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Added for You - It's Almost Midnight! Do You Know Where Your Profitable Customers Are?
If you are trying to implement a business process management strategy, then you might have found that there can be difficulties involved. Getting the balance right between effective business management of people and using business process management software can be hard. If you don’t get the balance right, then your daily business activities will remain inefficient and prevent your business from prospering. However, there are ways to get round these business process management difficulties. If you are looking to improve the efficiency and productivity of your business and its daily processes, then here is some advice about the difficulties of implementing business process management.Hard to identify processesIdentifying business processes and separating the exact processes in your daily business operations can be really tough. Some processes will not be ideal for business process management implementation, whilst o
If you are so inclined, you can bring these assumptions together in a financial model that lets you forecast LCV with some precision. But, consider what you have learned already by taking these few steps. You're recognizing in a more focused, analytical way, that not all customers are the same. You see more clearly that the amount of sales to a customer is not all that matters. The margin is a lot higher for some customers that for others. Your company's expenses take on a different meaning, because they now generally reflect what it costs you to get, keep, and service your customers. You're thinking in terms of some of the key factors that impact the profitability of any of your customers. If you stop here, you have spent a few hours of your time, but you still have benefited from understanding more about how much you might make, or lose, from different groups of customers.
(There are two Business Management Tools on the Business Advisor Online site that will help you
If you’ve decided to use promotional umbrellas to publicize your company, you’ll want to opt for the highest quality that your budget can stand. When it comes to a promotional item that will get the use – and give your company the exposure that you get – with promotional umbrellas, you don’t want to skimp by handing out a poor quality product. Opting for a cheap promotional umbrella can actually cost your business more in the long run, and it certainly won’t give you all the benefits you get from choosing a better quality product in the first place.These days, when corporate gift-giving is such a common practice, business men have become far more discerning than they used to be. Cheap plastic pens have been replaced by stylish, sleek metal ones, and printed key rings by embossed leather fobs. Why reverse the process when your chosen marketing gift is a promotional umbrella? If anything, the quality of your gift becomes ev
What could be more relevant to any small business than having at least a basic understanding of customer profitability? Usually when a company looks honestly at its customers, the realization jumps off the page that you make a lot of money from some customers, you make less on another group, and you probably lose money on some. When you think in terms of the factors that drive this in your company, you can begin to take steps to make sure you retain the profitable ones and not spend too much of your time on the others.
There are several ways to look at customer profitability, but one of the best is to think in terms of the lifetime value of an individual customer. Lifetime customer value (LCV) is the amount of profit that you will realize from an individual customer over the time that that customer does business with you. Focusing on LCV gets you two things. First, it measures the profitability of your customers, not just the revenue, and, because there can be a big difference in margin and costs between customers, the amount of money you make can be very different. Second, LCV focuses on your overall, long-term relationship with customers, not recent transactions, and over time some relationships have the potential to be a lot more valuable than others.
The challenge, of course, is that when you start thinking about how to implement this concept, you quickly realize that it can be expensive and time consuming to collect the information you need to really impact your bottom line. But, what if you could get "80%" of the benefit of knowing the LCV of your customers for "20%" of the investment? Wouldn't you be willing to spend a few hours and maybe do a little tracking and forecasting, if it would make you more profitable? Here are some things you can do.
Start by creating a list of characteristics that describe both your ideal customers and your less than ideal customers. The objective is to identify both the quantifiable and the intangible factors that influence the profitability of an individual customer. For example, a long time customer, or a customer that makes multiple purchases, is better than a new one, for the obvious reason that it gives you a bigger revenue stream and the not so obvious reason that it doesn't cost you as much to market, sell to, and service that customer. A customer that has been in business for awhile, or buys higher margin products, or refers other business to you, or who you can use as a reference is a lot more valuable to you than one who is always pushing you on price, or takes up a lot of your time, or who requires that you stock inventory that you otherwise wouldn't, or who is just generally difficult to deal with. The more that you can quantify in describing these customers the better; but the intangibles are important, too, because there are hidden costs involved.
Then divide customers into 3, or 4 revenue groups. You can refine this later, if you want to, but you need a starting point. One place to begin is some combination of number of purchases, average sale amount, or total sales per customer. Looking at number and dollars of sales splits your customer base either by revenue (dollars), or activity (number). These are two of the important things that drive profitability.
Sometimes a better place to start, if you have the information, would be 3, or 4 divisions based on gross profit margin, or some other key profit driver. If you don't know gross profit margin by customer, you could divide your customer base by number, or dollars of sales, look at the margin for a few representative customers in each group, and make some assumptions about the margin for the entire group. The value of an initial division by gross profit margin is that you have already made a big profitability distinction in grouping your customers.
