CRM adoption and implementation proposal
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Unit 3: CRM Metrics
Overview:
This Unit builds on the customer concept by introducing various marketing metrics for the measurement of customer activity. Concepts of market share and sales are potentially unfamiliar to the IT student and outside research may be necessary for complete understanding of the Unit material. The Unit turns the spotlight on the primary customer-based marketing metrics involving customer acquisition and activity measures.
Popular metrics used by firms to evaluate individual customer’s worth as well as track marketing actions and costs related to customer acquisition and retention are also covered. The selection strategies presented shed light on how to identify the right customers and allocation marketing resources to derive maximum profitability from a customer database.
Objective:
Identify and explain the primary metrics used in customer relations management
Topics Overview
- Traditional Marketing Metrics
- Customer based Marketing Metrics
- Popular Customer-based Value Metrics
- Strategic Customer-based Value Metrics
- Popular Customer Selection Strategies
- Lift charts
- Cases: American Airlines, Amazon, Catalina, Akzo Nobel
Task List
· Read Chapter 5 & 6.
· Review the notes in the Unit.
· Complete Unit 3 Assignment
· Discussion Section – What are your thoughts about the Metrics? Would you use different metrics ? + General Discussion on this section, questions etc.
· Complete Unit 3 Quiz
content/Unit3/Section 2 Metrics - Traditional Metrics Metrics - Traditional Metrics.html
Customer Based Marketing Metrics
Traditional Marketing Metrics
- Market share
- Sales Growth
Primary Customer Based metrics
- Acquisition rate
- Acquisition cost
- Retention rate
- Survival rate
- P (Active)
- Lifetime Duration
- Win-back rate
Popular Customer Based metrics
- Share of Category Requirement
- Size of Wallet
- Share of Wallet
- Expected Share of Wallet
Strategic Customer Based metrics
- Past Customer Value
- RFM value
- Customer Lifetime Value
- Customer Equity
Detail - Traditional marketing metrics (Use and Data required)
1. Market Share
- Definition
- Share of a firm’s sales relative to the sales of all firms – across all customers in the given market
- Measured in percentage
- Calculated either on a monetary or volumetric basis
- Market Share (%) of a firm (j) in a category = 100 * (S /Sj)
Where j = firm, S = sales, Sj = sum of sales across all firms in the market
- Information source
-
Numerator: Sales of the local firm available from internal records
- Denominator: Category sales from market research reports or competitive intelligence
-
- Evaluation
- Common measure of marketing performance, readily computed
- Does not give information about how sales are distributed by customer
2. Sales Growth
- Compares increase or decrease in sales volume or sales value in a given period to sales volume or value in the previous period
- Measured in percentage
- Indicates degree of improvement in sales performance between two or more time periods
- Sales growth in period t (%) = 100 * ( ∆ Sjt / Sjt-1 )
where: j = firm, ∆ Sjt = change in sales in period t from period t-1, Sjt-1 = sales in period t-1
- Information source
- Numerator and denominator: from internal records
- Evaluation
- Quick indicator of current health of a firm
- Does not give information on which customers grew or which ones did not
Detail - Primary Customer Based metrics
(The use and Data required for each)
Acquisition Rate
- Acquisition defined as first purchase or purchasing in the first predefined period
- Acquisition rate (%) = 100*Number of prospects acquired / Number of prospects targeted
- Denotes average probability of acquiring a customer from a population
- Always calculated for a group of customers
- Typically computed on a campaign-by-campaign basis
Information source
- Numerator: From internal records
- Denominator: Prospect database and/or market research data
Evaluation
- Important metric, but cannot be considered in isolation
Acquisition Cost
-
Measured in monetary terms
-
Acquisition cost ($) = Acquisition spending ($) / Number of prospects acquired
-
Precise values for companies targeting prospects through direct mail
-
Less precise for broadcasted communication
Information source:
-
Numerator: from internal records
-
Denominator: from internal records
Evaluation:
-
Difficult to monitor on a customer by customer basis
Customer Activity Measurement
Objectives
- Managing marketing interventions
- Align resource allocation with actual customer to demonstrate how knowledge of customer activity adds to shareholder value behavior
- Key input in customer valuation models such as Net-present Value (NPV)
Average Inter-purchase Time (AIT)
- Average Inter-purchase Time of a customer = 1 / Number of purchase incidences from the first purchase till the current time period
- Measured in time periods
- Information from sales records
- Important for industries where customers buy on a frequent basis
Information source
- Sales records
Evaluation:
- Easy to calculate, useful for industries where customers make frequent purchases
- Firm intervention might be warranted anytime customers fall considerably below their AIT
Retention and Defection
- Retention rate (%) = 100* Number of customers in cohort buying in (t)| buying in (t-1) / Number of customers in cohort buying in (t-1)
- Avg. retention rate (%) = [1 – (1/Avg. lifetime duration)]
- Avg. Defection rate (%) = 1 – Avg. Retention rate
- Avg. retention rate (%) = 1 – Avg. defection rate
