All true entrepreneurs care about their business’s valuation.

The valuation of your business is important. If you can sell the company you’ve built or sell part of it, you have an exit strategy—a way to be paid not just for the work you do on an ongoing basis but for the business you have built.

Even if you don’t ever want to sell your business, you want your business to be worth something—as that valuation makes it possible for you to get loans, invest and attract employees who want to work someplace stable. And it gives you something nice to pass on to your kids.

So here’s an easy way to massively grow the value of any organization…cultivate superusers. Superusers are subscribers that go beyond just using your products and services regularly and well. They actually spend their own time, and sometimes their own money, to help your business thrive.

Why do they do this? Because they get something back that appeals to deep human needs to belong, to be recognized for their contributions and achievements, and to achieve their full potential.

For example, my sister is a CrossFit “superuser.” She pays every month to have access to their workouts and to participate 3x/a week in her local gym. But she goes beyond that–recruiting her friends to join, welcoming new members with enthusiasm, and even inviting members of her gym to come to use her home equipment that she and her husband put out in front of their home for “Crossfit Driveway” on days that the gym is closed. Why? Because these extra activities deepen her connection to the community, increase her own commitment to fitness, and make her feel good. Not because Crossfit is actually paying her to do this.

Superusers increase the value of your organization in the following ways:

1. They are ambassadors, building awareness about your organization.

Superusers can’t wait to tell their friends about how much you have helped them achieve their goals, whether it’s weight loss, staying informed, or getting their jobs done more efficiently. This means marketing savings for you.

2. They are recruiters, directly inviting their friends and colleagues to sign up for your service.

This means sales savings for you. It also dramatically increases the likelihood that the people who join are going to be happy with the services you are offering and stay longer.

3. They are educators who help onboard new customers, show them how to get up to speed and engage with your offering, and avoid pitfalls.

They participate in online communities, speak at events, and mentor new members.

4. They act as focus groups that provide you with (free) feedback about what they like and don’t like about your offerings, as well as what they wish you’d offer next.

Superusers’ steady stream of feedback is tempered with an undercurrent of goodwill and commitment to your organization, making it more valuable than the usual griping. Superusers provide revenue-generating market research.

One of the most interesting things about superusers is that they generally are not motivated by tit-for-tat financial payment. They don’t change their behavior because you offer a fee for each new member referred or for speaking to a reporter. While they might be delighted at an unexpected gift or treat, they are not helping you for specific financial gain. They’re doing it because they believe in what you’re doing and think what you’re doing is important.

So how do you find superusers and make more of them?

Start by defining the behaviors of the superusers you have. Bring together your team, and ask them what makes some customers more valuable than others beyond simply the revenue they’ve spent with you (customer lifetime value). These attributes might include making referrals, publicly endorsing your company, sending you helpful feedback, or supporting other customers.

Once you have the attributes defined, pull a list of actual customers who demonstrate these behaviors at a higher level than the average customer. And look at that list to determine what differences might drive the desired behaviors. Were all the superusers recruited by the same person? Or did they have the same reason for joining?

For example, the AICPA found that many of their most engaged volunteers within their paid membership–their superusers–had been initially brought in by someone who was themselves an active volunteer. That first friend in the membership demonstrated habits of superusers in the early days of the new member’s tenure and encouraged them to volunteer.

If you know the “magic recipe” for creating superusers, you can adjust how you acquire and onboard members to “make more of them.” And superusers are something you can never have enough of!