Brand is Dead

8/14/2019 Brand is Dead

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by Clive Humby


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Brand is dead,long live the Customer*

An essential guide for organisations who want to understheir customers and take the guesswork out of marketin

by

Clive Humby


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dunnhumby Limited 2005

All rights reserved. Except for the quotation of short passages for the puof criticism and review, or as otherwise permitted under the Copyright, Dand Patents Act 1988, no part of this publication may be reproduced, sta retrieval system or transmitted, in any other form or by any means, elecmechanical, photocopying, recording or otherwise, without prior permisdunnhumby Limited.

The right of Clive Humby to be identied as author of this work hasserted in accordance with the Copyright, Designs and Patents Act 199

dunnhumby Limited is not connected in any way with, or in any way enby, any of the companies whose products are listed following. Any regtrademarks used are acknowledged and recognised as being the property oforganisations to which they belong.


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but rst .

A Tale of Two Kings

A fable for business today


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4 A TALE OF TWO KINGS


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A FABLE FOR BUSIN

nce upon a time, in a faraway land, there lived a reign was as untroubled as his fathers, his grandfathegreat-grandfathers before him.

Like his ancestors, King Talkandtell followed the RoyRules for Contentment in the Kingdom, which had family for generations.

The King was popular with his subjects. He was clever he looked after them and he used their taxes well. Oncissued a special proclamation to spread goodwill acros

Hear ye! Hear ye! his heralds would trumpet. King hereby decrees that for this month of June there shall

payable to the Crown!


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A FABLE FOR BUSIN

Or they would announce: Hear ye! Hear ye! King hereby decrees that from this day forth, the last week oshall be a public holiday.

Or they would declare: Hear ye! Hear ye! King Talkanbestows upon every subject in the land the right to gapples from the Royal Orchards.

King Talkandtells courtiers told him how clever he wahis people loved him for his bountiful ways. Sometime

up with new ideas for keeping the people contented.Your subjects are a simple people, they told the King.love you more if you double the size of the cakes baked Ovens but charge the same price for them.

And sure enough, everyone who ate cake loved the King They told the Royal Baker as much whenever they visiteBakery.

So the King decided to distribute a free cake to every hthe land to show his subjects how much he cared for eacone of them


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A FABLE FOR BUSIN

I am doing a grand job here, thought King Talkandtemy father, my grandfather and my great-grandfather did They would surely be proud of how I have followed the of Rules to keep this kingdom happy and prosperous.

But not everybody in the kingdom was quite as conteKings courtiers led him to believe.

There were some people who would have preferreholiday at Christmas instead of in June. There were would have liked to pay a bit less all year round.

Not all the Kings subjects wanted a week off in SepteSome wanted time to play in the snows of deep winterwanted to bask in the high summer sunshine.

Then there were people who couldnt get to a Royal collect fallen apples and people who always ate pears.

And all over the land there were people who just didn

But King Talkandtell did not know any of this. He sat onin the Royal Palace, surrounded by his courtiers who tolthe people we know are very happy to live in a land rua great and generous King.


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A FABLE FOR BUSINE

ar to the north, across the valley and over the lake, peaceful land ruled by King Talkandtells distant cAskandhear.

He too was popular with his subjects. He was wise andlooked after them and he used their taxes well.

King Askandhear also had a copy of his familys RoRules for Contentment in the Kingdom but he kept it loin the Royal Archives. He had vowed never to look at imaking a Royal Tour of his lands soon after he accthrone.

What happened was this. The journey was long and

took King Askandhear to the farthest reaches of the lgentle mountain people of the north, to the wealthy lakesof the south, to the erce cave dwellers of the east andforest folk of the west.


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A FABLE FOR BUSINE

And King Askandhear discovered that his subjects wereent from one another and lived their lives in different

If I am going to keep my subjects happy, thoughtAskandhear, I cannot treat them as one people. I muwhat they want me to do for them before I issue any proto spread goodwill across the land.

So he locked away the Royal Book of Rules and thouabout a Plan for Pleasing the People.

This is what he did. Each month, King Askandhear sent hevery corner of the land to nd out if anything was trsubjects and what would make them happy.

When the heralds came back to the Palace, King listened to their reports carefully. Then he sent them bmountains, to the lake, to the caves and to the forest Messages and Royal Gifts for his subjects.


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A FABLE FOR BUSINE

But the messages and gifts he sent the mountain different from the messages and gifts he sent the lakesAnd the messages and gifts he sent the cave dwellers wfrom the messages and gifts he sent the forest folk.

