{"id":8272,"date":"2010-12-06T08:30:00","date_gmt":"2010-12-06T13:30:00","guid":{"rendered":"https:\/\/www.forentrepreneurs.com\/saas-economics-1\/"},"modified":"2018-05-31T15:50:49","modified_gmt":"2018-05-31T19:50:49","slug":"saas-economics-1","status":"publish","type":"post","link":"https:\/\/www.forentrepreneurs.com\/pt-br\/saas-economics-1\/","title":{"rendered":"O Modelo Econ\u00f4mico do SaaS &#8211; Parte 1: O Vale de Fluxo de Caixa no SaaS"},"content":{"rendered":"<p><span style=\"font-weight: 400;\">Este post fornece aos empreendedores de SaaS um modelo em planilha de Excel e gr\u00e1ficos que mostram o fluxo de caixa que ocorre em SaaS, ou em outros neg\u00f3cios de receita recorrentes, que usam uma for\u00e7a de vendas. Esses tipos de neg\u00f3cios enfrentam um problema de fluxo de caixa nos primeiros dias porque t\u00eam que investir antecipadamente em vendas e marketing para adquirir clientes, e s\u00f3 recebem os pagamentos desses clientes posteriormente e ao longo de um per\u00edodo de tempo. Refiro-me a esse fen\u00f4meno como o Vale de Fluxo de Caixa no SaaS. O modelo tamb\u00e9m compara os fluxos de caixa de empresas que cobram mensalmente versus empresas que podem cobrar antecipadamente uma anuidade inteira.<\/span><\/p>\n<p><!--more--><\/p>\n<p><span style=\"font-weight: 400;\">O maior valor deste post vir\u00e1 do download do modelo e da inser\u00e7\u00e3o de suas pr\u00f3prias vari\u00e1veis. A planilha de Excel e o arquivo de PowerPoint associado a ela podem ser baixados clicando <\/span><a href=\"https:\/\/www.forentrepreneurs.com\/wp-content\/uploads\/2017\/02\/skok-saas-model.zip\" target=\"_blank\" rel=\"noopener\"><span style=\"font-weight: 400;\">aqui<\/span><\/a><span style=\"font-weight: 400;\"> . Se voc\u00ea armazenar os dois arquivos no mesmo diret\u00f3rio, os gr\u00e1ficos do PowerPoint podem ser atualizados para refletir os dados na planilha clicando com o bot\u00e3o direito do mouse em cada gr\u00e1fico e selecionando &#8220;Editar dados&#8221;.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">A Parte 2 desta s\u00e9rie pode ser encontrada aqui: <\/span><a href=\"https:\/\/www.forentrepreneurs.com\/saas-economics-2\/\" target=\"_blank\" rel=\"noopener\"><span style=\"font-weight: 400;\">O Modelo Econ\u00f4mico do SaaS &#8211; Parte 2: Escalando o Neg\u00f3cio<\/span><\/a><\/p>\n<h3><span style=\"font-weight: 400;\">A que este modelo se aplica<\/span><\/h3>\n<ul>\n<li style=\"font-weight: 400;\"><span style=\"font-weight: 400;\">Este modelo \u00e9 aplic\u00e1vel a qualquer neg\u00f3cio de receita recorrente que utilize uma for\u00e7a de vendas.<\/span><\/li>\n<li style=\"font-weight: 400;\"><span style=\"font-weight: 400;\">Este modelo N\u00c3O se aplica a empresas de SaaS que n\u00e3o usam uma for\u00e7a de vendas. Refiro-me a essas empresas como as que tem uma \u201cconvers\u00e3o sem toques\u201d, pois n\u00e3o h\u00e1 nenhum toque de uma for\u00e7a de vendas envolvido. Essas empresas geralmente t\u00eam um investimento muito menor em vendas e marketing e chegam a um fluxo de caixa positivo muito mais cedo.<\/span><\/li>\n<\/ul>\n<p><b>Quais s\u00e3o as diferentes an\u00e1lises?