Thanks for your input and feedback!

You are 100% correct that this framework is generic so that startups can use it more tactically.

I'm curious if you read the other parts of the series. Part 2 goes into detail about what you said, that each company will have its own specific flywheel and how to design it.

The Growth Flywheel framework components aren't the 'spoke' of the flywheel but are strategic categories a company must solve to get their flywheel going.

But I'd love to understand more why you don't think customer acquisition directly impacts LTV of customers. The LTV of different segments and cohorts of customers is different, and the acquisition of those customers will be different as well.

For example - you may deploy an ABM customer acquisition strategy vs. a DTC campaign depending if the unit economics justifies it- which heavily depends on the LTV of your potential customer.

Another example is how a company acquires a customer can affect the LTV of the customer. For example, if you have a freemium to a license based vs. a usage-based charging model will impact the LTV of your customers. (Think Slack and Dropbox vs. SalesFroce)

Another way customer acquisition impacts LTV are efforts towards longer-term commitments. Like monthly vs. annual contracts and any respective focuses/levers on optimizing either revenue channel (e.g. onboarding costs, discounts, feature-sets, and service/maintenance support).

Please let me know what you think. I'd love to keep this conversation going!