Work out whether one customer or one transaction makes money, before scaling anything. Use when deciding to grow, raise prices, or cut costs, and when growth is not producing profit.
Scanned 9/5/2026
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---
name: unit-economics
description: Work out whether one customer or one transaction makes money, before scaling anything. Use when deciding to grow, raise prices, or cut costs, and when growth is not producing profit.
---
# Unit economics
Growth multiplies whatever the unit already is. A business with negative
unit economics gets worse as it grows, which is why this calculation
comes before every growth decision rather than after the first bad
quarter.
## Method
1. **Define the unit precisely.** One customer, one order, one seat, one
delivery. Different units give different answers and only one matches
the decision you are making.
2. **Include every variable cost.** Payment fees, support, hosting,
fulfilment, and the portion of headcount that scales with volume.
Excluding support is the most common way unit economics look good and
are not.
3. **Compute contribution margin first.** Revenue per unit minus
variable cost per unit. If this is negative, no volume fixes it and
nothing else matters.
4. **Compare lifetime value to acquisition cost honestly.** Lifetime
value uses contribution margin rather than revenue, and includes real
retention rather than an assumed one (see saas-metrics).
5. **Measure payback period, not just the ratio.** How long until an
acquired customer repays their acquisition cost decides whether you
can fund growth from operations or must raise (see
cash-flow-management).
6. **Segment before concluding.** Blended unit economics hide that one
channel or customer type is profitable and another is not, which is
the actionable finding.
7. **Re-check as you scale.** Economies of scale improve some costs and
worsen others, particularly support and sales complexity.
## Boundaries
Unit economics describe the current model; a business may rationally run
negative early while building something that changes them, which is a
deliberate bet rather than an accident. Allocating fixed costs into a
unit calculation distorts it. Long payback periods can be sound with
patient capital and fatal without it.
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