Archive for the ‘Measuring Engagement’ Category

Acting on Buyer Engagement

Thursday, January 21st, 2010

Over the years I’ve argued that there is a single, easy to track metric for buyer engagement – Recency.  Though you can develop really complex models for purchase likelihood, just knowing “weeks since last purchase” gets you a long way to understanding how to optimize Marketing and Service programs for profit.

Which brings me to the latest Marketing Science article I have reviewed for the Web Analytics Association, Dynamic Customer Management and the Value of One-to-One Marketing, where the researchers find “customized promotions yield large increases in revenue and profits relative to uniform promotion policies”.  And what variable is most effective when customizing promotions?

The researchers took 56 weeks of purchase behavior from an online store, and used the first 50 weeks to construct a predictive model of purchase behavior.   Inputs to the model included Price, presence of Banner Ads, 3 types of promotions, order sizes, number of orders, merchandise category, demographics, and weeks since last purchase (Recency).

The last 6 weeks of data were used to test the predictive power of the model, and the answer to which variable is most predictive of purchase is displayed in the chart below, click to enlarge:

Weeks since last purchase dominated the predictive power of the model, controlling not only the Natural purchase rate (labeled Baseline in chart above, people who received no promotions) but the response to all three different types of promotion.

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Relational vs. Transactional

Friday, October 2nd, 2009

The following is from the September 2009 Drilling Down Newsletter (original title:  Customer Retention for Restaurants).  Got a question about Customer Measurement, Management, Valuation, Retention, Loyalty, Defection?  Just ask your question.  Also, feel free to leave a comment.

Want to see the answers to previous questions?  Here’s the blog archive; the pre-blog newsletter archives are here.

Q:  I am hoping you can help answer a question for our team.  By way of introduction, I am the CEO of XXXX.  We are a specialty retailer / restaurant of gourmet pizza, salads and sandwiches.  We would like to know  restaurant industry averages (pizza industry if possible) for customer retention – What percentage of customers that have ordered once from a particular restaurant order from them a second time?  I am hoping with your years of expertise and harnessing data you may be able to assist us with this question.  Look forward to hearing from you.

A:  Unfortunately, in those said years of experience, I have found little hard information on customer retention rates in QSR and restaurants in general (if anyone has data, please leave in Comments).  It’s just the nature of the business that little hard data, if collected, is stored in such a way that one can aggregate at the customer level.  The high percentage of cash transactions doesn’t help matters much; there’s a lot of data missing.

Over the years, sometimes you see data leak out for tests of loyalty programs, and of course clients sometimes have anecdotal or survey data, but this is not much help in getting to a “true” retention rate.  More often than not you discover serious biases in the way the data was collected so at best, you have a biased view of a narrow segment.  Often what you get is a notion of retention among best customers, or customers willing to sign up for a loyalty card, but not all customers.  And the large “middle” group of customers is where all the Marketing leverage is.

What to do about this predicament?  

There are really two issues in your question; the idea of using industry benchmarks when analyzing customer performance, and the measurement of retention in restaurants.

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RFM versus LifeCycle Grids

Friday, August 28th, 2009

The following is from the August 2009 Drilling Down Newsletter.  Got a question about Customer Measurement, Management, Valuation, Retention, Loyalty, Defection?  Just ask your question.  Also, feel free to leave a comment. 

Want to see the answers to previous questions?  Here’s the blog archive; the pre-blog newsletter archives are here.

Q:  First of all, thank you for the excellent book!  I’m really excited about digging into our own customer data to see what we’ll learn.

A:  Thank you for the kind words!

Q:  However, when you’re creating the RF Scores, what is the standard timeframe you should use?  I have access to about 5 years worth of purchase data – should I create RF scores based on the last 5 years, 3 years, 2 years, 6 months?

Our sales are quite cyclical, so I think the baseline should probably be at least a year, and I’m considering doing two years.  It seems as though if I get too much larger than that, my results will be too watered down. 

I’m also planning on generating “historical” RF scores by filtering my data to reflect the purchases only up to a certain point.  So, to generate a Q1-09 score, I’d create it from sales data of Q1-07 through Q1-09.  The Q2-09 score would be from Q2-07 through Q2-09, etc.  Does this make sense?  It will allow us to see the changes that have been happening in our company even though we’re only just now looking at the data.  It will give me a picture of what it would have looked like, had I looked at it back then.

A:  I think you have accurately understood the situation and have the right approach!  This type of analysis is very sensitive to time frame.

