1 - The image below shows a key tenant of the Customer Development Thesis.

When you acquire a customer, you have about three months to convert the customer to a second purchase before the customer fades away.
2 - The curve is virtually identical for most clients. Sure, some clients are better-than-average, some clients struggle (typically because of the product/merchandise offering, not due to marketing failures), but the shape of the relationship almost always looks like this.
3 - When you acquire the customer, the first month is critical. This is the month when the customer is most responsive. Every month thereafter the customer is lapsing, becoming increasingly less interested in a relationship going forward.
4 - After the third month, the customer generally becomes unresponsive.

Yes, some customers repurchase.

Yes, this adds up to decent numbers over time.

Yes, there is seasonality causing increased response.

Also - yes - the customer is fading away.
5 - I repeatedly encourage readers to employ Welcome Programs to maximize response during this three-month window.

The tactic is generally eschewed by readers - the tactic is not part of the normal marketing flow that marketers love.

But the tactic is necessary. Oh yes, it is!
6 - If you want a newly acquired customer to become loyal, you have to push the customer from the 1st purchase to the 2nd purchase.

You may as well do that when the customer is most responsive (i.e. first three months after a first purchase).
7 - If you nudge the customer (and it isn't easy) into a 2nd purchase fast, you gain the benefit of what is called "velocity".
8 - All things being equal, a customer will be more responsive if the customer has 2 purchases in 2 months than if the customer has 2 purchases in 22 months.

The Welcome Program increases future responsiveness due to improvements in "velocity".
9 - So, these are some of the reasons why a Welcome Program becomes really important if you ever want to have a database filled with loyal buyers.

Questions?
KH

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More from @minethatdata

7 Jul
1 - If you are an analyst, you are aware of one of the most challenging situations you'll face ... the situation where you are working for a controlling leader who thinks s/he is brilliant at analytics and is slow to make decisions.
2 - You've met this person.

The person is "analytical".

The person is "data driven".

The person "prescribes" how to look at issues ... your job is to be the query engine for this individual, not the analyst.

This person slows things down.

This person centralizes decisions.
3 - You really have three choices when working for this individual.

(a) Do what the person says and do it the way the person says to do it. You'll suffer, but the boss will be happy.

(b) Argue with the person. You'll suffer, and so will your boss.

(c) Be sneaky.
Read 9 tweets
4 Jul
1 - Since it is July 4 and you are an analyst awaiting a thrilling afternoon and evening, let's consider the role of data and the role of power in our jobs.
2 - We'll start with the definition of Liberty, since that's always a hot topic.

Liberty: "the state of being free within society from oppressive restrictions imposed by authority on one's way of life, behavior, or political views."
3 - The key phrase there for those of us data-centric folks is "restrictions".
Read 9 tweets
21 Jun
This kind of thing happens in retail all the time (i.e. you are the 5th-8th best team out of 30, here's why a writer thinks you are awful: theringer.com/2021/6/21/2254…)

It's easy for a pundit to point out flaws.

Notice that pundits seldom do the hard work (especially in retail)?
In retail (and in e-commerce) the "doing" is really hard.

A pundit might tell you that you just have to be "remarkable" ... that's all ... that's all you have to do.
Have you ever tried to be "remarkable"? The answer is yes. You try doing it every day. It's hard to be consistently "remarkable", isn't it?

If you could be consistent at it. you'd have eight figures in your checking account.
Read 8 tweets
17 Jun
1 - One of the dangers of "consultant communication" is the issuance of the phrase by a professional ... "Your ideas likely won't work because we are unique and we are special, and you probably don't understand our specific business model."

This is a red flag, folks.
2 - This is the way a professional tells you that they aren't going to change.
3 - It means that the professional quite likely agrees with your thesis, or can't find a way to fight your thesis. Without a way to fight your thesis, the professional develops a viewpoint that discredits the thesis ... "we're unique, we're special."
Read 19 tweets
15 Jun
1 - I've noticed that too few e-commerce professionals ... and almost no vendors (and it isn't their job to understand this) understand the fact that if few customers repurchase then the entire focus of the marketing department needs to be on customer acquisition.
2 - You'll miss this point if all you ever look at is conversion rates.
3 - Here's an example I just analyzed, with numbers scaled down to be easily understood.

The brand had 100 twelve-month buyers. 25% of those customers bought again in 2018. The brand then generated 70 new+reactivated buyers.

Next Years Buyer Count: 100*0.25+70 = 95.
Read 8 tweets
14 Jun
1 - This quote is misleading and true.

"Snapchatters spend 1.6x more than the average shopper across ALL Q4 shopping moments."
2 - I'm 100% confident that an analyst queried a database and found this outcome to be true.
3 - It's also a classic misread of a database.

Just because you can query a database doesn't mean you get accurate results. You write a query that is 100% correct and get a result that is bogus.

How so?
Read 7 tweets

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