The great challenge of the conscious
companies is to maintain strong their relationships with the most profitable
customers, but the difficulty is in to find them and to identify their changes of needs, in the course of time. In agreement with a new study of Aberdeen Group, few companies measure and they manage the customer''s
value correctly.
In that study, "''Wallet-Share'' War: Measuring Customer Value and
Profitability" (in Portuguese, Wallet Share" War: Measuring the Value and the Customer''s" Profitability), Aberdeen Group evaluated 280 companies of several sections, to understand as developing the customer''s profitability. In spite of they have not found any "magic income" to control the customer''s value with effectiveness, the study identifies 4 measures that, when analyzed simultaneously, they give a general vision on the customers: tax of customers'' retention, customers'' rotation, return on investments in
marketing and cost of the customers'' acquisition
The study classified 20% of the companies analyzed as them "Good-give-class" (MCs)-companies that understand their customers to the maximum and they pick the best fruits of the relationship.
Two thirds of those companies present an annual tax of larger retention of customers than 75
percent, an index reached for just a fourth of the studied companies. Two thirds of the companies MCs reached a return tax on the investments in marketing same or superior to 10 percent. Just a fifth of the analyzed companies got the same. They are the best practices of this group, that Aberdeen hopes the companies proceed as example, to obtain insights on the customers.
The report indicates that the companies MCs use analytical and necessary tools to measure and to increase the
Customer''s profitability. More than 7, among 10 companies, they implemented or they plan to implement solutions to identify and to segment the customers of larger value. That includes customers'' panels, analyses in real time, and descriptive statistical models and preditivos.
The sharing of data is also a good practice of MCs, because 93 percent already implanted processes and systems that use the customers'' information to support the sales and the marketing operations. Those companies create personalized messages and marketing programs based in the knowledge on the customer, and 84 percent makes an attendance of the customer and priorização of the campaigns with base in the channels, costs or sending capacity.
"You cannot control what you don''t measure", Andrew Boyd, senior and managing vice-president of researches on CRM says, of Aberdeen. "The good leaders measure everything that you/they can, and not just some isolated indexes of the customer''s satisfaction. "
MCs take into account the whole cycle of the customer''s life and they act in agreement with that." Ninety six percent measures the customer''s retention, 79% look at the return on the investment in marketing, 100% accompany the loss tax and customers'' rotation and 82% measures the cost of the customers'' acquisition. "If can identify different groups of customers and to work their needs accordingly, you will see the results", Boyd says.
But he took precautions against the risk of falling in the "abyss" that exists between to know and to do. Mensuração is not enough. Actions and customers'' administration based on the metric ones is that you/they really supply the acting of the "Good-give-class."
Boyd mentions Austrália Post as a company example that lever the metric of customer''s value. The company uses financial criteria (income) and no financial (volume of correspondences, duration of the contract, purchase of related products) to define profiles and to contain the main customers. To leave of those inible prices and he/she sends messages personalized for the best customers. The managers seniors sãresponsáveis for the customer''s experience, while the superior executives take care of the profitability.
Boyd affirms that to measure the customer''s value it can be challenging, because it is a problem that involves several areas, but, usually, it is under the responsibility of just a department.
It is necessary to work, jointly, processes, organizational capacities, administration of the knowledge, technology and acting evaluation. "That is an effort that demands cooperation among sales, marketing and finances", Boyd says.
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