روش های ارزش طول عمر مشتری و بهترین برنامه های

Each customer varies in his/her lifetime value to a firm. A firm would like to estimate the lifetime value of each customer and use this information in planning differential marketing initiatives targeted at each customer. Customer lifetime value computations require different approaches depending on the business application that a firm is looking at. The authors present two approaches of computing customer lifetime value and offer some best practice applications. The authors also address challenges that firms typically face in implementing the customer lifetime value approach to marketing.

It is no secret that firms treat customers differentially.At the same time that one customer spends 10 minutes on the phone navigating through automated menu options, only to find out that there are no seats available on that evening flight to Chicago, a “Gold” customer whose phone call gets picked up on the second ring by a friendly service representative is offered a window seat and a complimentary companion pass on that very flight. How do firms decide the customers to whom they should provide preferential and sometimes personal treatment that clearly costs more money and resources, which customer they should interact with through inexpensive channels like the Internet or the touch tone phone, and which customer to let go? How do firms decide the timing of an offering to a customer? How do firms decide which prospect will make a better customer in the future and is therefore worthwhile to acquire now? Having got the customer to transact with the firm, what kind of sales and service resources should the firm allocate to conduct future business with that customer? How should firms monitor customer activity, in order to readjust the form and intensity of their marketing initiatives?Firms have used many techniques and methods to make these critical decisions. The notion of “customer value” is a common thread across these methods, even if it is not explicitly stated. What firms do is develop a measure of what they consider to be the best indicator of the total profits that a customer is likely to provide the firm and use that indicator to base their marketing decisions. But some firms have been more successful than others in managing their customers profitably.We will outline some of the best practices in the area of customer value management that firms can adopt for the business conditions that they are in. We also look at the organizational and implementation challenges that surround the adoption of customer value management by a firm. We draw from existing literature on customer value and observations from a cross section of firms. We offer illustrations from a business-to-business (B2B) vendor, a catalog retailer,and a financial services company. We propose two customer lifetime value approaches as a guide to best practice applications that can be adopted by firms to make critical business decisions.

Jain and Singh (2002), in a review of CLV research,had expressed some concern about the limitations in the models of CLV that restrict their use in practice.