- Avg. lifetime duration = [1/ (1- Avg. retention rate)
- Assuming constant retention rates, number of retained customers in any arbitrary period (t+n) = Number of acquired customers in cohort * Retention rate (t+n)
- Given a retention rate of 75%, variation in defection rate with respect to customer tenure results in an average lifetime duration of four years
Retention and Defection-Example
- If the average customer lifetime duration of a group of customers is 4 years, the Average retention rate is 1- (1/4) = 0.75 or 75% per year. i.e., on an average, 75% of the customers remain customers in the next period
- The effect for a cohort of customers over time – out of 100 customers who start in year 1, about 32 are left at the end of year 4
- Customers starting at the beginning of year 1: 100
- Customers remaining at the end of year 1: 75 (0.75*100)
- Customers remaining at the end of year 2: 56.25 (0.75*75)
- Customers remaining at the end of year 3: 42.18 (0.75*56.25)
- Customers remaining at the end of year 4: 31.64 (0.75*42.18)
- Assuming constant retention rates, the number of retained customers at the end of year 4 is 100*0.754 = 31.64. (Number of acquired customers in cohort * Retention rate (t+n) )
- The defection rate is 1-0.75 = 0.25 or 25%
Survival Rate
- Measured for cohorts of customers
- Provides a summary measure of how many customers survived between the start of the formation of a cohort and any point in time afterwards
- Survival ratet (%) = 100*Retention ratet * Survival ratet-1
- Number of Survivors for period 1 = Survival Rate for Period 1 * number of customers at the beginning
Customer Lifetime Duration
- Average Lifetime duration = Customers retainedt * Number of periods / N Where: N = cohort size, t= time period
- Differentiate between complete and incomplete information on customer
- Complete information - customer’s first and last purchases are assumed to be known
- Incomplete information- either the time of first purchase, or the time of the last purchase, or both are unknown
- Customer relationships
- Contractual (“lost-for-good”): Lifetime duration is time from the start of the relationship until the end of the relationship (e.g.: mobile phone contract)
- Noncontractual (“always-a-share”): Whether customer is active at a given point in time (e.g.: department store purchase)
- One-off purchases
P (Active) **
- Probability of a customer being active in time t
- P(Active) = Tn
Where, n is the number of purchases in a given period T is the time of the last purchase (expressed as a fraction of the observation period)
- Non-contractual case
content/Unit3/Unit 3 Customer Value Metrics_2.html
Customer Value Metrics
In the second part of this unit we will detail some of the more popular measurements of customer value; and their respective uses. You should note that inputs to the customer value come from the primary customer based metrics.
1. Size of wallet:
Size-of-wallet ($) of customer in a category = Sum of Sj
Where: Sj = sales to the focal customer by the firm j
j= firm, = summation of value of sales made by all the Jfirms that
sell a category of products to the focal customer
Information source:
Primary market research
Evaluation:
Critical measure for customer-centric organizations based on the assumption that a large wallet size indicates more revenues and profits
Example:
A consumer might spend an average of $400 every month on groceries across the supermarkets she shops at. Her size-of-wallet is $400
2. Share of Category Requirement (SCR)
SCR (%) of firm or brand in category =
Sum volume purchased All customers from a firm / Sum volume purchased All customer from All firms
j = firm, V = purchase volume, i = those customers who buy brand
= summation of volume purchased by all the I customers from a firm j,
= summation of volume purchased by all I customers from all jfirms
Information source:
Numerator: volumetric sales of the focal firm - from internal records
Denominator: total volumetric purchases of the focal firms buyer base- through market and distribution panels, or primary market research (surveys) and extrapolated to the entire buyer base
Evaluation:
Accepted measure of customer loyalty for fast moving "consumer goods" categories, controls for the total volume of segments / individuals category requirements; however, does not indicate if a high SCR customer will generate substantial revenues or profits.
3. Share of Wallet
Share of Individual Wallet is calculated as:
ISW (%) of firm to customer (BtoC)
= Sales to the focal customer by firm j /
Sum of sales of a all firms selling the product category to all customers
Information source:
Numerator: Internal sales records of the firm.
Denominator: From primary market research (surveys), administered to individual customers, often collected for a representative sample and then extrapolated to the entire buyer base
Evaluation:
Important measure of customer loyalty; however, SW is unable to provide a clear indication of future revenues and profits that can be expected from a customer
Of the metrics shown note that Share of the Wallet, note there are two in the text, and the “Share of Category Requirement” or SCR both measure loyalty. So which one is the most important.? If the customer purchases are are primarily driven by frequency the SCR is an appropriate measure. If the variance of customer expenditures is high (cars is an example given) then Share of Wallet is more important.
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| Cust. Relationship Mgmt. Section Y01 Fall 2018 CO - Unit 3: CRM Metrics
2. Customer Based Marketing Metrics |