<\/b><\/p>\n<p><span style=\"font-weight: 400;\">O modelo olha para as seguintes an\u00e1lises e cada uma \u00e9 descrita com gr\u00e1ficos neste <\/span><i><span style=\"font-weight: 400;\">blog post<\/span><\/i><span style=\"font-weight: 400;\">:<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\"><span style=\"font-weight: 400;\">Como <\/span><i><span style=\"font-weight: 400;\">bookings<\/span><\/i><span style=\"font-weight: 400;\"> se acumulam ao longo do tempo (coment\u00e1rio do tradutor: <\/span><i><span style=\"font-weight: 400;\">booking <\/span><\/i><span style=\"font-weight: 400;\">representa o comprometimento de compra do consumidor junto a sua empresa. Se o consumidor assina um contrato de 12 meses pelo pre\u00e7o de R$100\/m\u00eas, por exemplo, ele est\u00e1 se comprometendo a gastar R$1200 com sua empresa. Esse \u00e9 o valor do <\/span><i><span style=\"font-weight: 400;\">booking<\/span><\/i><span style=\"font-weight: 400;\">). \u00a0<\/span><\/li>\n<li style=\"font-weight: 400;\"><span style=\"font-weight: 400;\">O efeito do <\/span><i><span style=\"font-weight: 400;\">churn <\/span><\/i><span style=\"font-weight: 400;\">(coment\u00e1rio do tradutor: <\/span><i><span style=\"font-weight: 400;\">churn <\/span><\/i><span style=\"font-weight: 400;\">\u00e9 a taxa de cancelamento, geralmente medida em n\u00famero de clientes ou em valor monet\u00e1rio. Se sua empresa tem 100 clientes no in\u00edcio do m\u00eas e 3 deles cancelam ao longo do m\u00eas, a taxa de <\/span><i><span style=\"font-weight: 400;\">churn <\/span><\/i><span style=\"font-weight: 400;\">desse m\u00eas \u00e9 de 3\/100 ou 3%. Se os 100 clientes no \u00edn\u00edcio do m\u00eas geravam uma receita de R$10.000 e os 3 que cancelaram, R$2.000, a taxa de <\/span><i><span style=\"font-weight: 400;\">churn <\/span><\/i><span style=\"font-weight: 400;\">monet\u00e1rio do m\u00eas \u00e9 de 2.000\/10.000 ou 20%).<\/span><\/li>\n<li style=\"font-weight: 400;\"><span style=\"font-weight: 400;\">Os tr\u00eas componentes do MRR (<\/span><i><span style=\"font-weight: 400;\">monthly recurring revenue <\/span><\/i><span style=\"font-weight: 400;\">&#8211; receita mensal recorrente)<\/span><\/li>\n<li style=\"font-weight: 400;\"><span style=\"font-weight: 400;\">Fluxos de caixa de um vendedor individual<\/span><\/li>\n<li style=\"font-weight: 400;\"><span style=\"font-weight: 400;\">Os custos de marketing para fornecer <\/span><i><span style=\"font-weight: 400;\">leads<\/span><\/i><span style=\"font-weight: 400;\"> (prospectos comerciais) suficientes a um vendedor <\/span><\/li>\n<li style=\"font-weight: 400;\"><span style=\"font-weight: 400;\">Custo para adquirir um cliente<\/span><\/li>\n<li style=\"font-weight: 400;\"><span style=\"font-weight: 400;\">Valor da vida de um cliente<\/span><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">Na parte 2 desta s\u00e9rie, a segunda parte do modelo analisa o que acontece quando uma empresa de SaaS atinge um modelo de vendas repet\u00edvel e escal\u00e1vel e quer come\u00e7ar a aumentar seus gastos com vendas e marketing para crescer receitas.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">A \u00faltima parte deste post discute como o modelo foi constru\u00eddo e como us\u00e1-lo para seus pr\u00f3prios c\u00e1lculos.<\/span><\/p>\n<h2><span style=\"font-weight: 400;\">Parte 1: Olhando para um \u00fanico novo vendedor<\/span><\/h2>\n<h2>Como a receita aumenta com a contrata\u00e7\u00e3o de um vendedor, supondo que n\u00e3o haja tempo de <i>ramp up<\/i><\/h2>\n<p><span style=\"font-weight: 400;\">(coment\u00e1rio do tradutor: <\/span><i><span style=\"font-weight: 400;\">ramp up <\/span><\/i><span style=\"font-weight: 400;\">refere-se ao processo de aprendizado e adapta\u00e7\u00e3o pelo qual um novo colaborador passa at\u00e9 atingir uma performance equivalente a dos colaboradores mais