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1 Busiess Process Services White Paper Customer Lifetime Value Not Just a Marketig Metric

2 About the Author Arvid Mahishi Arvid Mahishi is a subject matter expert o Customer Lifetime Value. He holds a MBA i Marketig ad Fiace ad has over 12 years of experiece i Aalytics ad Iformatio Techology. He has worked with cliets i Retail, CPG, Hi-tech, Healthcare, ad Maufacturig idustries. He has executed a wide rage of projects coverig Tactical Aalytics, Customer Profilig ad Segmetatio, Sales Drivers ad Strategic Aalytics, ad Forecastig to help orgaizatios improve their operatioal ad busiess efficiecies.

3 Abstract Customer Lifetime Value (CLV) is a fiacial metric that is used to capture customer profitability or the worth of a customer over the duratio of his or her relatioship with the compay. Compaies leverage this measure to segmet customers to accord differetial treatmet, ad thereby improve their loyalty. Sigificat research has bee coducted o the calculatio of Customer Lifetime Value, ad various CLV modelig techiques have bee proposed. However, there is a lack of focus o how it ca help realize tagible busiess beefits. This white paper provides isights o how various departmets i a eterprise ca icorporate CLV i tactical decisio-makig to derive greater busiess value. We offer suggestios o utilizig the customer value metric to defie customer value segmets, ad itegrate this with other key customer related measures. Our approach uses CLV i cojuctio with the propesity to chur, to determie the kid of itervetios required such as retetio ad cross-sellig campaigs. We also explore how this metric ca be used by marketig teams to target the right prospects, who will provide better value i the log term. The paper demostrates the applicatio of our approach i a real-world situatio through a typical use case of the isurace idustry. It cocludes with a view o how the CLV metric ca be ehaced by icludig customer-related data from o-traditioal sources like social media ad olie forums.

4 Cotets Itroductio 5 Estimatig customer lifetime value 5 Defiig customer lifetime 5 Applyig CLV to maage existig customers 6 Implemetig effective itervetios to reduce chur 6 Ehacig customer acquisitio efforts 7 Itegratig CLV with the orgaizatio s applicatio ladscape 8 Case: Leadig isurace compay improves customer retetio by leveragig customer value 9 Ehacig customer lifetime value by haressig social data 10 Coclusio 11

5 Itroductio The cocept of Customer Lifetime Value has bee aroud for more tha four decades. It reflects a orgaizatio's view of the value that a customer brigs i over the etire duratio of the customer s relatioship with the orgaizatio. This cocept is applied i a wide variety of idustries icludig bakig, isurace, telecom ad retail. It is predomiatly used i marketig to execute targeted campaigs focused o high value customers. CLV plays a pivotal role i steerig the various marketig efforts through the customer lifecycle. It eables marketig teams to ru cross-sellig ad up-sellig campaigs with a view to sell 'wider' ad 'deeper' ito their existig customer base. The metric helps them select customers with high value, ad focus their marketig ivestmets o them. Estimatig customer lifetime value CLV is used to capture the et profit attributable to the customer based o projected future trasactios. The formula for calculatig the value is: CLV = pt (1 d) t= 1 + Where pt = Profit at time t d = Discout rate = Time period t The profit is obtaied by calculatig the differece betwee the reveues associated with the customer, ad the costs associated with geeratig those reveues. The costs iclude ot oly the cost of goods sold but also the fixed costs ivolved i ruig the busiess, as well as the variable costs ivolved i servicig the customer. Defiig customer lifetime A customer s lifetime ca be determied oly after cosiderig various ifluecig factors icludig: Competitiveess of Idustries: Hyper-competitive idustries are characterized by low margis, frequet product itroductios, ad reduced customer loyalty. I such a eviromet, a lifetime is typically oly a couple of years. Nature of Products ad Services: The kid of products ad services offered by a compay iflueces the mode of customer relatioship ad lifetime. Cotractual relatioships require the lifetime value to be at least as log as the duratio of the cotract. I the case of o-cotractual relatioships, the frequecy of buyig ad busiess plaig are factors that determie the lifetime value. For istace, for a grocery retailer, oe year would be a reasoable customer lifetime timeframe because the buyig cycle is shorter ad more frequet. 5

