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.     

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.

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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.     

“Let's make a deal:” Price outcomes and the interaction of customer persuasion knowledge and salesperson negotiation strategies

In response to increased consumer empowerment and frugality, many business-to-consumer (B2C) firms now negotiate “deals” with customers. Understanding how buyer and seller inputs affect negotiation outcomes is important because successful completion, or a closed sale, results in perceived value (based on the negotiated price) for both the customer and the seller. We suggest negotiation is influenced by the persuasion knowledge of the customer and the negotiation strategies used by the salesperson to manage conflicts that arise during the process. Using unique dyadic data from the automotive industry that combines multisource (salesperson and customer) survey data with objective purchase price information, we find that price outcomes and customer satisfaction depend on the different interactions of customer persuasion knowledge and salesperson negotiation strategies. The results suggest that perceived value may be generated for both the selling firm and the customer based on these unique inputs.     

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.     

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.     

Estimating travellers’ value when purchasing auxiliary services in the airline industry based on the RFM model

The recency/frequency/monetary value (RFM) segmentation framework remains a mainstay in the retailing industry to quantify consumer values. However, the RFM model does not consider the added value travelers ascribe to auxiliary services. We extend the RFM framework to an RFM-P model by considering the likelihood of purchasing ancillary services during travel (P). We proposed four traveler groups based on the RFM-P model using unique sales data provided by Chinese airline. The four customer groups were compared through the lens of personal and scenario characteristics to estimate travelers’ purchasing behaviours in airlines. The results help managers make market decisions and fill gaps left by consumer value theory and the RFM model in the retailing industry.     

A Partially Hidden Markov Model of Customer Dynamics for CLV Measurement

Customer lifetime value (CLV) measurement is challenging as it requires forecasting customers' future purchases. Existing stochastic CLV models for this purpose generally make the following assumptions: 1) purchase behavior of customers can be described by purchase frequency and the average monetary value of transactions, 2) customers keep the same purchase behavior pattern over time, 3) purchase frequency and monetary value are independent, and 4) customers are active during a limited period of time after which they permanently defect. We develop a new stochastic model that relaxes these four assumptions. First, in addition to the number of transactions and its monetary values, we also model purchase incidence decisions (i.e. whether or not to purchase). Second, our partially hidden Markov truncated–NBD-GG (PHM/TNBD-GG) model allows dynamic purchase patterns, dependence between purchase frequency and monetary value, and customers to become active after a few periods of temporary inactivity. Validation of our model on two datasets demonstrates that if assumptions 1 to 4 of existing stochastic models are violated our model produces more accurate forecasts of future customer behavior.     

Social Media and Value Creation: The Role of Interaction Satisfaction and Interaction Immersion

This research examines the effects of social media brand–consumer interactions on three types of customer value: customer lifetime value (CLV), customer influencer value (CIV) and customer knowledge value (CKV). By examining the differential effects of consumers' satisfaction and immersion with social-media brand interactions on CLV, CIV and CKV, the authors identify conditions under which interaction satisfaction and interaction immersion create value for brands. Results suggest that whereas interaction satisfaction positively influences both CLV and CIV, interaction immersion impacts both CIV and CKV. The authors identify social media strategies for brands related to interaction satisfaction and immersion that are based on the three types of customer value studied. The findings reported offer important managerial and theoretical implications with respect to the effects of discrete social media interactions on customer value creation.     

Understanding multi-channel consumer behavior: A comparison between segmentations of multi-channel purchases by product category and overall products

This study explores how customers utilize multiple channels in a recent retail environment. It provides a compatible framework for customer segmentation for overall products and major online-focused product categories, which reflect dynamic purchasing needs in multiple channels, using latent class cluster analysis and focusing on demographic characteristics. It extends prior studies’ frameworks by analyzing 15,938 Japanese single-source panelists’ data on low-involvement frequently purchased categories with customers’ demographics. The analyses revealed eight segments, including the specific properties of multi-channel enthusiasts. The findings imply that FMCG product classes and the corresponding consumer segments that are appropriate for cross-selling can be specified in our system, which incorporates possible future dynamic customer needs and can reduce the possibility of significant profit losses.     