There are really 2 broad types of customer analysis.  There is analysis for action in the present, a Tactical approach driving towards a “we should do this now” result, and the more Strategic analysis, which is informational and says “this is what we should have done then” and / or “this is why we should make these business changes”.  The shorter time frame is Tactical, the longer timeframe Strategic.

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Adoption and Abandonment

Friday, August 7th, 2009

Out of the Wharton School we have a nice piece of behavioral research on the effect speed of Adoption has on longer-term commitment.  The article, The Long-term Downside of Overnight Success, describes research finding “the adoption velocity has a negative effect on the cumulative number of adopters”. 

This research dovetails nicely with a lot of the topics discussed here on the blog lately, so I thought I’d use it (with a nod to Godin’s post on Strategy vs. Tactics today) to provide some fodder for thought.

First, the importance of Psychology in Marketing.  So many of the “discoveries” arrived at through  brute force testing of Online Advertising are already well known in the greater discipline of Marketing through Psychology.  For more on this read “The Other 3P’s” and if you’d like to do something about lack of knowledge in this area, make sure to read this comment on source books.

Second, this research is a great example of isolating the true drivers of behavior.  The idea of looking at baby names to isolate the real behavior from “technology and other commercial effects” while including “symbolic meaning about identity” results in a broad, Strategic-level answer to the question, not a Tactical one. 

Why is this important?  It means the results can be applied across a host of different Marketing situations, rather than only a specific one. 

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Lead Scoring and Nurturing

Friday, July 3rd, 2009

The following Q & A is from the June 2009 Drilling Down Newsletter.

Got a question about Customer Measurement, Management, Valuation, Retention, Loyalty, Defection?  Just ask your question.  Also, Feel free to leave a comment.  Want to see the answers to previous questions?  Here’s the blog archive; the pre-blog newsletter archives are here.

Q: I received this article (Norms of Reciprocity, measuring value of Social Marketing) via a friend’s Twitter account.  Very interesting.

A:  Glad you enjoyed it!

Q:  It has made open up my ACT! database, and my Outlook databases and add the metric of Growing / Strong / Weakening / Failed to my normal Sales and Business progress metrics.  If I group those categories and correlate to traditional metrics, it’s impressive how they reflect each other.

A:  Yes, most people are surprised.  It’s a very, very simple idea that seems to work across just about any human activity including crime, attendance, and so forth.  

The more Recently someone has done something, the more likely they are to do it again.  Conversely, the longer since an activity last took place, the less likely the person will do it again.  Often called Recency in Psychology and studied quite a bit.

Q:  Now I have to think about how I really use and apply this. : )

A:  Well, if I can guess you are in Sales from your title, typically one of the best applications is in what Strategic Marketing folks might call “allocation of resources”, which probably translates into “lead nurturing” for you.

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Norms of Reciprocity

Friday, June 26th, 2009

Social Marketing Doesn’t Rely on Social Media

Do you believe human beings share certain fundamental traits that define “being human”?

If so, do you believe that human beings tend to behave in certain ways under certain circumstances?

If so, do you then believe since human behavior has these tendencies, it can often be predicted?

If so, then do you think perhaps the study of Psychology and Sociology might provide you some clues to creating successful businesses, campaigns, products, and services?  While your friends and competitors are all iterating their way into oblivion?

On the web, time and time again, we see the same themes repeating.  Yet with each introduction of a new technology, these themes tend to be treated like a new discovery, even though the theme has been well established in the past.

Norms of Reciprocity is a constant human theme.  You may know the expression of these norms as ”Sharing”.  Web old timers will probably recognize this idea as “Give, then Take” from the I-Sales discussion list as early as 1995.  In various forms, this theme goes back to the beginning of human history, all the way back to the handshake and other greeting gestures.  This same theme is embedded in countless Religions all over the world: “Do onto others as you would wish them do onto you”.  At least a couple centuries old, this idea.

Norms of Reciprocity simply means this: When you do something nice for a human being, help them in some way, this human tends to feel Gratitude towards ”the doer” and tends to do something nice back.  Gratitude drives the desire to Reciprocate, because it’s just what humans do, it’s normal, a “norm”.

Norms of Reciprocity.

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Hacking the RFM Model

Friday, May 29th, 2009

The following is from the May 2009 Drilling Down Newsletter.  Got a question about Customer Measurement, Management, Valuation, Retention, Loyalty, Defection?  Just ask your question.  Also, feel free to leave a comment. 

Want to see the answers to previous questions?  Here’s the blog archive; the pre-blog newsletter archives are here.

Q:  First of all thank you for your help.  I have some questions I would be pleased if you answer them for me.

A:  No problem!

