ICP — Ideal customer profile
The ideal customer profile describes the kind of company the product works best for: its size, its sector, how it works and what problem it has. It is not who you sell to, it is who you should be selling to if you could choose.
What is ideal customer profile?
The ideal customer profile describes the kind of company the product works best for: its size, its sector, how it works and what problem it has. It is not who you sell to, it is who you should be selling to if you could choose.
Also: ICP · ideal customer
It is not a buyer persona
The ICP describes a company; the buyer persona describes a person inside it. "SaaS of twenty to a hundred employees with support handled by two people" is an ICP. "Support lead who arrives burnt out at eleven" is a persona. You need both and you use them at different moments.
Why it matters
What changes in a SaaS
Because a written ICP is what lets you say no. Without one, every customer looks like a good customer, and the ones who do not fit consume support, ask for features that pull the product sideways, and leave anyway. The cost of an out-of-profile customer almost never shows up in the sums.
Ideal customer profile in detail
Where it comes from
From looking at the customers doing best: the ones who renew, expand and give little trouble. Whatever they have in common is the ICP. Starting from a hypothesis rather than the data is what produces profiles that describe nobody.
The part almost nobody writes
The anti-ICP: who not to sell to. It is more useful than the positive one for a small commercial team, because the time gets lost on the opportunities that should never have been chased.
How you notice it is wrong
If support concentrates on one specific type of customer and so does churn, that type is outside the profile whatever the profile says.
How Intake handles it
Questions about ideal customer profile
What is the difference between an ICP and a buyer persona?
The ICP describes the company you want to sell to; the buyer persona describes the person who decides inside it. The first is for choosing who to chase, the second for knowing how to talk to them.
How often should it be reviewed?
When the data underneath it changes: new segments that renew well, or a customer type that starts leaving. One review a year with the numbers in front of you is usually enough.
Related terms
A term on its own is only half understood. These come up in the same conversation.
PMF — Product-market fit
Product-market fit is the point at which a product solves a problem well enough, for enough people, that growth stops depending on pushing. You recognise it because demand pulls the team along rather than the other way round.
CAC — Customer acquisition cost
CAC is what it costs to win a new customer: all marketing and sales spend in a period divided by the customers won in that same period. It includes salaries, tools and advertising, not only the ad budget.
Churn
Churn is the percentage of customers — or of revenue — lost in a period. It is the metric that decides whether a subscription business genuinely grows: with high churn, every new customer only fills the hole left by another.
LTV — Lifetime value
LTV estimates how much revenue a customer brings across their whole relationship with the company. At a SaaS it is approximated by dividing average monthly revenue per customer by the monthly churn rate: the less people leave, the more each customer is worth.
Contact rate
Contact rate is how many support questions a business generates relative to its size: normally tickets per customer per month, or per hundred active customers. It is the metric that says whether support will scale with the business or suffocate it.
MRR — Monthly recurring revenue
MRR is the sum of recurring revenue a subscription business bills each month, normalising annual contracts to their monthly equivalent. It excludes anything that does not repeat — implementations, consulting, one-off charges — because its job is to measure the stable base.