Finally, look at your expenses a little differently and break them into 4 categories. These 4 expense categories are cost of goods sold (the cost of making or buying the product you sell), sales and marketing (the cost to get and keep your customers), fulfillment (the cost to deliver your product to customers), and general and admin (everything else). A few assumptions have to be made here and in some cases you might have to split an expense between more than one of the four categories. But, once you've done this, you can look at your expenses in a different way - i.e. how they are affected by individual customer transactions.
In restating expenses and matching them to the revenue groups, keep in mind several things that can meaningfully impact the profitability of any customer group and ultimately the total profit of your business. The number of customers in each group is important, because some of your expenses will be related to this. For example, shipping and handling is partly driven by the number of customers that you ship to. The number of new, versus repeat buyers is key, because you really don't need to spread as much sales and marketing expense to the "old" customers as you are to the "new" ones. There may be costs related to a particular group for sales and marketing, or fulfillment. Fixed, versus variable costs are important, because you benefit from spreading fixed costs over as many customers as possible, while variable costs can rise or fall based on the number of customers that you service. And, finally, don't neglect to consider time you and you staff have to spend servicing customers. Salary expenses are fixed in total (at least in the short term), but the amount of time that a customer demands can vary greatly and in that sense can be "hidden" costs as you look at the profitability of any customer.
If you are so inclined, you can bring these assumptions together in a financial model that lets you forecast LCV with some precision. But, consider what you have learned already by taking these few steps. You're recognizing in a more focused, analytical way, that not all customers are the same. You see more clearly that the amount of sales to a customer is not all that matters. The margin is a lot higher for some customers that for others. Your company's expenses take on a different meaning, because they now generally reflect what it costs you to get, keep, and service your customers. You're thinking in terms of some of the key factors that impact the profitability of any of your customers. If you stop here, you have spent a few hours of your time, but you still have benefited from understanding more about how much you might make, or lose, from different groups of customers.
(There are two Business Management Tools on the Business Advisor Online site that will help you e The challenge, of course, is that when you start thinking about how to implement this concept, you quickly realize that it can be expensive and time consuming to collect the information you need to really impact your bottom line. But, what if you could get "80%" of the benefit of knowing the LCV of your customers for "20%" of the investment? Wouldn't you be willing to spend a few hours and maybe do a little tracking and forecasting, if it would make you more profitable? Here are some things you can do. Start by creating a list of characteristics that describe both your ideal customers and your less than ideal customers. The objective is to identify both the quantifiable and the intangible factors that influence the profitability of an individual customer. For example, a long time customer, or a customer that makes multiple purchases, is better than a new one, for the obvious reason that it gives you a bigger revenue stream and the not so obvious reason that it doesn't cost you as much to market, sell to, and service that customer. A customer that has been in business for awhile, or buys higher margin products, or refers other business to you, or who you can use as a reference is a lot more valuable to you than one who is always pushing you on price, or takes up a lot of your time, or who requires that you stock inventory that you otherwise wouldn't, or who is just generally difficult to deal with. The more that you can quantify in describing these customers the better; but the intangibles are important, too, because there are hidden costs involved. Then divide customers into 3, or 4 revenue groups. You can refine this later, if you want to, but you need a starting point. One place to begin is some combination of number of purchases, average sale amount, or total sales per customer. Looking at number and dollars of sales splits your customer base either by revenue (dollars), or activity (number). These are two of the important things that drive profitability. Sometimes a better place to start, if you have the information, would be 3, or 4 divisions based on gross profit margin, or some other key profit driver. If you don't know gross profit margin by customer, you could divide your customer base by number, or dollars of sales, look at the margin for a few representative customers in each group, and make some assumptions about the margin for the entire group. The value of an initial division by gross profit margin is that you have already made a big profitability distinction in grouping your customers. Finally, look at your expenses a little differently and break them into 4 categories. These 4 expense categories are cost of goods sold (the cost of making or buying the product you sell), sales and marketing (the cost to get and keep your customers), fulfillment (the cost to deliver your product to customers), and general and admin (everything else). A few assumptions have to be made here and in some cases you might have to split an expense between more than one of the four categories. But, once you've done this, you can look at your expenses in a different way - i.e. how they are affected by individual customer transactions. In restating expenses and matching them to the revenue groups, keep in mind several things that can meaningfully impact the profitability of any customer group and ultimately the total profit of your business. The number of customers in each group is important, because some of your expenses will be related to this. For example, shipping and handling is partly driven by the number of customers that you ship to. The number of new, versus repeat buyers is key, because you