antigos). <\/span><\/p>\n<p><span style=\"font-weight: 400;\">Para aqueles que s\u00e3o novos em SaaS ou outros neg\u00f3cios de receita recorrente, o gr\u00e1fico abaixo mostra uma das deliciosas caracter\u00edsticas da receita recorrente. Os <\/span><i><span style=\"font-weight: 400;\">bookings<\/span><\/i><span style=\"font-weight: 400;\"> feitos em janeiro continuam a ser cobradas em todos os meses subseq\u00fcentes. O gr\u00e1fico \u00e0 esquerda mostra esse efeito, presumindo que n\u00e3o h\u00e1 <\/span><i><span style=\"font-weight: 400;\">churn<\/span><\/i><span style=\"font-weight: 400;\"> (perda de clientes). O gr\u00e1fico \u00e0 direita mostra o impacto de uma taxa de cancelamentos mensal de 2,5%, que lentamente consome o valor faturado mensalmente.<\/span><\/p>\n<p><a href=\"http:\/\/www.forentrepreneurs.com\/wp-content\/uploads\/2010\/12\/image.png\" target=\"_blank\" rel=\"noopener\"><img fetchpriority=\"high\" decoding=\"async\" style=\"background-image: none; margin: 0px; padding-left: 0px; padding-right: 0px; display: inline; padding-top: 0px; border-width: 0px;\" title=\"image\" src=\"http:\/\/www.forentrepreneurs.com\/wp-content\/uploads\/2010\/12\/image_thumb.png\" alt=\"image\" width=\"605\" height=\"376\" border=\"0\" \/><\/a><\/p>\n<h3><strong><i>Bookings<\/i>, <i>Churn<\/i> e MRR para um \u00fanico novo vendedor<\/strong><\/h3>\n<h3><span style=\"font-weight: 400;\">Os gr\u00e1ficos acima assumem que n\u00e3o h\u00e1 tempo de <\/span><i><span style=\"font-weight: 400;\">ramp up<\/span><\/i><span style=\"font-weight: 400;\">. Vamos dar uma olhada em <\/span><i><span style=\"font-weight: 400;\">bookings<\/span><\/i><span style=\"font-weight: 400;\">, <\/span><i><span style=\"font-weight: 400;\">churn<\/span><\/i><span style=\"font-weight: 400;\"> e MRR para um novo vendedor:<\/span><\/h3>\n<p><a href=\"http:\/\/www.forentrepreneurs.com\/wp-content\/uploads\/2010\/12\/image1.png\" target=\"_blank\" rel=\"noopener\"><img decoding=\"async\" style=\"background-image: none; margin: 0px; padding-left: 0px; padding-right: 0px; display: inline; padding-top: 0px; border-width: 0px;\" title=\"image\" src=\"http:\/\/www.forentrepreneurs.com\/wp-content\/uploads\/2010\/12\/image_thumb1.png\" alt=\"image\" width=\"605\" height=\"339\" border=\"0\" \/><\/a><\/p>\n<p><span style=\"font-weight: 400;\">O gr\u00e1fico \u00e0 esquerda mostra como os novos <\/span><i><span style=\"font-weight: 400;\">bookings<\/span><\/i><span style=\"font-weight: 400;\"> mensais aumentam e como o <\/span><i><span style=\"font-weight: 400;\">churn<\/span><\/i><span style=\"font-weight: 400;\"> acumula com o tempo. O gr\u00e1fico \u00e0 direita mostra MRR (Monthly Recurring Revenue &#8211; Receita Recorrente Mensal) que aumenta todos os meses devido a novos <\/span><i><span style=\"font-weight: 400;\">bookings<\/span><\/i><span style=\"font-weight: 400;\"> e diminui devido ao <\/span><i><span style=\"font-weight: 400;\">churn<\/span><\/i><span style=\"font-weight: 400;\">. Para empres\u00e1rios de SaaS experientes, este gr\u00e1fico de MRR \u00e9 provavelmente \u00f3bvio. No entanto, para aqueles que s\u00e3o novos em SaaS, vale a pena entender claramente os tr\u00eas componentes diferentes do MRR.