Albert Cheng: evaluation

Transcript context

…30 to 40. 40%. I think you're an okay place. I think even more importantly, and you mentioned Jorge to kick this off, but he wrote that very, very popular article about the growth model and how current user retention rate was the biggest thing for them. And I think especially if you have a product that has daily frequency, that's actually the retention that matters the most is that of your existing user base that has developed a habitual pattern, how sticky is your product? And it's that retention rate that really compounds and builds that daily habit. So over time, especially when companies mature a little bit, you actually focus most of your energy on the existing user retention mechanics. You find that that's a much, much bigger lever. One exception is that Grammarly was a different type of product and that you install it and you don't proactively open it every day. So that was interesting to me because I assumed that you should always just focus on existing user retention, but for a product like Grammarly, it's actually the activation installation aha moment that's really, really critical and will carry the user for a very, very long time. That makes sense. Yeah, the stats would show someone's a daily active user because they're typing things and that's not an accurate step for Grammarly. The other interesting trend I've noticed across successful consumer subscription products is they always start very scrappy and very cost-efficient and spend efficient because I think it's because it takes them a long time to find something that's working and they're surviving on that margin of retention to growth cost essentially.…

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