1 - When you focus on Customer Development, you look for key inflection points that cause customers to become more valuable.
Most companies have a customer rebuy rate table that looks something like this (some better, some worse).
2 - Read down the "Freq = 1" column. This is the probability of a first-time buyer purchasing in the next year, given that the customer hasn't purchased in "x" months (that's the column labeled "Recency").
Tell me what you observe, compared to the other columns?
3 - That column shows us just how unlikely first-time buyers are to purchase again.
This is a credible company with good repurchase rates (overall). But after a first purchase, the customer is not terribly likely to buy again.
4 - And if you let the customer lapse, the odds of the customer buying again constantly get worse. So you HAVE to work hard to convert the customer to a second purchase, and quickly. That's why you have to have a credible Welcome Program.
5 - Please read across the Recency=1 row.
What are the rebuy rates for 1x buyers, 2x buyers, etc.?
6 - This is why focus on Loyalty, while important, is not as important as having a strong focus on converting a first-time buyer to a second-time buyer.
7 - You'll never have a loyal buyer if you don't first acquire the buyer.
You'll never have a loyal buyer if you don't convert the customer to a second order (hopefully quickly).
You'll never have a loyal buyer if you don't guide the buyer through Emergence (2nd-4th orders).
8 - The key, then, is not to focus on Customer Loyalty, and it is not to focus on Customer Acquisition.
The key is to have a process that moves a customer from Awareness to a 1st Purchase, then a Welcome Program that quickly converts a customer to order #2, then Emergence.
9 - If you do all of that (Awareness to Acquisition to Welcome to Emergence), you'll have more Loyal buyers than you previously had, and they'll throw money at you like it is going out of style.
Overly focusing on Loyalty causes you to miss out on every step prior to it.
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The other night on Clubhouse a guy gets invited to speak, and immediately begins the "RETAIL BRANDS ARE STUPID, THEY DON"T TAKE RISKS" mantra that vendor-centric folks leverage to sound like a Thought Leader. Just endless emptiness.
1 - Ok, let me share a story with you along these lines.
I spent one year (2000) working for a company called Avenue A ... one of the early inventors of the retargeting industry.
2 - We served a lot of retail brands, so it didn't surprise me that an employee wanted to spend a few hours learning how retail brands "worked from the inside".
1 - Why do I care about new customers when my industry obsesses with catering to best customers via omnichannel theory?
Good question!
It goes back almost 30 years.
2 - Ok, I was working at Lands' End in 1991. One of your Circulation Managers had a challenge. She had two segments of customers she mailed, and one she didn't. She knew how the mailed segments performed, but needed an estimate for the segment she didn't mail.
3 - Estimating segment performance for an un-mailed segment was easy ... I had done this work at the Garst Seed Company in the late 1980s. So I performed the exercise for her.
Out here, vendors scream at my clients to integrate everything. They want one big centralized customer data warehouse, and they want everybody using the centralized database supported by a centralized technology team.
"You need a 360 degree integrated omnichannel customer view."
And yet, everybody who has worked in retail / e-commerce knows that at some point the centralized thesis falls apart.
At some point, innovation becomes necessary, and the centralized process becomes too cumbersome, too slow, too rigid to facilitate innovation.
I read a tweet-storm tonight where the author suggested that Leadership isn't centralized but is instead local, and that a centralized group can offer support but otherwise should stand down and let localized Leaders perform.
There is much truth to this.
2 - I'll take you back to 1998 at Eddie Bauer ... that's 22 whopping years ago. My goodness.
I was moved into a Director of Circulation/Analytics role, which in the old days would have been similar to a VP of E-Commerce role today.
3 - But because of red tape at Eddie Bauer, I was essentially responsible for the profit and loss statement of the catalog/e-commerce division AND I reported to a DVP who reported to an SVP who reported to an EVP who reported to the CEO.