تقسیم بندی مشتریان و توسعه استراتژی مبتنی بر ارزش طول عمر مشتری: مطالعه موردی
|کد مقاله||سال انتشار||مقاله انگلیسی||ترجمه فارسی||تعداد کلمات|
|22633||2006||7 صفحه PDF||سفارش دهید||4157 کلمه|
Publisher : Elsevier - Science Direct (الزویر - ساینس دایرکت)
Journal : Expert Systems with Applications, Volume 31, Issue 1, July 2006, Pages 101–107
The more a marketing paradigm evolves, the more long-term relationship with customers gains its importance. CRM, a recent marketing paradigm, pursues long-term relationship with profitable customers. It can be a starting point of relationship management to understand and measure the true value of customers since marketing management as a whole is to be deployed toward the targeted customers and profitable customers, to foster customers' full profit potential. Corporate success depends on an organization's ability to build and maintain loyal and valued customer relationships. Therefore, it is essential to build refined strategies for customers based on their value. In this paper, we propose a framework for analyzing customer value and segmenting customers based on their value. After segmenting customers based on their value, strategies building according to customer segment will be illustrated through a case study on a wireless telecommunication company.
Customer Relationship Management (CRM) has become a leading business strategy in highly competitive business environment. CRM can be viewed as ‘Managerial efforts to manage business interactions with customers by combining business processes and technologies that seek to understand a company's customers’ (Kim, Suh, & Hwang, 2003). Companies are becoming increasingly aware of the many potential benefits provided by CRM. Some potential benefits of CRM are as follows: (1) Increased customer retention and loyalty, (2) Higher customer profitability, (3) Creation value for the customer, (4) Customization of products and services, (5) Lower process, higher quality products and services (Jutla et al., 2001 and Stone et al., 1996). When evaluating customer profitability, marketers are often reminded of the 80/20 rule (80% of the profits are produced by top 20% of profitable customers and 80% of the costs are produced by top 20% of unprofitable customers) (Duboff, 1992 and Gloy et al., 1997). The core parts of CRM activities are understanding customers' profitability and retain profitable customers (Hawkes, 2000). To cultivate the full profit potentials of customers, many companies already try to measure and use customer value in their management activities (Gloy et al., 1997, Rosset et al., 2002 and Verhoef and Donkers, 2001). Therefore, many firms are needed to assess their customers' value and build strategies to retain profitable customers. This paper aims at suggesting a new LifeTime Value (LTV) model and customer segmentation considering customer defection and cross-selling opportunity. We will also propose marketing strategies after segmenting customer base. This paper is organized as follows. Section 2 reviews the previous studies related to segmentation of customers based on their value. Section 3 presents a conceptual framework. Section 4 proposes a calculation model for measuring customer value applicable to a wireless telecommunication company. Next, we apply the real data of a wireless company to the model and perform customer segmentation with the result of customer value derived. Section 5 develops marketing strategies based upon the result of customer analysis. Finally, Section 6 concludes this paper with the remark on future research directions.
نتیجه گیری انگلیسی
Since the increased importance is placed on customer satisfaction in today's business environment, many firms are focusing on the notion of customer loyalty and profitability to increasing market share and customer satisfaction. CRM, the core business concept to enhance customer relationship, is emerging as core competence of a firm. Building successful CRM of a firm starts from identifying customers' true value and loyalty since customer value can provide basic information to deploy more targeted and personalized marketing. In this paper we suggested an LTV model considering the past contribution, potential value and churn probability at the same time. The model can also be used for customer base segmentation. Three perspectives on Customer Value (current value, potential value, and customer loyalty) assist marketing managers in identifying customer segmentation with more balanced viewpoints. Current value provides financial viewpoint and potential value indicates cross-selling opportunity. Customer loyalty estimates durability of the previous two values. By analyzing the characteristics of segmented customer groups, we can develop refined strategies for each segment. In the future, we expect that this study will spur further extensions of verifying the feasibility of the LTV model and the developed strategies by assessing the result of deploying the strategies.