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Individual Brand Value (IBV) and CLV
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Brand value has often been seen as something apart from the value that the customer brings But brand loyalty, which is the customer s pattern of repurchasing from the same company, if not the same products, and brand advocacy, the customer s willingness to put the company forward to their friends, are part of the customer equity portfolio that is needed to know the 21st century customer To reiterate, the reputation of the company is the brand Trust is the driver of that reputation Thus attitudinal (long term) and behavioral (short term) commitment are part of the equation when it comes to determining the brand loyalty of the customer to the company The company s establishment as a trusted resource to the customer is key to this determination As Dr Kumar rightfully puts it, Hence, when evaluating a brand, it is not only the financial value generated by the brand that should be considered, but how the customers perceive the brand Perception of the brand stems from the brand knowledge, attitude, and behavior Obviously, the more you trust a brand you are very familiar with, the more likely you re willing to spend the extra dollars on the brand that you trust Harley-Davidson, because of those tattoos, owns 63 percent of the motorcycle market The owners trust the brand and see its ubiquity, which gives them a sense of long-term awareness and comfort, which makes them say, I ll spend the few extra dollars for the Harley because it s going to be here for a while and they make great machines and they are really cool and they have a Harley Owners Group (HOG) that I can join for an experience of community This factors into the CLV of the individual motorcycle owner But that still doesn t answer the measurement of the social customer and the advances of Dr Kumar beyond NPS
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Customer Referral Value (CRV)
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Forgive me if I m oversimplifying, but this particular extension of CLV is the key differentiator as a measure and equation This is where the value of the social customer over a fixed time period transcends the historic CLV metrics Dr Kumar defines CRV as the ability of managers to measure and manage each customer based on his ability to generate indirect profit to the firm The impact comes from the recruitment of new customers by the referrers the advocates, really which reduces customer acquisition costs to nothing or nearly so As community retailing companies like Karmaloop make it easy to see, it also increases the number
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VaLue giVen, VaLue ReCeiVed: anaLYzing the RetuRn on CRM
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of new customers and purchases by those customers due to the referral activity of the advocates What makes this part of Dr Kumar s work particularly important is that while he goes as far as Reichheld in correlating the willingness to make a referral with the growth of a company s profit, he stops there and asks the most important question: Does the willingness to refer this company to someone you know mean that you actually make the referral Aha! Having the desire and carrying out that desire are two different things We all know what the road to hell is paved with Dr Kumar did a study of financial services firms and telecommunications companies asking the four questions that need to be asked beyond the mere one of NPS Pay very close attention to the questions and memorize them Don t even read beyond Table 20-1 until you have I mean it It s that important Don t
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Table 20-1: The Four Questions: Customer Referral Value Goes Beyond NPS (Source: Managing Customers for Profit, V Kumar, 2008)
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Question Asked Financial Services Industry (6,700 respondents) Telecommunications Industry (9,900 respondents) 81 percent 30 percent 12 percent 8 percent
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Do you intend to recommend this product or company 68 percent to someone you know Did you actually refer this product or company 33 percent
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Of those you referred, what percent became customers 14 percent Of those new customers, how many were profitable customers 11 percent
There are two conclusions that can be drawn from this Intent to refer and ultimate value are not strongly correlated, though there is some correlation Even more importantly, the social customer s CRV is a major addition to the arsenal of measurement in contemporary Social CRM strategy development CLV, IBV, and CRV make a powerful combination in determining what kind of customer equity you have as a company and what kind of value your individual customers are capable of providing That gives you a much better, but more complex and decidedly trickier, capability in determining what kind of investment you re going to
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