What King Askandhear did, made his subjects very ha

They told the heralds: Truly, our King is doing akeeping this kingdom happy and prosperous. He showsto us with these thoughtful acts and gifts and he dloyalty in return.

We are happy to live in a land ruled by a King who so about us and understands our lives.

And the taxes owed into the Royal Counting HouseAskandhear knew that all was well in his kingdom.


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A FABLE FOR BUSINE

ar to the south, over the lake and across the valley,

ruled by King Talkandtell, the Royal Treasurer was scrhead. It was his job to keep every chamber of the RoyHouse lled oor to ceiling with the Kings money butwo chambers, gaps had started to appear between the proof.

How strange, he thought. Perhaps I have stacked thewrong way up. So he spent a long time re-stacking thefound that if anything the gaps seemed a little bigger wnished.

Eventually the Royal Treasurer went to the King wiexplanation he could nd.

Your Highness, he said. It seems that the Royal Counis receiving less in taxes than it is costing to run the Kimust act to stop the piles of money getting any smalle


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A FABLE FOR BUSINE

King Talkandtell was not worried. He opened the RoyRules for Contentment in the Kingdom to see what hisgrandfather and his great grandfather before him would and he summoned the Magic Man of Mystic MounPalace.

Tell me what I can do to make my people happy to lihappy to pay their taxes so the piles of money I neeKingdom dont get any smaller, he commanded the M

So the Magic Man went back to Mystic Mountain to pancient Rite of Riches and conjure up a vision of hocould make his people happier. A month later he retuPalace to tell the King about his revelation.


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You must do three things Your Highness, he said. First, ygive your subjects a two week holiday in September. Secomust build new Royal Ovens to bake Royal Biscuits as welfamous cakes. And thirdly, you must let the people pick appthe trees in the Royal Orchards.

That will cost the Crown a great deal of money, thougTalkandtell. But if the ancient Rite of Riches has revealed is what I must do to make the people love me more and beto pay their taxes, then so be it.

And King Talkandtell issued new proclamations giving his stwo week holiday in September, announcing the new Royaland bestowing the right to pick apples in the Royal Orchar

Sitting on his throne in the Royal Palace, King Talkandtell bthe praise of his courtiers. They told him: All the people ware even happier to be living in a land ruled by such a generous King.


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A FABLE FOR BUSINE

ne year later the Royal Treasurer again went to seThis time he was in great distress. He was wringing hiweeping as he told King Talkandtell: I have grave Majesty. One entire chamber in the Royal CountingEMPTY!

The vision, as revealed to the Magic Man of Mystic Monot produced the results that you were promised.

What had happened was this. In the north, close to thetiny shing village, far, far away from the Royal Ofurther still from the Royal Bakery. That year the catchepoor and the people were struggling to make ends mee


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A FABLE FOR BUSINE

One day, the villagers had an idea. If we move to the othe lake where the shing is better our lives will certainlthey reasoned. King Talkandtell knows so little about surely not be missed.

So they packed up their homes, loaded their boats and sland across the lake.

By giving his subjects a two-week holiday in Septembhad made it possible for more of his people to visit diSome liked what they found and decided not to return of King Talkandtell.


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A FABLE FOR BUSINE

And by allowing everyone to pick free apples from theRoyal Orchards, the King had upset one of his oldest frCorecore, the richest apple-grower in the land whose one whole chamber of the Royal Counting House.Lord Corecore decided that he didnt like King Talkanany more and he no longer wanted to live in a land whwould buy his apples. So he packed up his householdnorth, across the valley and over the lake, to settle in King Askandhear where he told anyone who would listeTalkandtell had lost his way.

And that was when the rst tiny gap appeared betweenone of King Talkandtells piles of money and the chamber in the Royal Counting House.

All along the borders of the kingdom far, far away fromOrchards and further still from the Royal Bakery layvillages. Here too the people believed they were of litheir King and one by one they left the land of King to seek a better life elsewhere.


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Sitting on his throne in the Royal Palace surrounded by courtknew only the people living in the heart of the kingdoTalkandtell did not know that his subjects in the furthest ung rhad been leaving the land for pastures new.

He did not know his proclamations to spread goodwill across thwere of little worth to these villagers.

And he did not know that they felt of little value to the k

But it was worse than that. Some of the measures the King hto keep the people happy, as revealed to the Magic Man oMountain through the ancient Rite of Riches, had started tagainst him.