6 Life Stage of the Customer: For idustries such as isurace ad bakig, where the ature of products or services that a customer avails is heavily depedet o the life stage of the customer, the duratio correspodig to the life stage ca be cosidered the customer lifetime. This might be couter-ituitive to the defiitio of CLV. However, practical difficulties i gatherig data, ad the chagig ature of busiess ad products make it difficult to get a accurate estimate of the lifetime value over a loger period. Our experiece i isurace has ecouraged us to look at five years as the limit for a customer lifetime. While there are meas to icorporate the value associated with other life stages, these are doe at the customer segmet level istead of the customer level. A strog uderstadig of the sequece of the life stages ca help i itegratig the values across all life stages to arrive at the fial value. Applyig CLV to maage existig customers CLV is a fiacial metric associated with a customer, ad i isolatio it might ot hold much sigificace. Its value is best gauged whe all customers are arraged i order of their lifetime values. Customers with higher values would be attractive compared to others, ad ca be selected for special campaigs. Grow Maitai Retai Developig custom campaigs for each customer might ot be feasible; therefore, customers ca be grouped based o their values. Marketig campaigs ca be targeted at each group. This approach is both feasible ad cost effective. Value Acquire However, a key drawback of this approach is that it does ot accout for the risk of customer chur. Figure 1 depicts the value geerated by a typical customer over the lifecycle. At each stage of the customer lifecycle, there is a possibility that the customer might defect. Customers who leave early Figure1: The value geerated by a customer across various phases of the lifecycle i the lifecycle cause a higher loss to the compay compared to those who are at the ed of their lifecycle. It is therefore ecessary to accout for this risk of attritio whe plaig campaigs that ivolve huge ivestmets. Implemetig effective campaigs to reduce chur Customers who are likely to leave ca be targeted with marketig programs that focus o cross-sellig ad retetio. Aalytical techiques ca be leveraged to idetify customers who are at a risk of leavig. However, lookig at chur propesity as a stadaloe measure is ot effective, as it groups customers with varyig lifetime values i the same chur bucket. Compaies must istead focus o retaiig customers with higher lifetime values compared to customers who are ot as valuable. 6 Time

7 To overcome the limitatios of the two approaches, we propose a amalgamated approach, which itegrates the value segmets with the risk of attritio. Similar to the process of creatig value segmets, customers ca be grouped ito differet segmets based o their likelihood of leavig. A two-dimesioal grid as show i Figure 2 ca the be costructed, which places customers i differet segmets based o their value ad likelihood to shift. The etire customer base is segmeted ito the cells based o their value segmet ad chur propesity groupig, ad special campaigs are implemeted i the form of retetio or cross-sellig programs. It ow becomes importat to uderstad the type of campaig ad the level of ivestmet that these cells would qualify for. Value Segmet High Medium Low Chur Propesity High Medium Low Retetio Focus Cross Sell Focus Figure 2: A two-dimesioal grid that itegrates value segmets with risk of attritio From a retetio perspective, ivestmets should be made o high- ad medium-value customers with high or medium chur propesities. This will eable compaies to plug reveue leakage due to customer attritio. Customers with low value ad high chur propesity do ot show much potetial future value. From a cross-sellig stadpoit, customers across all the value segmets with low propesities to chur, as well as medium- ad low-value segmet customers with medium chur propesities, should be give priority. These segmets of customers, who do ot pose a sigificat threat of attritio, provide the right opportuity for icreasig the share of wallet through targeted campaigs. Oce the focus segmets for cross-sellig campaigs have bee determied, aalytical models ca be developed to determie specific products or services that ca be marketed at the idividual customer or sub-segmet level. The proposed approach helps compaies leverage the CLV metric i cojuctio with the chur propesity to maximize the effectiveess of targeted campaigs. Ehacig customer acquisitio efforts CLV ca be developed either at the idividual customer level or at the segmet level. For large customer bases, the problem ca be made more maageable by groupig customers ito segmets (based o demographic ad behavioral similarities), ad the developig CLV at the segmet level. Marketig teams ru campaigs focused o acquirig the right types of customers who ca brig i log-term value to the compay. Sice their focus is o prospects with o previous iteractio history, attributig CLV to these prospects is a tough task. The segmet-level CLV ca be leveraged to address this challege. These segmets are developed by factorig i demographic idicators. Hece, the demographic profile of the prospect ca be compared to the segmets to fid the closest match. Havig idetified the segmet, its value ca ow be tagged as the future value of the prospect. This approach allows marketig teams to prioritize prospects, ad target them as part of their acquisitio campaigs. 7

