营销策划--市场营销-customerloyalty.pptVIP

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营销策划--市场营销-customerloyalty.ppt

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Loyalty Customer Loyalty Customer Loyalty Customer Loyalty Customer Loyalty Customer Loyalty Customer Loyalty Customer Loyalty Customer Loyalty Customer Loyalty Customer Loyalty Customer Loyalty Customer Loyalty Customer Loyalty Customer Loyalty Customer Loyalty Customer Loyalty Customer Loyalty Customer Loyalty Customer Loyalty Customer Loyalty Customer Loyalty Customer Loyalty Customer Loyalty Customer Loyalty Customer Loyalty Customer Loyalty Customer Loyalty Customer Loyalty Customer Loyalty Customer Loyalty Customer Loyalty Customer Loyalty Customer Loyalty Customer Loyalty Customer Definition Customer Retention Rate Methodology Calculating Customer NPV Customer Loyalty Share of Wallet Frameworks Share of Wallet Frameworks Steps in Root Cause Analysis Process Root Cause Trees Root Cause Analysis Tips CU7021398RSA Insure Inc. - Retentions Impact on Profitability Step 1: Retention Rate Improvement Total number of customers: Number of existing customers: Number of new customers: Retention rate: Retention improvement (from 1990): 1990 15MM 11.70 3.30 78.0% --- 1991 15MM 11.88 3.12 79.2% 1.2% 1992 15MM 12.08 2.93 80.5% 2.5% 1993 15MM 12.33 2.67 82.2% 4.2% 1994 15MM 12.68 2.33 84.5% 6.5% 1995 15MM 13.25 1.76 88.3% 10.3% Insure’s goal was to increase retention by 10.3% by 1995. 11.7MM 15MM (= ) CU7021398RSA Insure Inc. - Retentions Impact on Profitability Step 2 (p.1): Profit Improvement Due to Fewer Acquisitions Number of new customers: Decrease in number of acquisitions by tenure: 1 year tenure 2 year tenure 3 year tenure 4 year tenure 5 year tenure 1990 1991 0.180MM (=3.30-3.12MM) 1992 0.195MM (=3.12-2.93MM) 1993 0.255MM 1994 0.345MM 1995 0.570MM Profit improvement due to reduced number of acquisitions were estimated to result in $402MM in savings by 1995. 3.30MM 3.12MM 2.93MM 2.67MM 2.33MM 1.76MM 0.180MM (=1991 customers) 0.195MM 0.255MM 0.345MM 0.180MM (=1991 customers) 0.195MM 0.255MM 0.180MM (=1991 customers) 0.195MM 0.180MM