<\/span><\/p>\n<h2><span style=\"font-weight: 400;\">O vale de fluxo de caixa<\/span><\/h2>\n<p><span style=\"font-weight: 400;\">Vamos olhar agora para o momento em que ocorrem as despesas de vendas para um novo vendedor e como isso cria um problema dado que a receita leva tempo para ser constru\u00edda:<\/span><\/p>\n<p><a href=\"http:\/\/www.forentrepreneurs.com\/wp-content\/uploads\/2010\/12\/image2.png\" target=\"_blank\" rel=\"noopener\"><img decoding=\"async\" style=\"background-image: none; margin: 0px; padding-left: 0px; padding-right: 0px; display: inline; padding-top: 0px; border-width: 0px;\" title=\"image\" src=\"http:\/\/www.forentrepreneurs.com\/wp-content\/uploads\/2010\/12\/image_thumb2.png\" alt=\"image\" width=\"605\" height=\"315\" border=\"0\" \/><\/a><\/p>\n<p><span style=\"font-weight: 400;\">No gr\u00e1fico \u00e0 esquerda, podemos ver como as despesas ficam relativamente est\u00e1veis, mas o MRR cresce lentamente com o tempo. Isso cria o problema de fluxo de caixa, que \u00e9 o principal t\u00f3pico deste <\/span><i><span style=\"font-weight: 400;\">post<\/span><\/i><span style=\"font-weight: 400;\"> do <\/span><i><span style=\"font-weight: 400;\">blog.<\/span><\/i><\/p>\n<p><span style=\"font-weight: 400;\">No gr\u00e1fico \u00e0 direita, podemos ver como s\u00e3o necess\u00e1rios 11 meses at\u00e9 que o novo vendedor se estabilize e comece a contribuir positivamente para o lucro da empresa. (\u00c9 muito importante notar que esse n\u00famero vai variar muito de um neg\u00f3cio de SaaS para outro dependendo das muitas vari\u00e1veis \u200b\u200busadas no modelo.) Esse tempo \u00e9 um pouco mais tardio do que o ponto de intersec\u00e7\u00e3o no gr\u00e1fico \u00e0 esquerda, dado para o modelo mostra uma margem bruta de 80% ap\u00f3s deduzir-se o custo para servir cada cliente.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Agora vamos ver como essas despesas e lucros brutos se parecem cumulativamente:<\/span><\/p>\n<p><a href=\"http:\/\/www.forentrepreneurs.com\/wp-content\/uploads\/2010\/12\/image3.png\" target=\"_blank\" rel=\"noopener\"><img loading=\"lazy\" decoding=\"async\" style=\"background-image: none; margin: 0px; padding-left: 0px; padding-right: 0px; display: inline; padding-top: 0px; border-width: 0px;\" title=\"image\" src=\"http:\/\/www.forentrepreneurs.com\/wp-content\/uploads\/2010\/12\/image_thumb3.png\" alt=\"image\" width=\"449\" height=\"515\" border=\"0\" \/><\/a><\/p>\n<p><span style=\"font-weight: 400;\">O gr\u00e1fico acima mostra claramente o tamanho do Vale de Fluxo de Caixa no SaaS ($ 110k neste caso) e o tempo para recuperar o investimento (23 meses neste caso).<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Essas perdas podem ser muito preocupantes para um investidor n\u00e3o sofisticado. No entanto, o gr\u00e1fico tamb\u00e9m mostra algo extremamente importante sobre os neg\u00f3cios de SaaS, ou seja, quando voc\u00ea passa pelo Vale de Fluxo de Caixa no SaaS, a lucratividade desse investimento em vendas come\u00e7a a aumentar. Este gr\u00e1fico \u00e9 a chave para entender o modelo econ\u00f4mico de um neg\u00f3cio de SaaS.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Na Parte 2 desta s\u00e9rie do blog, vou analisar como a for\u00e7a de vendas em que voc\u00ea adiciona m\u00faltiplos vendedores a cada m\u00eas afeta esse vale. Tamb\u00e9m analisarei o impacto de se cobrar um ano antecipadamente.