And King Talkandtell didnt know about that either.


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A FABLE FOR BUSINE

And that was when the Royal Treasurer discovered thatchamber in the Royal Counting House was empty.

King Talkandtell once again summoned the Magic ManMountain to the Palace.

Why are my subjects deserting me? he demanded. Whmy kingdom for pastures new? What can I do to stop

Once again the Magic Man returned to Mystic Mperform the ancient Rite of Riches, hoping it wouldanswers to the Kings questions.

Again and again he performed the ritual but the mistsclear and the revelation the King desired would not come

Finally he was forced to admit to the King: Your Hipowers have failed me. I cannot answer the rst of younor the second.


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A FABLE FOR BUSINE

As for the third, the ancient Rite of Riches, as prac

father, my grandfather and my great-grandfather beforshown me a tried and trusted path, as followed by your fgrandfather and your great-grandfather before you, contentment in the kingdom.

You must declare the whole of September a national hmust bake yet more biscuits and you must start to growell as apples in the Royal Orchards.But King Talkandtell had lost his faith in the Magic MaMountain.

And he was worried that there was not enough moneyRoyal Counting House to put into action yet another pla

served his father, his grandfather and his great-grandfahim but which might fail him.


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Where have I gone wrong? he thought. Where hwrong?Why is it that far to the north, across the valley and over in the land of King Askandhear, the Royal Counting Hbursting at the seams?

What does my cousin do to make his people so happy?

What do my subjects like so much about his kingdom twish to live there instead of remaining loyal to me?

And being a clever King, he decided to nd out

THE END


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B r a n d i s d e a d ,

l o n g l i v e t h e C u s t o m e

C o n t e n t s

Fallacies and failures

The customer is king

No such thing as the average customer

Different customers deliver different value

Different customers require different approaches

Negative outcomes matter

Its time to tear up the rulebook

Think about it


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34 BRAND IS DEAD


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Fallacies and failuresAssessment of brand value determines almost every decisibusiness.

It governs investment choices and strategy from the groun

So measurement of brand value has to be spot on. skewed then decisions based on it will be awed.

Imagine for a moment that you are a small biscuit mturer. People buy your biscuits so you know your bravalue. You decide to build a second factory.

But what exactly is the value of your brand? If you kneof your customers were about to switch to cake wou

build that second biscuit factory? Of course not. Youbuild a cake factory.

The value of your brand is rooted squarely in your custYour decision was wrong because you didnt know whawanted.

You can only be sure that strategic business decisiocorrect if your measurement of brand value is accurate.

And that value is revealed not in last years biscuit salesthe number of factories you have or the size of your worand certainly not by any disinterested focus group askedtheir theoretical biscuit-eating habits.

It is revealed in the actual, real-time behaviour of ytomers today.

Gauge brand value any other way and those all-importan

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FALLACIES AND FA


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FALLACIES AND FA

Marketing mistakes

Effective marketing strategy cant be conjured out of thinhas to be a response to customer insight.

You need to know your customers, not make educated gueabout them.

The key to maintaining brand value is knowing not on

they want but what they dont want.Too much marketing activity puts the cart before the holooks at the business proposition and tries to sell itmarketplace.

It takes the biscuits and markets them, even if the people

want biscuits any more.Doesnt it make more sense to nd out that what theywant is cake and focus your energy on making that in

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FALLACIES AND FA


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FALLACIES AND FA

Measuring the wrong things

Once you realise that value is actually rooted in real cubehaviour, the aws in traditional measurements of an orations worth are plain to see.

You cant know for sure that the assets of a business are to generate the same earnings in the future. If its custo

are disaffected those assets could prove relatively wortAnd why base any view or decision come to thintelligence garnered from a focus group?

Think about it. You gather together a bunch of peopmight or might not be interested in your product or servictheyre being paid to say something so they take a vibase what might be a signicant investment decision onthey say simply makes no sense. You need to get insidheads of the people who really matter your customer

Say youre a supermarket and you are thinking about extyour range of organic produce. Obviously, your goaincrease revenue.

Ask a focus group of non-customers what they thinwhatever they tell you, ask yourself why that is relevant business? You might win a few new customers by incre

brand awareness but its a drop in the ocean.

But ask the people who are already buying organic pfrom you and you will nd out whether they would buy i il bl d h f h h di h

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40 B S

At best your marketing activity is likely to be misdirectedworst it will be actively damaging.

There is more at risk here than cash and missed opportunitiPushing the wrong message to the wrong people at the wrontime wont simply fail to yield a return, it can undermine entire business.

