Marketing and the British chief executive

British chief executives increasingly recognise the need to make their companies more marketing orientated. But boards of directors are still dominated by a financial outlook and most lack a professional approach to strategy and market innovation. Chief executives need to supplement their generally inadequate base with education and development programmes on strategic marketing and to add non‐executive directors with substantial expertise in marketing.     

Developing trends in the marketing of life insurance

The personal financial services industry is being changed drastically by a number of legislative and other measures. As a result, life assurance companies are having to reappraise their use of marketing methods in a highly competitive environment. This paper investigates the major industry marketing trends which are occurring particularly in the areas of advertising, distribution, new product development and price. The role of IT is highlighted.

The trends are set against a backcloth of an analysis of market penetration by a range of personal financial services products. The paper ends by outlining likely future trends in the use of marketing methods by assurance companies as part of their competitive strategies.

Data are presented from published sources and from a series of personal interviews with marketing executives in the industry.     

Customer Lifetime Value as the Basis of Customer Segmentation

SUMMARY

In this article, we examine current trends in customer life-time value and customer segmentation models and identify key issues for future research. CLV-based segmentation is a segmentation approach that groups customers into meaningful segments based upon customer lifetime value and (potentially) other factors. In the article, we discuss the extent to which CLV-based segmentation meets the criteria for effective segmentation. We also identify six areas for future research: (1) models and management of “micro-segments,” (2) using CLV-based segmentation to improve the efficiency of marketing programs, (3) the need for more dynamic CLV-based segmentation models, (4) applying CLV-based customer segmentation to new products and new customers, (5) challenges associated with implementing CLV-based segmentation, and (6) the need for new models that enable firms to segment customers by response to marketing activities and CLV at different points in the customer decision process.     

Measuring the Value of Corporate Web Sites

ABSTRACT

As marketing executives respond to increased pressure to measure the impact of their activities, corporate Web sites can be a useful tool in measuring marketing performance. This study presents the results of a series of interviews with Web site managers aimed at describing the most common methods of determining the value contribution of corporate Web sites. However, despite the availability of large amounts of site usage data, Web site performance measurement tends to be performed ad hoc by most organizations, and there is little assessment of the relationship between the performance of a company's external Web site and overall corporate results or increase in shareholder value.     

Modeling CLV: A test of competing models in the insurance industry

Customer Lifetime Value (CLV) is one of the key metrics in marketing and is considered an important segmentation base. This paper studies the capabilities of a range of models to predict CLV in the insurance industry. The simplest models can be constructed at the customer relationship level, i.e. aggregated across all services. The more complex models focus on the individual services, paying explicit attention to cross buying, but also retention. The models build on a plethora of approaches used in the existing literature and include a status quo model, a Tobit II model, univariate and multivariate choice models, and duration models. For all models, CLV for each customer is computed for a four-year time horizon. We find that the simple models perform well. The more complex models are expected to better capture the richness of relationship development. Surprisingly, this does not lead to substantially better CLV predictions.

Estimating cellphone providers' customer equity

This paper provides insights about how customer equity estimates can help businesses monitor the competition as well as aid managers in making their marketing investment decisions, and how companies can employ their marketing investments to maximize current and future yield/returns. The article concerns itself with the current offer of cellphone providers and their main products. The research includes survey data through interviews with 302 cellphone users of Sao Paulo, Brazil. The study uses this data combined with a number of economic assumptions and a financial marketing model to create an insight in customer equity values of cellphone providers in the region. The scenario dated October 2005 is that the estimated customer equity of the service provider Vivo is, respectively, 93 and 91% larger than those of competing providers Claro and TIM. The research underlines that on average the customer equity flowing from the post-paid segment is 3.5 times larger than that of the pre-paid. In addition to these results the study provides the customer lifetime value (CLV) estimates for Claro's, TIM's and Vivo's pre- and post-paid customers and analyzes the retention and loss figures of CLV. Also a discussion follows of the implications that these values will likely have for the companies' marketing strategy.     

Customer Divestment

SUMMARY

Customer lifetime value (CLV) models are designed to identify high-value customers to be retained. By implication, the remaining customers must be divested. This aspect of CLV management, customer divestment, has not been addressed in research. In this paper we describe the process of customer divestment, report a framework enabling firms to implement customer divestment (Mittal, Sarkees, and Murshed, 2006), and identify key issues associated with the customer divestment process. In doing so, we formulate some key research questions and an agenda for future research.     