<\/span><\/p>\n<h2><span style=\"font-weight: 400;\">Como as vari\u00e1veis do modelo funcionam<\/span><\/h2>\n<p><span style=\"font-weight: 400;\">As premissas iniciais:<\/span><\/p>\n<p><a href=\"http:\/\/www.forentrepreneurs.com\/wp-content\/uploads\/2010\/12\/image4.png\" target=\"_blank\" rel=\"noopener\"><img loading=\"lazy\" decoding=\"async\" style=\"background-image: none; margin: 0px; padding-left: 0px; padding-right: 0px; display: inline; padding-top: 0px; border-width: 0px;\" title=\"image\" src=\"http:\/\/www.forentrepreneurs.com\/wp-content\/uploads\/2010\/12\/image_thumb4.png\" alt=\"image\" width=\"605\" height=\"370\" border=\"0\" \/><\/a><\/p>\n<p><span style=\"font-weight: 400;\">Isso mostra as vari\u00e1veis \u200b\u200busadas para direcionar o modelo. C\u00e9lulas coloridas em laranja s\u00e3o c\u00e9lulas de entrada que podem ser alteradas para refletir sua pr\u00f3pria situa\u00e7\u00e3o.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Observe o <\/span><i><span style=\"font-weight: 400;\">Sales Attrition Factor<\/span><\/i><span style=\"font-weight: 400;\"> (fator de atrito de vendas), que desconta <\/span><i><span style=\"font-weight: 400;\">bookings<\/span><\/i><span style=\"font-weight: 400;\"> em 15% para levar em conta as contrata\u00e7\u00f5es equivocadas de vendedores e a sa\u00edda de vendedores. \u00c9 comum ouvir 30% em fator de atrito de vendas. No entanto, como vendedores contratados equivocadamente ainda trar\u00e3o algum n\u00edvel de <\/span><i><span style=\"font-weight: 400;\">bookings<\/span><\/i><span style=\"font-weight: 400;\">, estimei 15% para levar isso em considera\u00e7\u00e3o.<\/span><\/p>\n<h2><span style=\"font-weight: 400;\">O modelo econ\u00f4mico do funil de marketing<\/span><\/h2>\n<p><span style=\"font-weight: 400;\">A pr\u00f3xima pe\u00e7a do quebra-cabe\u00e7a que precisamos entender \u00e9 como os custos de marketing aumentam \u00e0 medida em que adicionamos vendedores. Vamos come\u00e7ar examinando um funil de marketing ilustrativo:<\/span><\/p>\n<p><a href=\"http:\/\/www.forentrepreneurs.com\/wp-content\/uploads\/2010\/12\/image5.png\" target=\"_blank\" rel=\"noopener\"><img loading=\"lazy\" decoding=\"async\" style=\"background-image: none; margin: 0px; padding-left: 0px; padding-right: 0px; display: inline; padding-top: 0px; border-width: 0px;\" title=\"image\" src=\"http:\/\/www.forentrepreneurs.com\/wp-content\/uploads\/2010\/12\/image_thumb5.png\" alt=\"image\" width=\"605\" height=\"315\" border=\"0\" \/><\/a><\/p>\n<p><span style=\"font-weight: 400;\">O diagrama da esquerda mostra os elementos principais do funil e o diagrama a direita divide o fluxo real de <\/span><i><span style=\"font-weight: 400;\">leads<\/span><\/i><span style=\"font-weight: 400;\"> (prospectos comerciais). Se olharmos para o topo do funil a direita, veremos que os <\/span><i><span style=\"font-weight: 400;\">leads<\/span><\/i><span style=\"font-weight: 400;\"> s\u00e3o provenientes de duas fontes diferentes: leads pagos e leads org\u00e2nicos (n\u00e3o pagos). O modelo pressup\u00f5e que os <\/span><i><span style=\"font-weight: 400;\">leads<\/span><\/i><span style=\"font-weight: 400;\"> org\u00e2nicos (n\u00e3o pagos) tendem a aumentar aproximadamente na mesma taxa dos <\/span><i><span style=\"font-weight: 400;\">leads<\/span><\/i><span style=\"font-weight: 400;\"> pagos e permite definir uma vari\u00e1vel: a porcentagem do tr\u00e1fego total de visitantes proveniente de fontes n\u00e3o pagas. Nos dados do exemplo, configurei isso para 50%.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Abaixo mostro a parte do modelo de planilha que calcula o custo dos leads necess\u00e1rios para servir uma nova contrata\u00e7\u00e3o de vendas (US $ 8.698 por m\u00eas). Isso acaba sendo muito importante, pois \u00e9 um custo significativo que \u00e9 freq\u00fcentemente ignorado.