Q:  1. RFM analysis – is it possible to use some other ranking technique rather than quintiles? Using quintiles for bigger databases will cause many tied values, isn’t it a problem?

A:  Sure, you can use it any way it works best for you.  There is no “magic” behind quintiles, you can use deciles or whatever works best. It’s the idea of ranking by Recency, Frequency, and Value that is the key concept in the model.

I’ve seen dozens and perhaps hundreds of variations on the core RFM model, depending on how you classify a “variation”.  One change that’s common is changing the scaling, as you mention above, to accommodate the size of the database.  Smaller databases use quartiles or even tertiles.  Larger databases, choose the ordered distribution that meets the need.

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Got Discount Proneness?

Friday, May 15th, 2009

Discount Proneness is what happens when you “teach” customers to expect discounts.  Over time, they won’t buy unless you send them a discount.  They wait for it, expect it.  Unraveling this behavior is a very painful process you do not want to experience.

The latest shiny object where Coupon Proneness comes into play is the “shopping cart recapture” program.  Mark my words, if it is not happening already, these programs are teaching customers to “Add to Cart” and then abandon it, waiting for an e-mail with a discount to “recapture” this sale – a sale that for many receiving the e-mail, would have taken place anyway. 

The best way to measure this effect is to use a Control Group.

When I hear people talking about programs like this (for example, in the Yahoo analytics group) what I hear is “the faster you send the e-mail, the higher the response rate you get”.

That, my friends, is pretty much a guarantee that a majority of the people receiving that e-mail would have bought anyway.  Hold out a random sample of the population and prove it to yourself.  There is a best, most profitable time to send such an e-mail, and that time will be revealed to you using a controlled test.  The correct timing is almost certainly not within 24 or even 48 hours.

That is, if you care about Profits over Sales, and trust me, somebody at your company does.  They just have not told you yet!

When you give away margin you do not have to give away on a sale, that is a cost.  Unless you are including that cost in your campaign analysis, you are not reflecting the true financial nature of the campaigns you are doing.  If you are an analyst, that’s a problem.

If you are using cart recapture campaigns, please do a controlled test sooner rather than later.  Because once your customers have Discount Proneness, it will be very painful to fix.

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Use Discounts for Customer Retention?

Friday, March 27th, 2009

The following is from the March 2009 Drilling Down Newsletter.  Got a question about Customer Measurement, Management, Valuation, Retention, Loyalty, Defection?  Just ask your question.  Also, feel free to leave a comment. 

Want to see the answers to previous questions?  Here’s the blog archive; the pre-blog newsletter archives are here.

Q:  Most CRM experts agree that discount is a terrible way to attract new customers.  They seem to all agree that these “transaction buyers” are money-losing customers and have no loyalty.

A:  I think using discounts profitably for customer acquisition depends a lot on your “Brand Personality” and your business model.  That said, often people screw this up and attract the wrong kind of customer.

Q:  But, I have seen a  lot of different opinions on the use of discounts to increase loyalty and retention among current customers.  I have seen experts contradicting themselves on this subject saying that discount is a terrible way to reward gold customers or to move up customers to a “better segment” and after some time they contradict themselves mentioning a successful discount case study (points are a common method used).  Jim, what is your opinion about using discounts as a weapon in a retention program?

A:  First, we have to define “discount”.  Price discounts have the effect of reducing margins, but so do “better service” ideas like “VIP phone lines” and loyalty programs.  So you can take your discount on the top line or the operational line, the fact is it costs money to provide good service to best customers in hopes of keeping them.  I mean, what’s the $10 million you spent on a CRM system?  Choose your poison, it costs money to retain customers.

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Visitor Retention Mapping

Friday, January 30th, 2009

The following is from the January 2009 Drilling Down Newsletter.  Got a question about Customer Measurement, Management, Valuation, Retention, Loyalty, Defection?  Just ask your question.  Also, feel free to leave a comment. 

Want to see the answers to previous questions?  The pre-blog newsletter archives are here.

Q: The research folks in my company are trying to convince me that measuring sessions and Page Views per Session is more effective than using Recency and Sessions, as you advocate in your book, for a retention metric.

A: For a content site, the Page Views / Session measure can be used as a measure of visitor quality and appropriate marketing to the right audience – a customer acquisition idea – not retention.  And it really needs to be broken out by Source – the average has little actionable meaning.  You want to know the Visitor Sources, and then look at this metric by Source.  This is still Frequency though  – what about visitors who don’t come back?

Q: I am having some difficulty in making a decision regarding this. They want to give me a matrix with Page Views per Session on the Y axis and Total Sessions on the X axis as the “customer retention map”.

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