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Year 1 Retention rate Customers Annual spending Revenue Costs Operating costs Acquisition cost ($400) Marketing cost ($50) Total costs Pro t Discount rate NPV of pro t Cumulative NPV of pro t Lifetime value 70% 1,000 $28,000 $28,000,000 70% $19,600,000 $ 400,000 $ 50,000 $20,050,000 $7,950,000 1.10 $7,227,273 $7,227,273 $7,227.27 Year 2 75% 700 $29,000 $20,300,000 68% $13,804,000 $ 35,000 $13,839,000 $6,461,000 1.19 $5,429,412 $12,656,684 $12,656.68 Year 3 80% 525 $30,000 $15,750,000 67% $10,552,500 $ 26,250 $10,578,750 $5,171,250 1.28 $4,040,039 $16,696,724 $16,696.72
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the average spending rate will increase from $28,000 to $29,000. These are not unreasonable assumptions. The new lifetime value is shown in Table 11-4. Assuming that you replace the lost customers as they disappear, the 3-year payoff rate for the new system for your 1000 best customers will look like Table 11-5. The 3-year result would be a net pro t of almost a million dollars, after deducting the costs of the upgraded Web site.
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Idle airplanes cost airlines thousands of dollars per hour. How many times have you sat in an airplane waiting for engineers to replace some Table 11-4 Improved LTV with New System
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Year 1 Retention rate Customers Annual spending Revenue Costs Operating costs Acquisition cost ($400) Marketing cost ($50) Web site costs Total costs Pro t Discount rate NPV of pro t Cumulative NPV of pro t Lifetime value 75% 1,000 $29,000 $29,000,000 70% $20,300,000 $ 400,000 $ 50,000 $ 270,000 $21,020,000 $7,980,000 1.10 $7,254,545 $7,254,545 $7,254.55 Year 2 80% 750 $30,000 $22,500,000 68% $15,300,000 $ 37,500 $ 270,000 $15,607,500 $6,892,500 1.19 $5,792,017 $13,046,562 $13,046.56 Year 3 85% 600 $31,000 $18,600,000 67% $12,462,000 $ 30,000 $ 270,000 $12,762,000 $5,838,000 1.28 $4,560,938 $17,607,500 $17,607.50
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Table 11-5 Gain from Changes
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Year 1 New LTV Old LTV Difference For 1000 customers $7,254.55 $7,227.27 $ 27.27 $27,273 Year 2 $13,046.56 $12,656.68 $ 389.88 $389,878 Year 3 $17,607.50 $16,696.72 $ 910.78 $910,776
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malfunctioning part Did you ever wonder where all the parts used at the hundreds of air elds that our planes y out of in the United States come from One missing $50 part can cost an airline thousands of dollars. But airlines cannot afford to keep every possible part at every possible airport from which their planes y. The answer is to have quick access to spare parts from the manufacturer. For many years, Boeing had a customer service parts-ordering system with operators standing by 24 hours a day. Each operator had a computer terminal that helped him to locate the needed parts for his frantic customers. It was not easy. There are 2000 suppliers of parts for Boeing airplanes. There is competition. There are Asian suppliers who make replacements for most of the parts in Boeing planes. Spare parts for Boeing airplanes are a $7 billion per year business, and Boeing wants to get as much of that business as it can. So, several years ago, Boeing decided to let its customers come behind the counter. It gave its customers the same access to spare parts that its employees have. Boeing s Airline Logistics Support organization is now an integral part of Boeing s customer support operation. Airline customers can log on to the Boeing customer support Web site with a PIN and have access to 400,000 parts in Boeing warehouses in Seattle, Atlanta, Los Angeles, Singapore, London, Dubai, and Amsterdam. The airline customer can nd where her needed part is located, place her order without human intervention, and, if necessary, send a driver over to pick up the part. The Boeing Spares organization was the rst to offer spares ordering on the World Wide Web. Now more than 600 customers access the Boeing PART Page (see Figure 11-4). Boeing provides its customers with routine, next-day shipment of spares. The Spares organization also offers the Global Airline Inventory Network, an exclusive service in which Boeing manages an airline s supply chain for expendable airframe spare parts. The network is designed to eliminate costly inventory inef ciencies. Industry studies indicate that for every $1 of spare parts inventory, airlines spend an additional 35 cents on inventory holding and materials management costs. Designed to attack these inef ciencies and costs, the new Boeing system provides both airlines and their suppliers with a more ef cient supply chain.
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