Kyalami Surface Business Plan — Customer Analysis
Retail owners, dealerships and fleet or trade accounts, and what each is willing to pay and wait for.
Section 9 of 31
Customer Analysis
Jump to section
- i. Important Notice and Basis of Preparation
- 1. Executive Summary
- 2. Investment Thesis
- 3. Company and Business Overview
- 4. Problem, Customer Need and Value Proposition
- 5. Products and Services
- 6. Industry Analysis
- 7. Market Analysis
- 8. Customer Analysis
- 9. Competitive Landscape
- 10. Business Model
- 11. Go-to-Market Strategy
- 12. Operating Model
- 13. Management and Organisation
- 14. Strategic Plan
- 15. SWOT Analysis
- 16. Risk Analysis
- 17. ESG and Sustainability
- 18. Implementation Roadmap
- 19. Financial Plan: Assumptions
- 20. Projected Income Statement
- 21. Projected Balance Sheet
- 22. Projected Cash Flow
- 23. Capital Expenditure and Working Capital
- 24. Funding Requirement and Structure
- 25. Break-even Analysis
- 26. Investment Case and Returns
- 27. Sensitivity and Scenario Analysis
- 28. Key Performance Indicators and Management Dashboard
- 29. Conclusion
- 30. Appendices
Four segments with materially different acquisition economics, price sensitivity and contribution to utilisation stability.
Table 11. Customer segmentation
|
Segment |
Profile |
Share of FY32 revenue |
Behaviour and economics |
|---|---|---|---|
|
Premium retail owner |
Owner of a new or nearly new vehicle above R650,000; typically 35–55; northern Johannesburg, Sandton, Pretoria East, Atlantic Seaboard and northern suburbs of Cape Town |
44% |
Low price sensitivity, high quality sensitivity. Researches extensively before purchase. Acquisition is largely by referral and search. Highest attachment rate for ceramic and highest lifetime value. |
|
Enthusiast and modifier |
Owner of a performance, classic or heavily personalised vehicle; typically 25–45 |
13% |
Moderate price sensitivity, very high craft sensitivity. Highly referral-active and visible on social channels. Disproportionate influence on brand reputation relative to spend. |
|
Franchise dealer group |
New and pre-owned premium dealerships fitting protection at point of sale |
22% |
High volume, contracted, predictable. Extracts 11% referral commission and 45-day payment terms. Dilutes margin but materially stabilises utilisation. |
|
Corporate and fleet |
Fleet operators, rental groups, branded commercial vehicles |
21% |
Tender-driven and price sensitive. Lowest margin. Counter-cyclical and schedulable, which is its value to the Company. |
Acquisition economics
Marketing is budgeted at 4.6% of revenue during the launch phase and 3.0% thereafter. Applied to FY32, that is R1.26m against 1,920 jobs, or roughly R656 of marketing cost per job. Against a blended average ticket of R21,864 this is a customer acquisition cost of approximately 3.0% of revenue, low by service-industry standards, and a direct consequence of referral intensity in this category.
Table 12. Indicative customer lifetime value — premium retail segment
Assumes a four-year ownership cycle with one repeat vehicle. Contribution stated after film, consumables and direct installer labour.
|
Element |
Value |
|---|---|
|
First purchase — full-front PPF |
R21,500 |
|
Attached ceramic coating (62% attachment) |
R8,370 |
|
Maintenance and correction over hold period |
R6,400 |
|
Second vehicle, cycle two (48% retention) |
R14,340 |
|
Gross lifetime revenue |
R50,610 |
|
Contribution at 58% |
R29,354 |
|
Less acquisition cost |
(R656) |
|
Lifetime contribution |
R28,698 |
|
Implied LTV / CAC ratio |
43.7x |
The LTV to CAC ratio is extremely high and should be read with caution. It reflects the reality that this category is referral-driven and that the Company is not buying customers in a competitive auction. It does not mean marketing spend should be increased: the constraint on revenue is installer capacity, not demand. Spending more to generate enquiries the studio cannot install would simply lengthen lead times and damage the brand.