Maximizing Customer Lifetime Value
Ultimately, marketing is the art of attracting and keeping profitable customers.
Yet every company loses money on some of its customers.
The well-known 80–20 rule states that 80 percent or more of the company’s profits come from the top 20 percent of its customers.
Some cases may be more extreme—the most profitable 20 percent of customers (on a per capita basis) may contribute as much as 150 percent to 300 percent of profitability.
The least profitable 10 percent to 20 percent, on the other hand, can actually reduce profits between 50 percent and 200 percent per account, with the middle 60 percent to 70 percent breaking even.16 The implication is that a company could improve its profits by “firing” its worst customers.
It’s not always the company’s largest customers who yield the most profit. The smallest customers pay full price and receive minimal service, but the costs of transacting with them can reduce their profitability. Midsize customers who receive good service and pay nearly full price are often the most profitable.
Case: Challenges in Telecom industry
The ability and propensity to ‘switch’ suppliers has driven
consumer power to an all time high. It is increasingly difficult
to gain loyalty in an environment where sophisticated and
demanding consumers expect more for less. Achieving customer
satisfaction and retention in a cost effective manner against tough
competition has become one of the biggest challenges facing telecom
businesses today.
BT has sponsored a white paper written by the Henley Centre to
address this key issue. This recent research highlights an apparent
contradiction: ‘47% of UK adults claim to have switched a
provider in the last year’, yet ‘81% of consumers claim they would
prefer to be rewarded for their loyalty to one company’.
Download their White Paper when you are interested.
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