Table 1From “Customer lifetime value is a forecast, not a fact”
The assumptions inside customer lifetime value
The output is only as portable as the definitions in the five rows beneath it.
Table 1The assumptions inside customer lifetime value
| Component | What it means | What can move it | Evidence to bring |
|---|---|---|---|
| Contribution margin | Revenue left after the costs assigned to serving the customer | Usage, support, hosting, delivery and payment mix | Cohort margin by product and service pattern |
| Survival | Probability the customer remains in the defined base | Churn, contraction, renewal terms and definition changes | Cohort history with a fixed starting population |
| Expansion | Additional contribution from an existing customer | Seats, usage, modules, price and relationship ownership | Expansion by starting cohort, not only survivors |
| Discount rate | How future contribution is valued today | Capital cost, risk and forecast horizon | Stated rate and sensitivity range |
| Acquisition and service cost | Costs the decision is meant to recover | Channel, onboarding, implementation and success effort | Cost boundary matched to the decision |
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Source: Author's decomposition of the customer lifetime value calculation. The columns are a decision aid, not a universal formula.

From the essay
Growth that compounds
Customer lifetime value is a forecast, not a fact
Customer lifetime value is a discounted forecast of margin, survival and expansion. Make the assumptions visible before comparing customers or channels.
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