Posts Tagged ‘customer lifetime value’

Launching A Digital Business – Customer Lifetime Value

Friday, June 10th, 2011

Launching a digital business is complicated, but when done right, can yield great rewards.  Online services are increasingly the dominant channel to inform, educate, entertain, and even protect consumers.   This digital explosion has spawned new sectors, business models, and successes, as recent IPO filings may indicate.  Our clients and prospects often inquire about how to best expand and manage their digital businesses, so I thought it would be beneficial to highlight three key topics every digital merchant should consider:  Customer Lifetime Value (CLV), global expansion, and Payment Card Industry (PCI) compliance.

What is Customer Lifetime Value (CLV) – and why should digital merchants care about it?

CLV measures the net present value of the cash flows attributable to an individual customer or potentially the customer segment.   Businesses naturally want to increase their average CLV across their different segments.  The formula noted in the link above highlights a few different variables that businesses can control:

  • The contribution margin generated by each customer (or customer segment)
  • The retention rates for those customers
  • The marginal cost of serving that customer

There are numerous calculators you can use to determine your organization’s CLV, and this example is just one of them.  Whether your business model revolves around subscription billing or is microtransaction-centric, providing a compelling service that people willingly pay for is the first step in establishing that customer relationship and ultimately that contribution margin.

Improve retention rates = increase CLV and revenues

Digital merchants can find easy “wins” to improve CLV, especially around retention rates.  Retention rates are affected not just by clients who actively opt-out, but also by payment failures.  A payment failure can happen, for example, when the Visa network goes down, or the customer is temporarily over his credit limit, or from other causes.  Understanding the reasons behind and overcoming these payment failures can add 10-12% to a digital merchant’s revenues, based on data from our broad digital merchant network.

CLV helps digital merchants determine customer acquisition processes.

Since CLV accounts for both the gross revenue and the cost of serving that customer segment, it provides an excellent mechanism of understanding the relative value of your various customer acquisition channels.  The channel that generates the largest gross revenues may not necessarily be your most profitable because of the inherent costs of that channel, whether in the form of fraud or even customer service costs.  Therefore, CLV is valuable for long term planning and acquisition optimization, and should be a key metric to track.

In upcoming blog posts, I’ll address the two other key topics to think about when launching a digital business:  (1) global expansion, and (2) the role of PCI and its effect on your digital business.

Data, Insights, and Best Practices

Wednesday, April 6th, 2011

The volume of data that now flows through CashBox (over $2bn worth last year) allows the marketers at our client companies to truly understand what’s happening in their business and compare it to the broader universe of the digital merchants that we service.  I’ve discussed in the past how SaaS Billing is really a Marketing asset, not just an operational necessity.  We’ve also been extremely vocal about the need for our clients to focus on long-term customer lives, whether this be for a subscription-style service or for a microtransaction service that uses a virtual currency.

Here is an example from an existing client that illustrates the importance of data. The chart below represents a cohort analysis of the subscribers to their 1-month plan. What it shows is that the average lifetime for subscribers to the monthly plan is about eight months or so. This client, however, does not offer an annual price plan and asked us whether we thought it would make sense. Based on this data, we said that if they offered a plan that generated more revenue than their average monthly lifetime value and that was at a discount to the annual value of their 1-month plan then, yes, it would make sense to do so assuming it fit with their business goals.  To put this into concrete terms, if their monthly plan was $10/mo, they could offer an annual plan anywhere from $81 to $119 and have it still make economic and subscriber sense.

We learn a lot about consumer behavior through our clients and the relative importance of changes to product and pricing mix on subscriber acquisition and retention, and look forward to sharing more of these insights on this blog in the future.

Subscription Billing’s Opposing Forces

Monday, December 6th, 2010

When going to market using subscription billing there are three diametrically opposed forces fighting you, the person who owns the active subscriber count as you try to acquire and retain the most customers possible. These forces are PCI, Account Updater, and customer data ownership. I want to focus on the balancing act between the first two.