8 Customer Base Segmet Level CLV Mappig Segmets CLV Egie Prospect CLV Prospect Figure 3: Determiig the CLV of prospects by mappig them to various segmets with similar demographic profiles Itegratig CLV with the orgaizatio s applicatio ladscape CLV is the outcome of a statistical calculatio usually processed by a aalytical egie. The egie ca be itegrated ito the orgaizatioal applicatio ladscape at differet levels, as depicted i Figure 4. At a tactical level, the CLV metric ca be itegrated with customer iformatio to supplemet existig customer itelligece, ad gai a 360 view of the customer. Employees at the operatioal level such as customer care, frot office, ad sales teams ca leverage this iformatio to take o-the-spot decisios related to the way they egage with customers or ay offers, icetives, ad cross-sellig recommedatios they provide. At the strategic level, the CLV metric ca be aggregated by segmet, ad the aggregated iformatio ca be itegrated with the customer segmet level iformatio. Executive dashboards ca be used to provide visibility ad access to this iformatio across the eterprise. 8

9 Busiess Itelligece Segmet Level CLV Mobile Devices Trasactio Data Dashboards CLV Egie Customer Data Customer CLV Operatioal Systems Call Ceter Figure 4: The CLV metric ca be effectively itegrated at the tactical, operatioal, ad strategic levels of a orgaizatio Customer Service Case: Leadig isurace compay improves customer retetio by leveragig customer value Let us take a look at how a motor isurace orgaizatio addressed customer retetio issues efficietly through a value-based strategy. Busiess Challeges: The isurace compay lacked a efficiet process to measure customers fiacial value. With iadequate resposes to cross-sellig ad retetio campaigs, the compay sought a effective solutio to overcome these issues ad achieve the followig key objectives: Deliver a baselie curret customer value measure for motor policy customers Determie a customer s lifetime value based o marketig acquisitio costs Gai a comprehesive view of the likelihood of a idividual to cotiue payig isurace premiums 9

10 Value-based Strategy: To overcome its customer retetio issues, the isurace compay adopted a valuebased strategy, as show i Figure 5. It ivolved these key steps: Value Based Strategy Calculate customer value based o the retetio model for customers of a specific product. Determie probabilities of retetio for differet time periods i the future usig logistic regressio. Arrive at a cosolidated future customer value by itegratig customer value ad probabilities of retetio. Develop profiles of segmets which are most disposed to retetio. Future Value Value Based Strategy High Medium Low High Medium Low Reduce Persistece Sustai Focus Sustai Sustai Focus Reduce Reduce Igore Figure 5: Value-based strategy helps arrive at a cosolidated customer value i the isurace sector Busiess Beefits: By adoptig a value-based strategy, the isurace compay overcame its challeges ad realized the followig busiess advatages: The customer value was used as a metric to provide differetiated customer offers i cross-sellig campaigs The solutio provided a view of the likelihood of a idividual to cotiue its relatioship with the compay, ad eabled focused retetio campaigs The Future: The methodology eables the compay to idetify the potetial future lifetime value of its prospects. It serves as a base for developig a more sophisticated view of value by icorporatig acquisitio, cross-sellig, retetio, ad wi-back marketig costs, as well as servicig expeses. The solutio ca also be further ehaced to create models for acquisitio, cross-sellig, retetio ad wi-back propesities, as well as paymet failure. Ehacig customer lifetime value by haressig social media data The classical defiitio of CLV may ot hold true i today s digital world. With the advet of the digital age, customers ad compaies are iteractig over multiple chaels icludig olie ad social media. These media are beig used both for sellig products ad services, as well as for providig customer service ad mechaisms to facilitate bi-directioal commuicatio. With the mushroomig of various sites for product reviews ad compariso, customers are proactively sharig their opiios of products ad services. There is a explosio of social etworks comprisig groups formed aroud commo iterests. Idividuals i these groups play the role of ifluecers ad iformatio dissemiators, ad steer the buyig decisios of their followers through their reviews ad opiios. Various measures like the Klout score ad the Net Promoter Score (NPS) are used to quatify the ifluece of such users. 10