“Yes,we do. Why not use augmented reality?” customer responses to experiential presentations of AR-based applications

Augmented reality (AR) is regarded as a visually transformative technology that enables consumers to gain immersive and enjoyable information about experience products/services during the purchasing process. Based on the stimulus-organism-response (S–O-R) paradigm, this study investigates how experiential AR applications (apps) influence customers' experiential value, in turn enhancing continued usage intention. Furthermore, perceived customer support plays an even more important role in enhancing customers’ continued usage intention. This study obtained data through an online survey of 437 customers of the YouCam Makeup app in Taiwan. We used SmartPLS software to analyze the data and test the hypotheses. The findings suggest that the features of an experiential AR app have a greater positive impact on hedonic value than utilitarian value; in turn, only hedonic value has a positive impact on continued usage intention. The results further demonstrate that the effect of hedonic value on continued usage intention is positively moderated by perceived customer support.     

For New Customers Only: A Study on the Effect of Acquisition Campaigns on a Service Company's Existing Customers' CLV

This study examines the effect of attractively priced acquisition campaigns on retention intention, and subsequently CLV, of existing customers. The main finding is that customers who are aware of the acquisition campaigns both have a significantly higher intention to stay and do actually stay longer than do customers who are unaware of these campaigns. However, since CLV is not only influenced by retention intention but also by revenues and costs, it is found that aware customers do not have a significantly different CLV than do unaware customers. The inclusion of attractiveness of the offer as an additional explanatory variable results in a positive effect of campaign attractiveness on retention intention, i.e. if the customer thinks the acquisition campaign is attractive, the retention intention will be higher. However, the effect that is found for intention cannot be directly translated in actual behavior.     

Effects of customer personal characteristics on the satisfaction-loyalty link: a multi-method approach

This study aims to examine the moderating effects of customer personal characteristics on the satisfaction-loyalty link in order to overcome potential response bias and common-method variance in the link by using both real-life purchasing behavior data and survey in a cross-method and panel data. Two separate data collection procedures dealt with survey and customer relationship management (CRM) data. A total of 391 members of restaurant loyalty program participated in the survey. Also, additional data were gathered on restaurant CRM. Data were analyzed using SEM and multi-group analysis. This study confirmed the nonlinear relationship between customer satisfaction and brand loyalty due to the significant moderating effects of customers’ personal characteristics on subsequent stages of the link.     

The Effects of Channel Experiences and Direct Marketing on Customer Retention in Multichannel Settings

In customer relationship management (CRM), it is critical for managers to understand how and when customers terminate their relationships with the company in order to make more accurate predictions for CLV. However, in many non-contractual settings, customer churn is not easily observed, which presents difficulty for estimating customer retention. In this research, we present a framework for estimating multichannel customer relationship dynamics in a non-contractual setting that flexibly allows for relationship revival and investigates the effects of different channel experiences and marketing communication on retention and profitability. We use a multi-segment, multivariate hidden Markov modeling framework to model three managerially relevant customer behaviors: purchase amount, purchase incidence, and channel choice. Using data from a multichannel clothing retailer, we uncover two latent relationship states that customers migrate to and from — an active state and an inactive state characterized by different levels of purchase frequency, responsiveness to marketing, and profitability. We find that an offline (retail-store) channel can be used to migrate customers from an inactive state to an active state, effectively serving the purpose of “education” or “revival,” whereas an online channel is most effective in keeping the existing active customers active, thus serving the purpose of “retention”. Using counterfactual analysis, we highlight an opportunity for the multichannel firm to optimize marketing strategies to dynamically manage and increase the retention and hence also the value of its customer base.     

