in Australia+NZ
Nail a niche
#2. The U.S. isn’t everything.
The U.S. remains an important but a smallish market for Xero, and isn't outperform the rest-of-the-world.
The U.S. is growing 17%, just a smidge faster than 15% overall growth -- and from a much smaller base.
#3. Net churn is 1.1% a month from very small SMBs. Xero’s SMB churn isn’t net zero like Shopify.
Aim for that at least in your Very Small Business segment if you can, and if you can provide at least as much value as Xero.
#4. Customer Lifetime Value is 81 months, from very small SMBs.
That’s impressive and useful to see calculated for real.
Inclusive of upsells and churn, their ARPU is $29.25 and LTV is $2,398. That means an effective 81 month customer lifetime value from SMBs. Not bad!
#5. Their CAC >isn’t< small/short at 14+ months from SMBs. It takes them over a year to go profitable on an SMB customer.
They have a sales-assisted SMB sales process, which isn’t easy to make efficient. But they’ve done it. A LTV/CAC of ~6 makes for a still efficient model
I really don’t care at all losing all my money on any investment
So long as
The founders truly gave it all
Never quit
Didn’t just do it “on their terms”
Went wherever customers took them
Never left a lead on the table
Never stopped recruiting
Spent it like it was their money
Actually I’ve never lost money when this was all true
Where I’ve lost money:
- Founders burned money just to hit the plan
- Founders fired people they shouldn’t have
- Founders argued among themselves
- Founders blamed others
- Founders thought money would solve their problems
Where I’ve had a mediocre outcome:
- Founders didn’t want to go enterprise when customers did
- Founders didn’t drive down churn
- Founders didn’t talk to customers every single week
- Founders didn’t recruit VPs after $2m-$3m ARR
- Founders too arrogant in fundraising