11 The covetioal defiitio of CLV fails to accout for the idirect impact these idividuals have o sales. It is therefore imperative to develop a mechaism for capturig this social value for calculatig the CLV of these ifluecers. The proliferatio of social media ad ivestmets i Big Data will make it possible for compaies to develop frameworks for capturig this iformatio ad icorporatig it i the CLV calculatio i the future. Coclusio Cosumer-facig busiesses eed to uderstad the strategic importace of CLV i eablig marketers to acquire, urture, ad retai customers who brig i more value ad profits to the compay. They eed to use CLV i cojuctio with a customer s chur propesity to maximize the impact of their targeted marketig campaigs. Our proposed approach eables marketers to maximize the beefits of derivig ad usig CLV, ad make better iformed ad effective marketig ivestmets. 11

12 About TCS' Busiess Process Services Uit Eterprises seek to drive busiess growth ad agility through iovatio i a icreasigly regulated, competitive, ad global market. TCS helps cliets achieve these goals by maagig ad executig their busiess operatios effectively ad efficietly. TCS' Busiess Process Services (BPS) iclude core idustry-specific processes, aalytics ad isights, ad eterprise services such as fiace ad accoutig, HR, ad supply chai maagemet. TCS TM creates value through its FORE simplificatio ad trasformatio methodology, backed by its deep TM domai expertise, extesive techology experiece, ad TRAPEZE goverace eablers ad solutios. TCS complemets its experiece ad expertise with iovative delivery models such as usig robotic automatio ad providig Busiess Processes as a Service (BPaaS). TCS' BPS uit has bee positioed i the leaders' quadrat for various service lies by may leadig aalyst firms. With over four decades of global experiece ad a delivery footprit spaig six cotiets, TCS is oe of the largest BPS providers today. Cotact For more iformatio about TCS' Busiess Process Services Uit, visit: ( bps.coect@tcs.com Subscribe to TCS White Papers TCS.com RSS: Feedburer: About Tata Cosultacy Services (TCS) Tata Cosultacy Services is a IT services, cosultig ad busiess solutios orgaizatio that delivers real results to global busiess, esurig a level of certaity o other firm ca match. TCS offers a cosultig-led, itegrated portfolio of IT ad IT-eabled ifrastructure, egieerig ad TM assurace services. This is delivered through its uique Global Network Delivery Model, recogized as the bechmark of excellece i software developmet. A part of the Tata Group, Idia s largest idustrial coglomerate, TCS has a global footprit ad is listed o the Natioal Stock Exchage ad Bombay Stock Exchage i Idia. For more iformatio, visit us at IT Services Busiess Solutios Cosultig All cotet / iformatio preset here is the exclusive property of Tata Cosultacy Services Limited (TCS). The cotet / iformatio cotaied here is correct at the time of publishig. No material from here may be copied, modified, reproduced, republished, uploaded, trasmitted, posted or distributed i ay form without prior writte permissio from TCS. Uauthorized use of the cotet / iformatio appearig here may violate copyright, trademark ad other applicable laws, ad could result i crimial or civil pealties. Copyright 2014 Tata Cosultacy Services Limited TCS Desig Services I M I 11 I 14

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