基于口碑效应的客户终身价值改进模型

本文认为,客户终身价值(CLV)模型是客户关系管理的核心,企业决策者应将有限的资源投放到最有价值客户身上,保持和提高这些客户的价值,为企业赢得长远利益。文章在剖析前人客户终身价值模型的基础上,建立了基于口碑效应的客户终身价值改进模型,更客观地反映了客户消费行为,提高了客户终身价值模型预测的准确性。通过改进模型计算可以知道,满意客户因为积极的口碑效应使自身客户价值放大,不满意客户因为消极的口碑效应使自身客户价值缩小。     

Two-sided effects of customer participation: roles of relationships and social-interaction values in social services

This research aims to extend customer participation and value co-creation theory to the social-services sector, where consumer choice is restricted. This study examines the relationship between the value creation of participation and customer satisfaction in social services. The perceived value corresponding to different types of relationships was divided into company–customer (relationship value) and customer–customer (social-interaction value). To test hypotheses, data were collected via an online survey of customers using child-care centers in Korea. The participating customers had children who attended day-care centers, and the proposed hypotheses were tested using structural equation modeling. Empirical result shows that customer participation as information resource and customer participation as co-developer affect the relationship and social-interaction values. The most important and interesting result is that the relationship value has a positive effect, but the social-interaction value has a negative one on customer satisfaction. These results suggest that customer participation in social services has both positive and negative outcomes, which means that the social-interaction value of co-creation does not always lead to customer satisfaction in a choice-limited service such as child care. This study explains a counterintuitive and interesting relationship between the social-interaction value and customer satisfaction by validating the moderating role of social network service-based interaction intensity in child-care services.     

Unlocking the transformative potential of customer data in retailing

Retailers collect, process, and use large amounts of data about customers: what they buy, how they buy, when they buy – and when customer loyalty cards are used – who buys the product or service. The use of customer data within the customer relationship management (CRM) framework has largely remained one sided. The potential of customer data for the benefit of the customer’s well-being still needs to be addressed. Reverse use of customer data, i.e. the process of firms converting customer data into information that is meaningful for the customers, extends attention toward using customer data for the benefit of the customer. In addition, selling goods to customers retailers can revise customer data into relevant and meaningful information that can support their well-being. Consequently, the purpose of this study is to identify and illustrate the transformative potential of the reverse use of customer data in retailing. This is achieved by reviewing literature on CRM, S-D logic, and transformative consumer research, and conducting a case study of a food retailer using point-of-sale data to provide customers with information about the healthfulness of their food purchases. Anonymous customer feedback data is collected and analyzed, and as a result, the transformative potential of customer data is reflected through five themes: self-monitoring, enhanced diet, food literacy, peace of mind, and beyond food healthfulness. These themes illustrate customers’ well-being outcomes resulting from reverse use of customer data.     

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 Lifetime Value: Empirical Generalizations and Some Conceptual Questions

From the extant literature on Customer Lifetime Value (CLV), we identify four empirical generalizations (well-defined, consistent effects found by at least three different sets of authors): customer satisfaction, marketing efforts, cross-buying and multichannel purchasing all have positive relationships with CLV. The frequency and monetary value of previous purchases generally have a positive effect on CLV, although there are some contradictory findings in this regard. We identify additional issues that have received limited attention in the literature, but require further empirical study: the effects of pricing, earned rewards and promotions on CLV, managing a sequence of contacts to maximize response rates and CLV, and whether CLV can be forecasted sufficiently accurately. We also discuss additional conceptual issues that merit further research.     

Organic food corporate image and customer co-developing behavior: The mediating role of consumer trust and purchase intention

The impact of organic food corporate image on customers' surpassing purchasing behavior is absent in prior literature. Based on the S–O-R framework, the current study focuses on organic food member customers to explore the influence of corporate ability (CA) image and corporate social responsibility (CSR) image of organic food company on the consumption behavior and co-developing behavior of customers. The consumer samples came from 269 member customers of an organic food enterprise in southwest China. The results show that organic food company CA and CSR image positively affect consumer trust and co-developing behavior. CSR image enhances consumer trust and co-developing behavior than CA image does. Additionally, consumer trust and purchase intention play a multi-step mediating role in the relationship between corporate image (CA and CSR) and consumers' co-developing behavior. In conclusion, our findings provide new insights for understanding the relationship between the corporate image of organic food and the co-developing behavior of customers. The research results provide support for organic food companies that can effectively promote consumer trust, continuous purchase, and active engagement in the co-development of products and services by creating an image of ability and social responsibility.