<\/span><\/p>\n<p><a href=\"http:\/\/www.forentrepreneurs.com\/wp-content\/uploads\/2010\/12\/image6.png\" target=\"_blank\" rel=\"noopener\"><img loading=\"lazy\" decoding=\"async\" style=\"background-image: none; margin: 0px; padding-left: 0px; padding-right: 0px; display: inline; padding-top: 0px; border-width: 0px;\" title=\"image\" src=\"http:\/\/www.forentrepreneurs.com\/wp-content\/uploads\/2010\/12\/image_thumb6.png\" alt=\"image\" width=\"600\" height=\"429\" border=\"0\" \/><\/a><\/p>\n<h2><span style=\"font-weight: 400;\">O modelo tamb\u00e9m calcula CAC e LTV<\/span><\/h2>\n<p><span style=\"font-weight: 400;\">O modelo tamb\u00e9m calcula valores aproximados para CAC (<\/span><i><span style=\"font-weight: 400;\">Customer Acquisition Cost<\/span><\/i><span style=\"font-weight: 400;\"> &#8211; custo de aquisi\u00e7\u00e3o de um cliente) e LTV (<\/span><i><span style=\"font-weight: 400;\">Customer Lifetime Value<\/span><\/i><span style=\"font-weight: 400;\"> &#8211; valor de vida de um cliente). Esses valores s\u00e3o aproximados pois n\u00e3o incluem custos de equipe de marketing ou de gerenciamento de vendas. (N\u00e3o \u00e9 muito dif\u00edcil adicionar essas despesas: pegue os valores das despesas mensais [de vendas e marketing] e divida-os pelo n\u00famero de clientes adquiridos naquele m\u00eas.)<\/span><\/p>\n<p><a href=\"http:\/\/www.forentrepreneurs.com\/wp-content\/uploads\/2010\/12\/image7.png\" target=\"_blank\" rel=\"noopener\"><img loading=\"lazy\" decoding=\"async\" style=\"background-image: none; margin: 0px; padding-left: 0px; padding-right: 0px; display: inline; padding-top: 0px; border-width: 0px;\" title=\"image\" src=\"http:\/\/www.forentrepreneurs.com\/wp-content\/uploads\/2010\/12\/image_thumb7.png\" alt=\"image\" width=\"605\" height=\"231\" border=\"0\" \/><\/a><\/p>\n<h2><span style=\"font-weight: 400;\">Conclus\u00f5es<\/span><\/h2>\n<p><span style=\"font-weight: 400;\">O objetivo principal deste post \u00e9 fornecer aos empreendedores que est\u00e3o pensando sobre SaaS e outros neg\u00f3cios de receita recorrente um modelo que eles possam usar para entender o impacto de v\u00e1rias vari\u00e1veis \u200b\u200bdiferentes. (\u00c9 importante n\u00e3o olhar para os dados espec\u00edficos que usei para preencher o exemplo ilustrativo de empresa pois isso vai variar muito de um neg\u00f3cio de SaaS para outro).<\/span><\/p>\n<p><span style=\"font-weight: 400;\">O modelo nos mostra v\u00e1rios <\/span><i><span style=\"font-weight: 400;\">insights<\/span><\/i><span style=\"font-weight: 400;\"> importantes:<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\"><span style=\"font-weight: 400;\">Quanto tempo leva para chegar ao <\/span><i><span style=\"font-weight: 400;\">breakeven <\/span><\/i><span style=\"font-weight: 400;\">(equil\u00edbrio financeiro)<\/span><\/li>\n<li style=\"font-weight: 400;\"><span style=\"font-weight: 400;\">Qual \u00e9 o montante total de investimento necess\u00e1rio (ou seja, qual \u00e9 o tamanho do Vale de Fluxo de Caixa)?<\/span><\/li>\n<li style=\"font-weight: 400;\"><span style=\"font-weight: 400;\">Quanto tempo leva para recuperar esse investimento<\/span><\/li>\n<li style=\"font-weight: 400;\"><span style=\"font-weight: 400;\">Qu\u00e3o rent\u00e1vel o neg\u00f3cio pode ser ao longo do tempo depois de sair do vale<\/span><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">O que vem a seguir: parte 2<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Na parte 1, discuti apenas os dados para uma \u00fanico vendedor. Na <\/span><a href=\"https:\/\/www.forentrepreneurs.com\/saas-economics-2\/\" target=\"_blank\" rel=\"noopener\"><span style=\"font-weight: 400;\">parte 2<\/span><\/a><span style=\"font-weight: 400;\"> , veremos o que acontece quando uma empresa atinge o est\u00e1gio em que ela tem um modelo de vendas repet\u00edvel e escal\u00e1vel, e come\u00e7a a contratar v\u00e1rios vendedores todos os meses.