Do you know the profitability of your individual customers? In their book “Angel Customers & Demon Customers: Discover Which is Which, and Turbo-Charge Your Stock” authors Larry Selden and Geoffrey Colvin point out the pitfalls of one of the most common management mistakes: spending money to bring in customers who actually reduce the value of the firm.
At last, technology is making measuring the profitability of individual customers a much less daunting and expensive undertaking than before. Managers can then use this information to segment the customers by profitability and treat them accordingly. For example, Fidelity’s phone system identifies highly profitable customers and puts them in a faster queue so can they be served more quickly. This, of course, lengthens the time that the less profitable – or even unprofitable – customers stay on the phone, so they will tend to turn to less expensive means of contacting the company such as the web.
The authors propose five deadly sins that lead to misjudging the value of individual customers. Do you recognize any of these?
These ideas are right in step with what we teach our MBA students and program attendees when we show them how to evaluate the lifetime value of the customer, segment their customers into profitability groups and evaluate when the customer isn’t always right and may even need to be “fired”. This is also in keeping with research that Center faculty Mike Hutt and Beth Walker conducted for IBM Global Services which indicated that stronger alignment of their sales force and service organization would result in greater customer profitability. For more information about this research, check out CSL webcast on the topic.