Customer Relationship Management)

Many marketers believe “customer lifetime value” is a key metric in the CRM (Customer Relationship Management) process. Watch the video linked below, and talk about why customer lifetime value is important? Why do marketers care about customer lifetime value? Specifically discuss what can be learned from that metric and other customer metrics. How can a metric tell a story well beyond the number?

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Customer lifetime value (CLV) is a metric that measures the total revenue a business can expect to generate from a customer over the entire course of their relationship. It is an important metric in the CRM process because it helps businesses to understand the value of their customers and to make more informed marketing and sales decisions.

Why do marketers care about customer lifetime value?

Marketers care about CLV for a number of reasons, including:

  • To identify and target their most valuable customers. By understanding CLV, marketers can identify the customers who are most likely to be profitable for their business over the long term. They can then target these customers with special offers and promotions to encourage them to continue spending money with the company.

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  • To improve their marketing campaigns. By understanding CLV, marketers can develop more effective marketing campaigns. For example, they can target customers with different messages depending on their CLV. For example, a customer with a high CLV may be more responsive to messages about new products and services, while a customer with a lower CLV may be more responsive to messages about discounts and promotions.
  • To improve customer retention. CLV can be used to improve customer retention by identifying customers who are at risk of churning (i.e., canceling their subscription or no longer doing business with the company). Marketers can then reach out to these customers with special offers or other incentives to keep them from churning.

What can be learned from CLV and other customer metrics?

CLV and other customer metrics can teach marketers a lot about their customers, including:

  • Which customers are most profitable? CLV can be used to identify the customers who are generating the most revenue for the business. These customers are often the most valuable customers and should be prioritized.
  • Which customers are most likely to churn? CLV can be used to identify the customers who are at risk of churning. Marketers can then target these customers with special offers or other incentives to keep them from churning.
  • What are the most effective marketing channels? By tracking CLV across different marketing channels, marketers can identify the channels that are most effective at driving sales and customer loyalty.
  • What are the most important customer needs and wants? CLV can be used to track customer behavior and identify the products and services that customers are most interested in. This information can then be used to develop new products and services and to improve existing products and services.

How can a metric tell a story well beyond the number?

Metrics can tell a story well beyond the number by providing context and insights. For example, a CLV of $10,000 may seem like a high number, but it is not very meaningful without context. If the average CLV for the industry is $5,000, then a CLV of $10,000 is very good. However, if the average CLV for the industry is $20,000, then a CLV of $10,000 is not as good.

Metrics can also be used to tell a story about the customer journey. For example, a marketer might track CLV over time to see how it changes as customers move through the different stages of the customer journey. This information can then be used to improve the customer experience and to increase CLV.

Conclusion

CLV is an important metric for marketers to understand. By tracking CLV, marketers can identify and target their most valuable customers, improve their marketing campaigns, and improve customer retention. CLV can also be used to learn more about customer needs and wants and to develop new products and services.

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