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A welcome kit inviting new owners to come to a Web site to update their pro le and to provide an email address for future correspondence Regular communications about the car, including service requirements A car birthday card An Asian magazine for new-car owners only Invitations to events sponsored by Asian, including skiing and yachting excursions, golf tournaments, and fashion shows Special preview information for owners on new Asian models and features A customer service call twice a year: Welcome, Arthur. I am Jennifer, your personal Asian customer service representative. I am here to make your B Model ownership a wonderful experience. Here is my personal phone number. Call me whenever you need assistance of any kind. You can reach me at any time. I am here to help. What could Jennifer do She could provide the owner with the distance and directions to the nearest gasoline station, hotel, restaurant, or hospital. She could call the police, when needed, or provide emergency road service. She could help to locate cars that have been stolen or that have been lost in a vast airport parking lot. She could locate the nearest Asian dealer and schedule service. She could communicate with the owner by email, sending birthday cards and service reminders. In other words, it is possible to make owning an Asian B Model so attractive that enough owners will want the same model next time to make the repurchase rate climb from 45 percent to 50 percent. Let s say that the cost of these additional services would be $30 per car per year. Putting that increase into the calculations, Table 4-6 shows what would happen to B Model lifetime value. Comparing before and after, we have increased Asian s pro ts by $56 million over 9 years, as shown in Table 4-7.
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Table 4-6 Lifetime Value after Retention Programs
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New LTV Revenue Repurchase rate Customers Net pro t per car Net revenue Costs Acquisition cost per car Acquisition cost Marketing costs ($50/yr) Total marketing & sales Pro t Discount rate NPV of pro t Cumulative NPV of pro t Lifetime value Years 1 3 50.00% 264,124 $4,000 $1,056,496,000 Years 4 6 53.00% 132,062 $4,000 $528,248,000 Years 7 9 56.00% 69,993 $4,000 $279,971,440
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$400 $105,649,600 $ 13,206,200 $118,855,800 $937,640,200 1.11 $844,720,901 $844,720,901 $3,198.20
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$300 $39,618,600 $6,603,100 $46,221,700 $482,026,300 1.31 $367,959,008 $1,212,679,909 $4,591.33
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$275 $19,248,037 $3,499,643 $22,747,680 $257,223,761 1.54 $167,028,416 $1,379,708,324 $5,223.71
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Table 4-7 LTV Gain
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Years 1 3 New lifetime value Previous lifetime value Difference Times 264,124 customers $3,198.20 $3,225.23 ($27.03) ($7,138,486) Years 4 6 $4,591.33 $4,494.97 $96.36 $25,451,592 Years 7 9 $5,223.71 $5,010.41 $213.30 $56,338,006
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Let s see just what this $56 million pro t means. If you look at years 1 through 3, you will see a loss of $7 million. The loss comes about, of course, because we are spending $30 more per customer per year to build and maintain a pro table relationship with Asian s customers. These improved relationships will not show up until the 3 years are over and Asian s customers make a decision on their next new car. Without a long-range plan, few car companies would be willing to stand for a $7 million loss in the rst 3 years. Numbers like this are the reason why database marketing is such a hard sell for all but the most established and forward-thinking companies. But the $56 million pro t is real. It includes all costs, and it absorbs the $7 million loss in the rst 3 years. As we shall see later, this $7 million loss is not real. It is offset by gains from buyers who get a new car every 1 or 2 years.
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