But organisations persist in overlooking negative outcomesmarketing activity.

Did that mass mailing switch some customers off altogether?your emphasis on brand image over pricing pushing others ia competitors camp? Are you ploughing money into customservice tactics that pander to the vocal few while the less-vo

many leave quietly by the back door?Without understanding how different customers perceive thbrand, an organisation cannot develop winning strategies thboost brand value and deliver a great return on the marketicustomer service and operational budgets.

How many organisations know how the top 20% of customefeel about the brand? The 20% of customers, that is, wcontribute 80% of revenue and over 100% of prot.

Is the customer satisfaction survey looking specically at thecustomers? Are their responses given a higher weighting?

No? Then why on earth not? Their behaviour contributesrectly to the bottom line success of the organisation so surit makes sense to know just how the current product, pmotion and price mix is making them behave.

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A marketing strategy based on these fallacies will faiultimately so will the business.

Its time to tear up the rulebook.

In the coming decade marketing will be re-enginefrom A to Z. There is little doubt that marke

marketing will operate on quite different principles iearly years of the 21st century.PHILIP KOTLER

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The Customer is king

While many organisations pay lip service to the notion tcustomer is king, all too often it is a philosophy that customer service departments actually live by.

Elsewhere the emphasis is on brand image. What is image? Is it right? Exactly how is it characterised? Shouhoned in this direction or tweaked in that?

The highly-polished brand is on the pedestal and customeexpected to pay homage.

Enthroned and revered internally, brand image rulesaspect of marketing activity.

But it is the customers who should be on that pedestatheir contribution, commitment and championing that the is aiming to win. Without them, the brand has no real

Every organisation spends time and money measuring value to justify marketing initiatives and support splanning. But how often is that value expressed in terms

customer?Brand assets and customer assets are one and the same th

A brand is described as premium that relateswillingness of the customer to pay more forlifestyle.

A brand has longevity customers are with thlife, resisting competitive offers.

A brand engenders trust its customers are a rfor new products or ranges.

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And brand value can change fast. Customers, however loyaany given moment, are essentially ckle. They make rdecisions. They wont stay loyal if they perceive any dilutioa brands promises about cost or quality.

So brand value cannot be aligned with customer behaviouthe past. Its what is happening now and what will happethe future that count. It is customers, not brands that d

future revenue.Every choice a business makes in terms of product develment, pricing, promotion and customer service has an impon its customer assets.

Why then does traditional marketing activity focus so heavilyThe Brand? This emphasis is entirely at odds with what seeto be widespread acceptance of the value of personalicustomer communications.

Marketing departments must adopt the mantra of their ctomer service colleagues The Customer is King.

Look at what happens when a leading brand discounts price example. Sales go up yes. But the big picture is far mcomplicated than that and its all about the different of different customers.

Customers who normally buy Own Label goods trade up

the premium brand at this new affordable price. Customers of a major competitor switch allegiance to this brand at deep discount they could remain customerschurn back when prices return to normal.

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The big picture is all about customer behaviour.

It is customers, not the brand, who must be at the epicenall marketing activity.

Marketing as we have known it for the last 100 yearsbeen all about helping sellers to sell. Now a new anddifferent win-win system of buyer-centric marketinemerging.ALAN MITCHELL

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No such thing as the average customer

Organisations do of course look at their customersassessing brand value and devising business strategies. look at satisfaction, afnity, preferences, bonding pieces of the jigsaw.

Theres just one problem. These measurements trecustomers as one large homogenous group. Every one of is based on the concept of the average customer.Finance looks at prot per customer. Most minitiatives assume every customer has the same emoresponse to the brand.

Quite clearly, in the real world, the average customer d

actually exist or at best forms only the same tiny frathe customer base as any other handful of individuals prot contribution and feelings about the brand are id

Individual customers are just that individuals. Each obrand asset but each has a different value. Some may bspenders but liable to switch loyalties at any time. Othercontribute little in nancial terms but may champion theat every opportunity. Its a rich, endlessly diverse mix.

And just as different customers contribute different valuealso respond to different initiatives.

So why do organisations base evaluations and strategies onon-existent average customer?Because to do anything else seems too complicated and co

But what is it costing to ignore the key differences be

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Different customers deliver different value

The Pareto Principle maintains that around 80% of revderived from 20% of customers.

The exact ratio will vary of course but the principle thatpercentage of customers contributes a disproportionate amof revenue is widely accepted.

