Where our customers come from
We've Already Built The Distribution Network
Traditional MVNOs first build a mobile business.
Then they spend millions trying to find customers.
We have done it in reverse.
Over the past several years we have built a customer acquisition platform to facilitate Sacred Health. We have the route.
Telecommunications is simply another product distributed through that platform.
Most MVNOs do this
We do this
This is the model we have already deployed for Sacred Health.
We already have organisations under contract running this model for us now.
They are ready to bring the telecom offering next.
And we have multiple partners in the wings and advanced relationships with many others.
Our Current Distribution Channels
| Existing Distribution Asset | Current Reach |
|---|---|
| Sacred Health customers | 4,000+ |
| Partner 1 email database | 34,000 |
| Partner 1 Facebook | 45,000 |
| Other Partner organisations | 20+ |
| Podcasts/Influencers | 50,000+ followers |
| Community leaders | Ongoing |
| Existing retailer relationships | Growing |
| Combined reachable audience | 100,000+ trusted relationships |
What we have already validated.
We have already demonstrated that supporters will intentionally redirect recurring household expenditure toward businesses that financially support organisations they already value.
Every organisation we onboard immediately gives us access to another engaged community.
To build your business case you need to know
| Question | Typical MVNO | Sacred Health |
|---|---|---|
| How do you acquire customers? | Advertising | Trusted organisations |
| Customer acquisition cost | Paid marketing | Partner acquisition |
| Barrier to growth | Marketing budget | Partner onboarding |
| Competitive advantage | Price | Distribution |
| Customer loyalty | Low | High |
| Customer profile | Cost-sensitive shoppers | Values-driven supporters |
| Why customers join | Lowest price | Trusted recommendation |
| Trust at first contact | Must be earned | Already established |
| Likelihood of switching | High | Low |
| Customer lifetime value | Lower | Higher |
| Customer churn | High | Lower |
| Recurring revenue | Less predictable | More predictable |
| Likelihood of sharing | Low | High |
| Word-of-mouth | Limited | Built into the model |
| Marketing requirement | Constant advertising | Partner enablement |
| Growth model | Linear | Compounding |
| Primary business asset | Marketing budget | Partner network |
| Defensibility | Easily copied | Difficult to replicate |
| Scalability | Spend more to grow | Add more trusted partners |
| Customer relationship | Transactional | Community-based |
| Network effects | None | Strong |
| Brand position | Commodity | Trusted ecosystem |
| Business value created | Customer database | National trust network |
| What gets stronger as you grow? | Advertising spend | Trust network |
| Every new customer creates… | Another acquisition cost | More trust, more referrals, more partners |
This is our business case.
This is not theory. This is how we grew Sacred Health. One email campaign to 5,000* supporters led to 2000 customers
With 60% of New Zealanders using supplements, we think that's a solid result.
Now imagine when Partner 1 presents this opportunity for their followers to support them:
- We engage with 34,000 of their supporters via an email campaign
Assumptions
- 80% already pay for mobile
- average household 2.3 connections
- 15% conversion
Result
≈11,730 mobile/internet services