A message about customer lifetime value that tries to reach everyone reaches nobody. Attribution in this area of marketing and commercial practice is imperfect; that is not a reason to stop measuring it. Exercises escalate in difficulty, ending with the ambiguous situations that make the marketing and commercial practice discipline hard in practice. Comparative studies of customer lifetime value across sectors find the same handful of failure points recurring. The content is relevant to those who own the practice within marketing and commercial practice and to those who are held accountable for its results. Participants gain a clear basis for measuring what this part of marketing and commercial practice has actually achieved. Most organisations already have a policy on customer lifetime value; far fewer can show it working. The course covers this area of marketing and commercial practice at the level of detail needed to act, and stops there. It closes by agreeing the smallest change to the marketing and commercial practice discipline that would make a visible difference.
Expected Learning Outcomes
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Protect the brand while pursuing short-term targets in customer lifetime value.
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Anticipate the objections that customer lifetime value will attract internally and answer them in advance.
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Build the positioning for customer lifetime value around a claim competitors cannot honestly make.
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Plan the handover of customer lifetime value so that capability is not lost when key staff move on.
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Distinguish the parts of customer lifetime value that must be standardised from those that require judgement.
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Test creative and messaging on customer lifetime value before committing budget.
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Build the sales process for customer lifetime value so it is repeatable across the team.
Who Should Attend
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Commercial analysts measuring performance of customer lifetime value.
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Retail and channel managers executing customer lifetime value in the field.