Some Insights into the Background and Training of Marketing Executives in the UK

A paper of interest to both marketing practitioners and marketing educators, it reports some of the findings of a recent survey undertaken for the Institute of Marketing on the background and training of marketing executives in the UK. Selected findings and their implications are discussed, specifically the respondents’ educational qualifications, level and marketing content; participation in training courses, their attitudes towards future training and career development. The final section of the paper looks at the respondents’ expressed needs for further marketing training to better equip them for both their current jobs and their future career.     

Reaching the customer: Strategies for marketing and customer service

The author suggests that logistics and marketing can combine to provide a sustainable means of competitive advantage. Many marketing executives never consider the very substantial contributions which effective logistics management could make to success in the marketplace. “Marketing Logistics” can lead to success by securing a cost advantage through increased efficiency and by maximising added value through customer service, providing high levels of service at lower cost.     

Marketing the female politician: an exploration of gender and appearance

Abstract

This paper sheds light on issues of gender roles and gender hierarchies using Goffman’s theories on gender and performance as a starting point to explore modern-day manifestations of power structures in political marketing, particularly as related to female politicians. In-depth interviews with four female politicians, 17 aides, volunteers, PAC and media executives as well as two focus groups with registered voters reveal subordination of female politicians through hyper-ritualised displays of social relations. The findings showcase how appearance is used to facilitate the ongoing objectification of female politicians in political marketing and devalue their candidacies. This study is an important step in examining the role of gender and appearance in political marketing and its importance in building brand image for a female politician.     

Marketing Financial Services in London

ABSTRACT

Given the extremely csompetitive nature of the financial industry in London, England it is important to understand how to conduct a successful marketing effort. A look at various financial services firms in London, such as General Electric Corporation Global, Morgan Stanley Dean Witter, Fidelity Investment and government organizations including the Financial Service Authority and the Bank of England help to profile several methods available to help a global marketing effort. Innovative marketing performance tools such as Customer Advisory Boards, Sales Technology Tools, and other effective performance issues are examined.     

The Future of Managing Customers as Assets

SUMMARY

Most companies do a very poor job of determining the economic value of their customers. There are three primary reasons that this has been the case: (1) inadequacy of technology, (2) managements' internal focus on products (as opposed to customers), and (3) inadequacy of accounting systems. Each of these areas, however, has undergone rapid transformation in terms of their sophistication and managerial usefulness. As a result, it is manifest destiny that asset valuation and management will evolve to the evaluation of a company's most fundamental asset, its customers (i.e., customer lifetime value). Most managers have come to accept this inevitability. What managers fail to realize is just how radically an understanding of customer lifetime value will transform the business landscape. It will dramatically impact the breadth and type of data collected; the way managers view and segment customers; the types of experiences firms offer customers; the metrics executives provide to the financial markets; and the way companies structure and staff their organizations.     

Examining the Relationship Marketing,Marketing Productivity Paradigm

Abstract

The authors examine the relationship marketing research literature and identify three schools of thought regarding relationship marketing. The Inter-organizational, customer relationship, and customer valuation research perspectives are described and representative studies are discussed. The predominant conceptual approaches to marketing productivity in the research literature are identified and described. The shareholder value model of Srivastava, Shervani, and Fahey (1998) is selected as the most useful conceptual framework linking relationship marketing and marketing productivity. The linking constructs of customer equity and brand equity are identified as the critical conceptual connections between relationship marketing and marketing productivity. A research agenda is suggested, covering both conceptual and operational issues for further development of both relationship marketing and marketing productivity.     

基于顾客终生价值分析的营销策略研究

顾客终生价值 (CLV)是企业在与顾客关系持续的整个阶段中所获得的全部价值 ,由已实现价值 (RV)和未来价值 (FV)所构成。以已实现价值、未来价值为两轴 ,可将顾客分为四种不同的类型。为提高营销效果 ,针对每一类型的顾客 ,企业应采取不同的营销策略。     

The Climate for Service

SUMMARY

We develop a framework in which internal employees' diagnoses of their firm's service climate determine their role behavior towards customers and, ultimately, customer satisfaction, loyalty, retention and shareholder value. Elements of the framework include: (1) foun dation issues (fundamental human behavior issues like the presence of necessary resources and the quality of leadership), (2) internal service (the quality of service employees report they receive internally from others), (3) service climate (the degree to which management emphasizes service quality in all of its activities), and (4) customer-focused service behavior. How this research is done is reviewed and research supporting elements of the framework is described. How the approach can be adapted for promoting CLV goals is explicated and answers to some frequently asked questions about change to an organization with a service quality and CLV focus are described.     