really don't need to spread as much sales and marketing expense to the "old" customers as you are to the "new" ones. There may be costs related to a particular group for sales and marketing, or fulfillment. Fixed, versus variable costs are important, because you benefit from spreading fixed costs over as many customers as possible, while variable costs can rise or fall based on the number of customers that you service. And, finally, don't neglect to consider time you and you staff have to spend servicing customers. Salary expenses are fixed in total (at least in the short term), but the amount of time that a customer demands can vary greatly and in that sense can be "hidden" costs as you look at the profitability of any customer. If you are so inclined, you can bring these assumptions together in a financial model that lets you forecast LCV with some precision. But, consider what you have learned already by taking these few steps. You're recognizing in a more focused, analytical way, that not all customers are the same. You see more clearly that the amount of sales to a customer is not all that matters. The margin is a lot higher for some customers that for others. Your company's expenses take on a different meaning, because they now generally reflect what it costs you to get, keep, and service your customers. You're thinking in terms of some of the key factors that impact the profitability of any of your customers. If you stop here, you have spent a few hours of your time, but you still have benefited from understanding more about how much you might make, or lose, from different groups of customers. (There are two Business Management Tools on the Business Advisor Online site that will help you Then divide customers into 3, or 4 revenue groups. You can refine this later, if you want to, but you need a starting point. One place to begin is some combination of number of purchases, average sale amount, or total sales per customer. Looking at number and dollars of sales splits your customer base either by revenue (dollars), or activity (number). These are two of the important things that drive profitability. Sometimes a better place to start, if you have the information, would be 3, or 4 divisions based on gross profit margin, or some other key profit driver. If you don't know gross profit margin by customer, you could divide your customer base by number, or dollars of sales, look at the margin for a few representative customers in each group, and make some assumptions about the margin for the entire group. The value of an initial division by gross profit margin is that you have already made a big profitability distinction in grouping your customers. Finally, look at your expenses a little differently and break them into 4 categories. These 4 expense categories are cost of goods sold (the cost of making or buying the product you sell), sales and marketing (the cost to get and keep your customers), fulfillment (the cost to deliver your product to customers), and general and admin (everything else). A few assumptions have to be made here and in some cases you might have to split an expense between more than one of the four categories. But, once you've done this, you can look at your expenses in a different way - i.e. how they are affected by individual customer transactions. In restating expenses and matching them to the revenue groups, keep in mind several things that can meaningfully impact the profitability of any customer group and ultimately the total profit of your business. The number of customers in each group is important, because some of your expenses will be related to this. For example, shipping and handling is partly driven by the number of customers that you ship to. The number of new, versus repeat buyers is key, because you really don't need to spread as much sales and marketing expense to the "old" customers as you are to the "new" ones. There may be costs related to a particular group for sales and marketing, or fulfillment. Fixed, versus variable costs are important, because you benefit from spreading fixed costs over as many customers as possible, while variable costs can rise or fall based on the number of customers that you service. And, finally, don't neglect to consider time you and you staff have to spend servicing customers. Salary expenses are fixed in total (at least in the short term), but the amount of time that a customer demands can vary greatly and in that sense can be "hidden" costs as you look at the profitability of any customer. If you are so inclined, you can bring these assumptions together in a financial model that lets you forecast LCV with some precision. But, consider what you have learned already by taking these few steps. You're recognizing in a more focused, analytical way, that not all customers are the same. You see more clearly that the amount of sales to a customer is not all that matters. The margin is a lot higher for some customers that for others. Your company's expenses take on a different meaning, because they now generally reflect what it costs you to get, keep, and service your customers. You're thinking in terms of some of the key factors that impact the profitability of any of your customers. If you stop here, you have spent a few hours of your time, but you still have benefited from understanding more about how much you might make, or lose, from different groups of customers. (There are two Business Management Tools on the Business Advisor Online site that will help you In restating expenses and matching them to the revenue groups, keep in mind several things that can meaningfully impact the profitability of any customer group and ultimately the total profit of your business. The number of customers in each group is important, because some of your expenses will be related to this. For example, shipping and handling is partly driven by the number of customers that you ship to. The number of new, versus repeat buyers is key, because you really don't need to spread as much sales and marketing expense to the "old" customers as you are to the "new" ones. There may be costs related to a particular group for sales and marketing, or fulfillment. Fixed, versus variable costs are important, because you benefit from spreading fixed costs over as many customers as possible, while variable costs can rise or fall based on the number of customers that you service. And, finally, don't neglect to consider time you and you staff