All the more reason then to distinguish between one cusand another.

Just how important to your business is the customer yoalienating by a particular piece of marketing?

How much do you want to invest in a group of customers

contribution is far less valuable?The Pareto Principle also states that 80% of variable cucosts come from 20% of customers (clearly not the samewho are responsible for the biggest proportion of revenue

Investment decisions based on the non-existent a

customer have foundations of sand, as graphically illustrthe example of the call centre.

The business argument for setting up a call centre might rthis. If the average customer is worth 300 per year and centre results in an annual saving of 20 per customeaverage customer value is boosted to 320 per year.

But each customer isnt worth 300. The few trulycustomers are worth signicantly more than that and are libe low level users of the call centre.

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call but it certainly wont deliver the value expected by the bas promised by the average customer argument.

Investment decisions based on the average customer conceare quite simply unsound.

Contribution is not the only measurementCustomers generate income, of course they do. But an indivuals true value to your business cannot be measurednancial contribution alone.

How loyal is one individual against another? A relativelyspender who sticks with you in the face of deep discounting a competitor might prove more valuable in the long term t

a high-spending customer who chops and changes allegiance the drop of a hat.

What about the low spender who is ultra-receptive to a nline simply because it bears the name of your brand, the nahe trusts?

Or the low-spender who recommends your brand at evopportunity?

Its that big picture again. All these values count. And they nto be measured.

Imagine if you knew where individual customers fell indynamic. How effectively could you target your marketing th

The Customer Value CubeCustomer value is three dimensional contribution, com

DIFFERENT CUSTOMERS DELIVER DIFFERENT


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measure since it indicates ability to retain market share astrong promotion or discounting by rival brands.

The long-term value of a customers commitment maexceed his sales value. This measure is all about loyaltyknow who your most committed customers are then yotake steps both to secure that loyalty and to exploit it.

Championing is the generation of value recommendation, active support and trust.Low-spending ambassadors might recruit higher customers. And brand champions are open to cross-sellinbrand extensions. Targeting a new line at your brand chamis relatively low-risk and requires less marketing inve

Knowing how many customers require little marketing efchange behaviour compared with the number likelytougher nuts to crack is a vital key to marketing succ

Imagine a three-dimensional cube. Its three axes mcontribution, commitment and championing. A custposition within the cube is determined by those three t

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Obviously, a brands customers will be widely distributed witthe Customer Value Cube. It is this distribution that reveabrands true strength and value.

The relative importance of the different axes to your orgaation will depend on a number of factors.

For example, how do customers choose between brands your eld? A utility company or a mobile phone networinstance is likely to be an exclusive supplier for a period of whereas customers of, say, a supermarket will probably udifferent organisations concurrently.

What is the brand experience? Is it mostly about custoservice, performance of the product, or image? A premium

brand will focus more on commitment and championing wha biscuit manufacturer will look for contribution and comment.

Whatever the emphasis, understanding where different groupof customers fall within the cube enables highly-targeted, atherefore highly-effective, marketing. It shows you which typof customers need what type of attention.

But it is only looking at actual customer activity that revea

If you can pinpoint a group of customers that buys a producpromotion but not at full price, you have highlighted a comment issue and the people you need to tackle.

Identifying customers who have bought brand extensions in tpast offers exciting, low-risk marketing opportunities.

A d if hi h l b

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Any company looking to maximise the lifetime vcustomers needs to understand each of the three custoasset measurements contribution, commitment championing.

And it needs to monitor those shifting measurements notoday, not just this year, but always.


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Diff i diff


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Different customers require different

approachesWhat creates loyalty is how much we understand ylife and what we do about it that helps your life.SIR TERRY LEAHY

When it comes to marketing, one size most denitely dot all.

Different characteristics of the brand need to be emphasisdifferent groups of customers. Different customers reto different initiatives.

And negative outcomes matter.

You gure out who needs what from you by breakingyour customer base into truly meaningful segments.

Segmentation is the key to all this customer insight.

Effective segmentation

First of all you need to look at existing, actubehaviour.

Then you can start putting customers into distinctively digroups groups that are dictated by behaviour, ndemographics

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h f d k


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You can see how a piece of direct marketing or a partiinnovation enhances commitment in one segment but leavanother segment cold or worse.Pretty soon you can tailor marketing strategies in ways make your customers feel as if you really do know personally.

There are four key rules to segmentation:

i. Segments must be based on real customer behaviourii. They must be distinctiveiii. There mustnt be too many of themiv. The customers in any one segment must have enough

common

It is discovering similarities between customers that maksegmentation such a powerful tool.

