Enterprise CAC and cash calendar diagnostic

An executive PDF built from one declared cohort: the cost inputs, assigned, fully loaded and incremental CAC, payback, the cash position over months 0 to 24, and the sources behind each figure.

By requestThe PDF follows a one-click email confirmation.Version 1.0 · Updated 2 September 2026

The diagnostic’s cash calendar

Cash back in month 1; earned back in 2.5 months.

0 40,000 80,000 0 12 24 months 2.5 months 69,600 54,480

Cash collected, less CACGross profit earned, less CAC

Synthetic example: the diagnostic’s sample cohort, per account, in cost units, computed at build with the report’s own arithmetic.

DiagnosticTier two of the CAC calculator: the same boundary, more of the business.

Declare the cohort, then request the PDF

Declare the boundary and enter go-to-market capacity, contract economics and retention. The PDF is built from these inputs once you confirm your email.

Scope. A boundary diagnostic, not a causal test, industry benchmark or profitability verdict. The sample cohort is illustrative until you define its source, cohort and decision use.

Step 1Declare the cohort and its boundary

1.The boundary and the funnel
Which change of state qualifies an account as acquired?
Which accounting period bounds this cohort’s sales spend?
Which cost centres enter the numerator?
Accounts acquired in the cohort.
From first touch to signature.
2.Go-to-market capacity and sales labour
Allocated SDR salaries, tooling and prospecting incentives.
Base salaries and closed-won commissions.
Architecture, security reviews and demo support.
Ad spend, data and intent subscriptions, CRM seats.
Implementation, data migration and kick-off hours.
Pilot hosting and dedicated pilot support.
3.Counterfactual baseline
Accounts expected through brand or referral without the spend.
Fixed domain, baseline PR and brand overheads.
4.Contract economics and deal desk
Annual recurring contract revenue per account.
After hosting, cloud COGS and support.
Share of contracts billed and collected a year ahead.
Concession from list price.
5.Retention and horizon
Renewal before expansion: 100% − gross churn.
Seats and upsells; NRR is GRR plus this rate.
Years of gross profit the LTV adds up.

Step 2Request the PDF

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A corporate or academic address. Freemail providers are not accepted for this report.

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Built on

What this instrument is built on

The diagnostic shares the CAC calculator’s definitions, from the essay “What is CAC?”, the first of the routes below. Its retention and value arithmetic rests on four sources. All four are held in full text.

  1. Gupta, Lehmann and Stuart (2004): customer value and its retention, margin, acquisition and discounting assumptions.

    10.1509/jmkr.41.1.7.25084 Full text held

  2. Rust, Lemon and Zeithaml (2004): customer equity relative to incremental expenditure.

    10.1509/jmkg.68.1.109.24030 Full text held

  3. Mulhern (1999): explicit inputs and profit concentration across customers.

    10.1002/(SICI)1520-6653(199924)13:1<25::AID-DIR3>3.0.CO;2-L Full text held

  4. Malthouse and Blattberg (2005): forecast horizon and misclassification risk around customer value.

    10.1002/dir.20027 Full text held

Read with it

Related routes and concepts

The diagnostic extends the CAC calculator. These articles carry the reasoning behind its figures:

  1. 2 Sept 2026 Growth that compounds What is CAC? 15 min
  2. 20 Aug 2026 Revenue operations & AI CAC payback is a cash calendar 5 min
  3. 20 Aug 2026 Growth that compounds The LTV:CAC ratio hides the timing 5 min
  4. 1 Sept 2026 Revenue operations & AI Gross margin is not contribution margin 11 min
  5. 20 Aug 2026 Growth that compounds A marketing attribution model needs a counterfactual 5 min

The PDF cites the same four sources on its literature page.