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d. It did not spend enough on its distribution network. e. The answer is unknown, since most Web-only merchants have been successful. Which was not suggested as a way for land-based businesses to be successful on the Web a. Provide a dealer locator. b. Get customers to provide pro les. c. Keep customer communications to a minimum. d. Provide free information on your site. e. Personalize your site using cookies and customer pro les. Which was not suggested as a way to succeed on the Web a. Provide free information. b. Eliminate telephone customer service. c. Sell replacements and parts. d. Have a Web site. e. Encourage publicity. Which does the chapter suggest is the most pro table single activity on the Web for a typical company a. Selling replacement parts b. Advertising on the site c. Customer visits d. Certi cates e. Customer service Which is the one reason not given for signi cant success from a Web site a. Customer visits b. Advertising c. Publicity d. Customer service e. Consumer product sales
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Computing Lifetime Value
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I think that without numbers there is no future. You cannot measure your progress unless you ve got benchmarks against which to evaluate costs and pro ts. So ROI, RFM, and lifetime value are the minimal critical benchmarks you must now establish if you want to measure the pro tability of your business today. Those same benchmarks then become the standards by which you measure your business s future growth and the justi cation for the database tools you must have to get that growth. Without the numbers, you don t have a future.
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here are really only three marketing functions:
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1. Acquiring customers 2. Retaining or reactivating them 3. Selling them more products Everything else is a modi cation of one of these three functions. Measuring customer lifetime value is central to all three functions, as we will see in this chapter. Lifetime value tells you how much you should be spending on each function, and it measures whether your marketing efforts are doing any good.
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Lifetime value is a measure of the net pro t that you will receive from a given customer during his or her future lifetime as your customer. I have computed the lifetime value of customers for a great many different companies, including banks, credit card issuers, insurance companies, packaged goods companies, software companies, hardware companies, and automobile companies. The case study given in this chapter deals with a ctitious automobile company. It is interesting because it illustrates how to compute the automobile repurchase cycle over a 9-year period, which is what automobile companies have to deal with. The case illustrates the methods used. The numbers have been modi ed so that they are not derived from any particular automobile company the case does not disclose any proprietary information, but rather is a summary of my experience with three very different automobile companies over several years.
Asian Automobiles
In this chapter, we will take you through the computation of lifetime value for an automobile company, which we call Asian. Then we will show you the strategies that arise as a result. Asian sells automobiles and arranges car leases and loans. The company had 2 million customers on its database. These customers included current owners of new Asian cars, owners of used Asian cars, and Asian leaseholders. The rst and most important part of the lifetime value project was determining the repurchase rate of Asian s customers. The repurchase rate for automobiles is very complicated. Some people buy a new car every year. Others buy them only every 2, 3, 4, 5, 6, 7, or even more years. Some buy two or more cars. Others buy used cars. Still others buy an Asian, drive it for a while, then sell it and buy some other brand. Then they come back to Asian after a few years. In all of this buying and selling, what is the repurchase rate The repurchase rate for automobiles is the percentage of the average group of customers who will buy a new car from the same manufacturer when they turn in their existing vehicle.
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