Effective segmentation offers insights that allow a business exploit its strengths and address its weaknesses.

It offers a means for measuring accurately the contribut

commitment and championing of different groups of tomers.

In short, it takes understanding to a whole new level. And tmeans decisions about customer service, product developmenand promotions will probably be right.

One size doesnt t allAn excellent example of how detailed knowledge of customoffers an in-depth understanding of a customer service initiat

DIFFERENT CUSTOMERS REQUIRE DIFFERENT APPROA

i l k h i i


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it also knew that its more cost conscious customers see it as an expensive policy and fear price hikes as aCrucial to the assessment of the initiative was one question. Was there a correlation between when timecustomers were in the store and when queues were longAgain, detailed customer data provided the answer. Timecustomers who would most value One in Front shopped

busiest times Thursday nights, Friday nights and Saturwhen the most price-sensitive customers were least likely in the store.Tesco therefore knew exactly how to use One in Frobest results apply the initiative at specic times to pleagroup of customers without alienating another.

Understand and predictOnce you start accumulating real insights into actual cusbehaviour, you begin to acquire a deep understanding odifferent groups will react to different initiatives.

Accurate analysis of customer data enables you to mpositive and negative outcomes of marketing activity.Take the example of a television company that ofcustomers unlimited tariff changes as part of the packagOne low value customer uses this facility to change tarif

week depending on whether a particular football team is pat home or away.This costs the company far more in administration thcustomer offers in prot so the policy is changed to li


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Misplaced marketing activity can undermine business su a fact that is overlooked in many organisations.

Take the airline club. A valuable frequent-yer with ABawarded the perks of Gold membership, which makes himvalued in return and boosts his commitment and loyaltybrand.

But then this customer has to make a series of tdestinations not served by ABC.

His temporary reduction in custom which would havrevealed by an examination of the air miles he was conto collect triggers downgrading of his club member

Silver.This brand champion, whose business is still of high vABC, feels he has been pushed out of the clucommitment to the airline plummets and he switches all to another carrier.

ABC Air has lost value in every direction cocommitment and championing.

Better understanding of customer behaviour couldprevented that.

When it comes to measuring the success of marinitiatives, too many businesses focus only on the poutcomes.

But if one high-value customer leaves as a result of maactivity, that might actually outweigh the benets

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But it needs to know if this mass mailing is irritating som


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But it needs to know if this mass mailing is irritating somthose unresponsive customers to the point where it impaccommitment and championing.Has it prompted some customers to take their custom elwhere?

Thats the problem with defecting customers. They dont jdisappear. They become somebody elses asset.

Measure what has not happenedAs well as measuring actual negative outcomes, organisatiomust look at what has not happened as a result of maactivity.

Segmentation is the key to that too.

By tracking groups of similar customers over time you can whether a specic marketing activity has done what it set to do.

The true value of a marketing initiative is revealed by measurements:

i. Has it affected the behaviour of the target customer groii. Has it changed the behaviour of any other segment?iii. Has it provoked a negative response anywhere

business?

Campaigns cannot be undertaken in isolationF k ti g ig t g t f t

NEGATIVE OUTCOMES M

But to do that it needs to know what value customers pla


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But to do that it needs to know what value customers plathis element of the business. Will the sale make somdisenfranchised and affect their contribution and commitmDoes the sell-off therefore risk damaging the companys oproposition?

Making any business decision in isolation and understanding its full consequences is extremely dange

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Its time to tear up the rulebook


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p

The ability to measure and demonstrate customer and value is becoming increasingly important in business

Some companies are beginning to talk about dsegments of the customer base in annual reports.

City analysts are looking not only at increases in cnumbers but also at attrition.

Boards are demanding ever-more accountability frommarketing departments. They want to see the value deliby escalating marketing budgets. And they waninformation presented in crystal-clear business language.

Bring real customer behaviour into sharp focus and truevalue will be revealed.

That information can then be used to drive pinpoint amarketing strategies, which will increase both branshareholder value.

If you could retain an extra 5% of your most valuable cusand persuade them to buy 5% more and reduceacquiring new customers wouldnt that make the board and listen?

When you segment your customers into meaningful groupcan target your spending, justify your decisions and myour success.

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It takes the guesswork out of marketing.


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g g

Successful marketing isnt an art its a science, with creabits around the edges.


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Notes


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Notes


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Brand is Dead

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