<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\"><span style=\"font-weight: 400;\">Fluxo de caixa ao contratar dois vendedores por m\u00eas<\/span><\/li>\n<li style=\"font-weight: 400;\"><span style=\"font-weight: 400;\">Compara\u00e7\u00e3o do fluxo de caixa ao contratar um versus dois vendedores por m\u00eas<\/span><\/li>\n<li style=\"font-weight: 400;\"><span style=\"font-weight: 400;\">Impacto na receita ao n\u00e3o se interromper a contrata\u00e7\u00e3o de vendedores<\/span><\/li>\n<li style=\"font-weight: 400;\"><span style=\"font-weight: 400;\">Discuss\u00e3o das limita\u00e7\u00f5es ao crescimento<\/span><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">Tamb\u00e9m veremos as seguintes an\u00e1lises adicionais:<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\"><span style=\"font-weight: 400;\">Efeito no fluxo de caixa da coleta antecipada de um ano de pagamentos.<\/span><\/li>\n<li style=\"font-weight: 400;\"><span style=\"font-weight: 400;\">Efeito da taxa de desist\u00eancia mais baixa ou mais alta<\/span><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">Clique <\/span><a href=\"https:\/\/www.forentrepreneurs.com\/saas-economics-2\/\" target=\"_blank\" rel=\"noopener\"><span style=\"font-weight: 400;\">aqui para ir \u00e0 Parte 2<\/span><\/a><span style=\"font-weight: 400;\">.<\/span><\/p>\n<p>Tradu\u00e7\u00e3o<\/p>\n<p><span style=\"font-weight: 400;\">Traduzido por <\/span><a href=\"https:\/\/www.linkedin.com\/in\/fernandookumura\/\"><span style=\"font-weight: 400;\">Fernando Okumura<\/span><\/a><span style=\"font-weight: 400;\">, fundador do ERP para <\/span><a href=\"http:\/\/receitarecorrente.com\/\"><span style=\"font-weight: 400;\">Receita Recorrente<\/span><\/a><span style=\"font-weight: 400;\">, <\/span><a href=\"http:\/\/agilems.com\/\"><span style=\"font-weight: 400;\">Agile Management Systems<\/span><\/a><span style=\"font-weight: 400;\">.<\/span><\/p>\n","protected":false},"excerpt":{"rendered":"<p>Provides SaaS entrepreneurs with an Excel spreadsheet model and graphs that show the cash flow trough that happens to SaaS or subscription businesses that use a sales organization<\/p>\n","protected":false},"author":2,"featured_media":0,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"content-type":"","_jetpack_newsletter_access":"","_jetpack_dont_email_post_to_subs":false,"_jetpack_newsletter_tier_id":0,"_jetpack_memberships_contains_paywalled_content":false,"_jetpack_feature_clip_id":0,"_jetpack_memberships_contains_paid_content":false,"footnotes":"","jetpack_publicize_message":"","jetpack_publicize_feature_enabled":true,"jetpack_social_post_already_shared":false,"jetpack_social_options":{"image_generator_settings":{"template":"highway","default_image_id":0,"font":"","enabled":false},"version":2},"jetpack_post_was_ever_published":false},"categories":[2043],"tags":[200,2044],"coauthors":[886],"class_list":["post-8272","post","type-post","status-publish","format-standard","hentry","category-saas-metrics-pt-br","tag-saas-pt-br","tag-software-as-a-service-pt-br"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.8 - 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