CLV

SUMMARY

It is becoming increasingly clear from the literature that there is a need for a metric that can objectively measure future profitability of the customer to the firm. This paper traces the emergence of such a metric—the customer lifetime value (CLV) and discusses the two measures of computing CLV—the aggregate approach and the individual level approach. Subsequently, eight strategies that are available to firms for maximizing CLV are discussed. These strategies assist firms in deciding how to: select the best customer, make loyal customers profitable, optimally allocate the resources, pitch the right product to the right customer at the right time, link acquisition and retention to profitability, prevent customer attrition, encourage multi-channel shopping behavior, and maximize brand value. Each of these strategies was successfully implemented by different firms across various industries, resulting in significant increases in the bottom-line. Further, the challenges in implementing a CLV-based framework in a B-to-C organization are also discussed with an illustration.     

Salesperson CLV orientation's effect on performance

Previous studies show how strategies based on the customer lifetime value (CLV) can lead to an increase of profitability for a firm. In this context, marketing serves the purpose of maximizing CLV and customer equity (the CLV of current and future customers). For most types of service firms, salespeople are direct participants in implementing the CLV concept. However, prior research does not answer the question of whether or how salesperson CLV orientation can enhance profits. Using data on salespeople in a large Chilean retail bank, this study shows that the effect of salesperson CLV orientation on salesperson performance follows an S-shaped function (which is first convex and then concave). Additionally, data does not support the idea that the optimum level of CLV orientation depends on salesperson customer orientation, salesperson adaptive selling behavior, or salesperson experience (i.e., CLV-oriented behaviors could be effective across a wide range of salespeople). As such, this study addresses an important concern among researchers and managers that is related to how to increase the salesperson performance. The findings of this study suggest that firms need to monitor individual salesperson CLV orientation more closely.     

The logic of being illogical in strategic marketing planning

This article challenges the validity and usefulness of a conventional model of the sequence of stages in strategic marketing planning. Quite simply the conventional model ignores the organisational and human realities facing the planner. This paper proposes an “illogical” but iterative model of strategic marketing planning which is driven by the managerial understanding of the environment and knowledge of what tactical imperatives exist and constrain implementation. The advantages of explicitly recognising this “illogical” aspect of the planning process lie in: coping better with information demands made by executives in planning; allowing for psychological planning constraints and the obstacles created by the real nature of the manager's job; and in gaining the implementation of strategic marketing plans, with all that this implies for organisational and cultural change. The argument leads to an agenda of issues to be considered by the executive responsible for managing the strategic marketing planning process.     

Issues of Competitiveness

Abstract

This article investigates the forces that constrain Taiwanese-based corporations from improving quality and introducing and marketing new products. A total of 182 executives from the service and manufacturing sectors participated in the study. The results indicate that Taiwanese-based firms are optimistic about their competitive market position and about their respective industries. Furthermore, executives of these firms prefer to compete in regional and global markets. Absence of pride in a job well done, ineffective performance evaluation systems, and excessive government regulations were found to be the most important factors that may prohibit improvement in product quality. The results also reveal that various factors may hinder the development and marketing of new products. They are inattentiveness to consumer needs, top management's lack of attention to world competition and global opportunities, deterioration of the competitive spirit among employees and managers, absence of a flexible manufacturing strategy, volatile business environment, and too much focus on immediate results.     

A generalized framework for estimating customer lifetime value when customer lifetimes are not observed

Measuring customer lifetime value (CLV) in contexts where customer defections are not observed, i.e. noncontractual contexts, has been very challenging for firms. This paper proposes a flexible Markov Chain Monte Carlo (MCMC) based data augmentation framework for forecasting lifetimes and estimating customer lifetime value (CLV) in such contexts. The framework can be used to estimate many different types of CLV models—both existing and new. Models proposed so far for estimating CLV in noncontractual contexts have built-in stringent assumptions with respect to the underlying customer lifetime and purchase behavior. For example, two existing state-of-the-art models for lifetime value estimation in a noncontractual context are the Pareto/NBD and the BG/NBD models. Both of these models are based on fixed underlying assumptions about drivers of CLV that cannot be changed even in situations where the firm believes that these assumptions are violated. The proposed simulation framework—not being a model but an estimation framework—allows the user to use any of the commonly available statistical distributions for the drivers of CLV, and thus the multitude of models that can be estimated using the proposed framework (the Pareto/NBD and the BG/NBD models included) is limited only by the availability of statistical distributions. In addition, the proposed framework allows users to incorporate covariates and correlations across all the drivers of CLV in estimating lifetime values of customers.

---

Electronic supplementary material  The online version of this article (doi:) contains supplementary material, which is available to authorized users.