Category Archives: Customer Experience

The Cost of Queuing Customers

Analytical Culture, Brand Management, Customer Experience, DataBase Marketing, Driller Q & A, Measuring Engagement,

Jim answers questions from fellow Drillers
(More questions with answers gathered together here)

Topic Overview

Hi again folks, Jim Novo here.

If customers have to “wait” for service, does the inconvenience / possible frustration impact their value? Great question; problem is, most businesses don’t know how to answer it in a way that will be meaningful to the value of the business. You know our Drillers though, they’ll get about it with actionable results in mind. On to the Drillin’!

Q:  Are you familiar with (or can you refer me to someone who is familiar with) customer satisfaction around queuing up for service?

A:  This is a Frequently Asked Question for sure, and not one there is a lot of statistically believable data on…at least that people are willing to release.  Kind of a sensitive subject, as you might think…

Q:  I work for a large bank.  We have perceived queuing problems in some of our branches – generally due to layout restrictions. I say perceived because although a queue is long, it moves fairly quickly with the actual wait time to see a teller often less than 5 minutes (considered at par with our competition). 

However, customers grumble when they walk into the branch and see the line and continue to grumble out loud until they reach the teller  and then continue to communicate their dissatisfaction to the teller.  Do you know if any work has been done in this area with other large companies that tend to have long queues (like airline ticket counters, large retailers)?

Thanking you in advance for your response.

A:  I think this issue can be an illusion; let me tell you what I mean. 

For e-commerce, somebody like Gartner does a survey that says people hate shipping charges, and every web site kicks in “free shipping.”  Guess what? People have always hated shipping charges since 1850 when the catalog business started.  And why not?  It looks like extra cost to the customer.  But if you run your business correctly, you price with shipping in mind and manage costs so that you still make a profit.

Continue reading The Cost of Queuing Customers →

Free / Pay Web Site Optimization

Analytical Culture, Customer Experience, DataBase Marketing, Digital Analytics, Driller Q & A, Lab Store, Marketing thru Operations, Measuring Engagement,

Jim answers questions from fellow Drillers
(More questions with answers gathered together here)

Topic Overview

Hi again folks, Jim Novo here.

How do we make money on a content site? Free? Pay? Some combination of both? There’s been a lot of guessing and testing by the big media guys on how to work this, but how do the the small segments / little guys make this work, what can be measured to help? What about newer platforms like Substack, how do you measure optimization? On with the Drillin’ …

Jim’s Note: If you don’t know what Recency and Frequency are they are explained here, and RFM is covered here.  “Intensity” is Views per Session, in this case a “proxy” for visitor value.

Q: Hi Jim,

Should we use:

RFI – Recency, Frequency, Intensity
RFM – Recency, Frequency, and Monetary
or
RF – Recency, Frequency

to measure visitor value, and what should these terms ideally mean?  Total Sessions, Total page views, etc.  Also, when you measure Frequency, do you only include the Frequency during a specific period of time (i.e. one month, or one week), or do you include total lifetime activity per user?

A: On the advertising side of the business, I think the page views/session stat is probably the best to use.  The reality of the ad-based business is it doesn’t matter if they come back, you are selling impressions, not people.  I don’t think you have to overcomplicate it with formulas like RF or RFM, because you are primarily dealing with audiences, not individuals.  RF and RFM are about predicting if individuals will come back.

Continue reading Free / Pay Web Site Optimization →

Choosing Customer Retention Metrics for the Supplements Business

Analytical Culture, Customer Experience, DataBase Marketing, Digital Analytics, Driller Q & A, Marketing / Tech Interface, Marketing thru Operations, Measuring Engagement

Jim answers questions from fellow Drillers
(More questions with answers gathered together here)

Topic Overview

Hi again folks, Jim Novo here.

Today’s question is from a fellow Driller who understands customer retention really well but just can’t decide on the best metrics to measure retention in the supplements business. Should he use Customer Retention Rate? Customer Churn Rate? Hurdle Rate? Ahh, to make the right choice here the gory details will need to be visited – so let’s get to the Drillin’ !

Q: Hi Jim,

I am here choosing all the metrics I will use in the coming days to evaluate the health of my business and learn a little bit more about it. I will begin analyzing some basic metrics and then (just after being completely comfortable with the “basic metrics”) I will do some more sophisticated analyses like LTV and RF Grids. (Jim’s Note: RF Grids are advanced customer LifeCycle tracking tools described in my book).

Now I am trying to decide which is the best metric to measure my site’s ability to retain customers. There are three metrics that come to my mind. Customer Retention Rate, Customer Churn Rate and Hurdle Rate.

Customer Retention Rate would be the easiest to measure but the least precise. I could be doing a great job retaining customers but if I am attracting a lot of new customers this metric could give the wrong impression that we are doing more poorly than the last time we measured.

Customer Churn Rate is very easy to calculate when you have a “subscription model business.” If the customer cancels the contract it means a defection. But in my case there is no contract. We sell products. If the customer does not purchase in 30 days it doesn’t mean necessarily that he defected.

The Hurdle Rate based on Recency (45 days for purchase seems to be a good number for the products we sell- natural supplements, based in Brazil) seems to be the best metric I can choose to measure our ability to retain customers over time.

What metric do you think I should be using to measure our ability to retain customers?

A: I think you are one of the smartest IT guys on the subject of database marketing, that does not do database marketing for a living, I have ever met (?) ! Where did you learn this stuff? Did you read a book or something? ;)

Your analysis is absolutely correct on every point, and the approach is on target. If you start simple and work towards more complexity, you will learn more about your customers. And assuming most of your products are roughly a 30 day supply, 45 days is an excellent cut-off for a Hurdle Rate analysis. Simply track the percentage of customers who have made a purchase in the past 45 days over time, perhaps monthly to start. If the percentage is rising, you are getting better at retaining customers. If it is falling, you should be looking for reasons why this is so.

Continue reading Choosing Customer Retention Metrics for the Supplements Business →