These days, one of the primary mechanisms (other than using something like HOA on CashBox) to lowering the compliance burden and the actual risk of card disclosures is to use tokenization of those cards from your merchant acquirer, or gateway. Tokenization is simply an infrastructure at, for example, your gateway that will take the card you obtain from your customer on your checkout page, encrypt it for storage in their database, and hand you back a ‘handle’ to that card for future use. It doesn’t remove much of the compliance burden as credit cards still flow through your webserver and thus you still have to fully comply with PCI, but it does lower the risks of actual disclosure and shrinks the scope of your compliance efforts.

A surprising number of merchants are unaware of or don’t implement Account Updater, which is available from Visa and Mastercard in North America and some of Europe (Visa’s overview.) Account Updater functions in two ways. The primary way will automatically send card changes for customers that you’ve billed in the last six months to you so that you can seamlessly update their card before a billing event. The alternative way is for you to either proactively or after a billing failure ask if there has been an update on any given card. We’ve found that the absolute best result is to run Account Updater in both modes and spend time optimizing the latter mode for specific billing plan frequencies.

Unfortunately, the requirements of Account Updater and its impact on customer retention are at odds with the requirements of tokenization in support of PCI. Most of the tokenization projects at the various vendors do not take the product requirements of Account Updater into consideration. How does one query the Account Updater service for the new card that may have replaced the one that failed when all you have is a handle to the old card? Unless your vendor has specifically added this to their tokenization implementation you are hostage to their product roadmap to save some significant percentage of subscriber churn. When you recall that few vendors are focused on the challenges of digital content and services with subscriptions, and instead get the bulk of their revenue from one time purchase physical goods merchants it makes sense that these tokenization projects have usually not addressed Account Updater functionality.

At Vindicia, we’ve built CashBox to both take you completely out of the PCI compliance burden with HOA and to directly and richly implement Account Updater with our merchant acquirer partners. We’ve also made the commitment to you that your customer data is yours should you want to move on. Once you experience the revenue increase we deliver through increased customer retention, we doubt you will. But that commitment is there to help end the tension between customer data ownership and tokenization as well – which is something I’ll touch on in a later post.

Next Issue Media and the Future of Publishing

Tuesday, November 30th, 2010

Today, Vindicia and Next Issue Media, a joint venture of Time, Inc., News Corporation, Hearst, Condé Nast, and Meredith Corporation announced that Vindicia CashBox will power subscription billing and enable marketing metrics and customer retention for the next step in the publishing industry.

Next Issue Media has a go big or go home strategy. Vindicia’s proven scale and expertise in digital content and services were the keys to their decision to use our platform. In addition, our ability to support multiple business models – from subscriptions to microtransactions to hybrid models – helps companies navigate through new launches and business shifts over time.  Our team has lived these sorts of transitions from the first dollar collected all the way to billion dollar subscription businesses. We know what questions the marketing team needs to be able to answer and how to advise clients like Next Issue Media on how to respond to the story their marketing metrics are telling. We also understand the challenges of managing channel transition, both strategic and tactical. Many on our team have even run a little music magazine website or two once upon a time.

We’re excited about Morgan Guenther’s “go big” strategy and we can’t wait to move our periodical subscriptions to our electronic devices. Not only will readers appreciate this, but we predict that publishers will see a revenue lift and an increase in average subscription lengths.

I’m sure that my kitchen counter, where my magazines collect, will love this.

Customer Data Ownership

Monday, August 9th, 2010

New companies are being formed every day – here in Silicon Valley, we see a lot of activity and buzz around all of the companies that are creating the next big thing. This is always exciting to follow, but for us here at Vindicia, it is doubly interesting. We take note of the business models and the target markets for these startups as we’ve built our business on meeting the needs of companies selling digital goods online to consumers. One trend we’ve been seeing lately is a sharp growth in the number of consumer-focused startups. This is great, but as many players are new to accepting direct payments from consumers, considerable thought should be given to the business strategies and how to be successful both near- and long-term.

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