Based on the numbers you shared, each customer leaves between US$ 10 and US$ 40 of margin over its acquisition cost, and up to 80 cents of every revenue dollar goes back into marketing. This proposal starts there: the targets, the B2C and B2B plan for Peru, and a fee structure where the variable is only paid on measurable growth.
Every figure in this section is the data your team shared (August 2026). Read as a chain, they point to a single bottleneck.
20% of those who start a session create an account. The top of the funnel works.
96 out of every 100 accounts created never try the product. This is where money already spent walks away.
Out of 10,000 visits, between 15 and 40 reach the trial. Everything else was paid for and lost.
CAC depends on how many signups move forward. If twice as many accounts reach the trial and trial-to-paid holds, each customer costs half: from US$ 30-50 down to US$ 15-25. It is the cheapest lever in the business, because it does not ask for one more dollar of ad spend.
With an LTV of US$ 60-70 and a CAC of US$ 30-50. The healthy benchmark in subscription is 3x: today, scaling ads buys expensive growth.
It confirms the point above: current growth is sustained by reinvesting almost everything. Scaling like this without raising the ratio grows the problem, not the business.
Every point gained in activation and every dollar shaved off CAC multiplies across every future budget. That is why the plan starts there.
B2C brings the volume, B2B lowers the acquisition cost per student, and GEO builds the organic channel that pays no CAC at all. All four fronts share one north star: getting LTV/CAC above 3x.
Redesign of the signup-to-trial onboarding (fewer steps, value visible before asking for data), activation sequences by email and WhatsApp within the first 48 hours, and weekly cohort tracking.
Meta and TikTok campaigns aimed at parents, with local creatives and one hard rule: no ad set scales if its projected CAC goes above US$ 40. What performs scales, what does not gets cut within the week.
Direct outbound to private schools and academies, plus a program for independent tutors who resell or refer the platform. Pilot with a few accounts before building the full channel.
Audit of what ChatGPT, Gemini and Perplexity answer today for tutoring queries in Peru, then the technical layer (structured data, AI-crawlable content, llms.txt) and citable pages built so those answers recommend Chiky Tutor, in Spanish, for Peru.
"Today" is the range your team shared. Volume targets (subscribers and students) get locked in week 1, once we see the real baseline in your dashboards.
Method note: committing volume numbers before seeing the baseline would be making them up. Rates, ceilings and account counts are committed now; volume gets committed with data.
| Metric | Today | 90 days | 6 months | Front that moves it |
|---|---|---|---|---|
| Signup to trial | 3-4% | ≥ 6% | ≥ 8% | Front 1 · activation |
| B2C CAC | US$ 30-50 | ≤ US$ 40 | ≤ US$ 25 | Fronts 1 and 2 combined |
| LTV/CAC | 1.2-2.3x | ≥ 2x | ≥ 3x | The north star of the whole plan |
| Active B2B accounts | 0 in Peru | 3 pilots | 10 accounts | Front 3 · outbound |
| AI answer visibility (GEO) | not measured | query set tracked + technical layer live | share target locked with baseline | Front 4 · GEO |
| Marketing reinvestment | 40-80% of revenue | measurable by cohort | ≤ 40% | A consequence of the ratio, not a direct target |
Every metric is reported weekly against this table, with cohort and source at the bottom. If signup-to-trial has not reached 6% by day 90, the conversation is about the plan, not about excuses.
The work first, the price after. Everything below is inside the base fee, with no add-ons.
The structure is designed with your own unit economics: the B2C variable is a fixed fraction of LTV, so the LTV/CAC ratio never breaks because of our fee.
Covers everything in the scope section. With a margin of US$ 25 per customer (mid-range LTV of 65 minus mid-range CAC of 40), the base pays for itself with 36 new subscribers per month. That is the break-even of this structure.
fee = 900 + 5 × new_subscribers + 15% × B2B_year1_contracts
Move both numbers. LTV is fixed at US$ 65, the midpoint of your 60-70 range.
The base is fixed and the variable is proportional, so Flama's cost per subscriber only falls as Peru scales. And if a month brings no growth, the variable is zero.
The US$ 25 margin uses the midpoints of your ranges (LTV 65, CAC 40) and assumes trial-to-paid conversion holds as trial volume grows. With dashboard access, both get replaced by the real number and the targets table is recalibrated.
Access to analytics, ads and billing. The real baseline for every metric is set, including what AI assistants answer today for tutoring queries in Peru, and the volume targets get calibrated.
Audit of the signup-to-trial flow, first onboarding experiments, and the first-48-hours sequences written and live.
Meta and TikTok campaigns with local creatives and the CAC ceiling configured. Technical GEO layer live. First weekly dashboard delivered.
Target list of schools and academies closed, outbound sequence running and first demos scheduled.