have to spend servicing customers. Salary expenses are fixed in total (at least in the short term), but the amount of time that a customer demands can vary greatly and in that sense can be "hidden" costs as you look at the profitability of any customer. If you are so inclined, you can bring these assumptions together in a financial model that lets you forecast LCV with some precision. But, consider what you have learned already by taking these few steps. You're recognizing in a more focused, analytical way, that not all customers are the same. You see more clearly that the amount of sales to a customer is not all that matters. The margin is a lot higher for some customers that for others. Your company's expenses take on a different meaning, because they now generally reflect what it costs you to get, keep, and service your customers. You're thinking in terms of some of the key factors that impact the profitability of any of your customers. If you stop here, you have spent a few hours of your time, but you still have benefited from understanding more about how much you might make, or lose, from different groups of customers. (There are two Business Management Tools on the Business Advisor Online site that will help you If you are so inclined, you can bring these assumptions together in a financial model that lets you forecast LCV with some precision. But, consider what you have learned already by taking these few steps. You're recognizing in a more focused, analytical way, that not all customers are the same. You see more clearly that the amount of sales to a customer is not all that matters. The margin is a lot higher for some customers that for others. Your company's expenses take on a different meaning, because they now generally reflect what it costs you to get, keep, and service your customers. You're thinking in terms of some of the key factors that impact the profitability of any of your customers. If you stop here, you have spent a few hours of your time, but you still have benefited from understanding more about how much you might make, or lose, from different groups of customers. (There are two Business Management Tools on the Business Advisor Online site that will help you easily gain a financial perspective on the Lifetime Customer Value of your customers. The Simple Calculation LCV Model provides a high level calculation; it does not require you to have collected detailed customer information, but will still give you a reasonable LCV estimate. The Detailed Calculation LCV Model lets you include more information in the calculation and helps to estimate expenses in the four categories outlined in this week’s feature article.)
Are you advertising right now in a publication? If you are, how’s it working for you?
Did you know that most business ads:
Look all the same as everyone else’s Provide no real reason to choose their company over a competitorUse tired, overused phrases that customers don’t believe or care about, like, “We’ve got great service”, or “been around since 1776”. Don’t give the prospect a call to action – something that specifically tells them “Do this now!”Neglect to focus on what their customers REALLY want
So why don’t more businesses, including your competitors stop wasting money?
It’s simple; business owners have been fooled into thinking that the main reason why their ad didn’t get any action was that no one reads the publication.of money you make can be very different. Second, LCV focuses on your overall, long-term relationship with customers, not recent transactions, and over time some relationships have the potential to be a lot more valuable than others.
My first experience of the power of a postcard came when I decided to print up a couple postcards on my personal printer and hit the streets to start my marketing campaign. These cards were just black ink on yellow paper, nothing fancy. I distributed approximately 50 cards to different business owners at a busy business community. I chose businesses because I thought they were my greatest prospects, since I was in the graphic design and printing business.I must confess that it was not easy, but I was motivated simply because there were no other alternatives for me at the time. It was more of a survival situation for me. Another motivating factor was that before I could make it back to my little home office, I got a couple of calls. People were already starting to show interest.I could go on and tell numerous stories of how I used postcards to initiate business contact, make sales, and build business relations
There is a lot on the internet about starting your own medical transcription business and that is a wonderful idea! But did you know you can work from home as an employee?Many people do not want to have to contact doctors and hospitals to obtain their own clients. This is why being an employee is so attractive. It is sometimes difficult to get your own clients if you live in smaller cities or rural areas. There usually isn't much employment at all in rural and smaller areas without commuting a good distance to find work.If you are an experienced transcriptionist and generally have around two years experience, you could be hired by the many companies in the United States that will provide the work for you. Many of these companies have health insurance, 401K, life insurance and other benefits.Another advantage is if you move anywhere you can take your job with you and that truly is a luxury. Although the
Life, and change management, and people’s behaviors, are not linear. Excuse my language – I’m assuming the reader’s understanding of mathematics is similar to mine, which is that I just about get it, and I’m ready to go back to the textbooks if necessary. So don’t panic, bear with me. There is something about our education that assumes linear connections and the proportionality of cause and effect. After all, ideas such as ‘the punishment must fit the crime’ are deeply embedded in our culture. We praise measured responses and balanced reactions. ‘Proportional response’, for example, is a military term indicating the degree of force to use when attacked. The language of cause and effect is well-embedded into our education, too, so it’s no surprise that the idea of output being proportional to input seems eminently logical. ‘So much of this, will produce so much of that.’ ‘You increase this, you get more of that.’ There is a predo
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