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{{tone|date=March 2012}}
{{tone|date=March 2012}}
'''Customer value maximization''' ('''CVM''') is a real-time service model that, proponents say, goes beyond basic [[customer relationship management]] (CRM) capabilities, identifying and capturing maximum potential from prospects and existing customers.<ref>{{Cite book|url=https://www.worldcat.org/oclc/799019107|title=Superior customer value/ Buch.|date=2012|publisher=CRC|isbn=9781439861288|oclc=799019107}}</ref>
'''Customer value maximization''' ('''CVM''') is a real-time service model that, proponents say, goes beyond basic [[customer relationship management]] (CRM) capabilities, identifying and capturing maximum potential from prospective and existing customers.<ref>{{Cite book|title=Superior customer value/ Buch.|date=2012|publisher=CRC|isbn=9781439861288|oclc=799019107}}</ref>


== Customer-centricity ==
== Customer-centricity ==


The CVM framework evaluates current methods and effectiveness, makes changes where required, and sets up a measurement system that helps in evaluating effectiveness. The CVM framework operates as a continuous process in a closed loop.<ref>{{Cite book|url=https://www.worldcat.org/oclc/300310255|title=Superior customer value in the new economy concepts and cases|last=Art.|first=Weinstein,|last2=Art.|first2=Weinstein,|date=2004|publisher=CRC Press|isbn=0203501497|oclc=300310255}}</ref>
The CVM framework evaluates current methods and effectiveness, makes changes where required, and sets up a measurement system that helps in evaluating effectiveness. The CVM framework operates as a continuous process in a closed loop.<ref>{{Cite book|title=Superior customer value in the new economy concepts and cases|last1=Art.|first1=Weinstein|last2=Art.|first2=Weinstein|date=2004|publisher=CRC Press|isbn=0203501497|oclc=300310255}}</ref>


The CVM framework is closely related to the idea of [[Customer lifetime value|customer-lifetime-value.]]
== Marketing scenario ==


One of the strategies to maximize the value that each customer generates is to split customers into defined segments, a process called [[Market segmentation|client segmentation]].
Today customers own the on and off switches to all media/mediums, are more knowledgeable about various products and services they are being marketed to and have very limited attention spans owing to existing clutter. The remote, so to speak, is now unmistakably in the customers' hands. Most marketers have realized that traditional methods of marketing simply don’t work in this new milieu. They are today actively seeking, investing and mastering newer methods and tools that go beyond making their brands merely visible to ones that allow better consumer understanding, precise targeting, customized offering and above all that which engage and let them have a two-way conversation with their customers. For the progressive marketer, the real challenge begins from this stage.<ref>{{Cite news|url=https://thefinancialbrand.com/64996/financial-marketing-trends-technology-media-cmo/|title=Financial Marketers Not Ready For The Future|date=2017-04-24|work=The Financial Brand|access-date=2017-05-16|language=en-US}}</ref>


== Marketing challenges ==
== Marketing challenges ==


Marketing challenges can be predominantly dissected into 4 categories:
Marketing challenges can be predominantly dissected into four categories:


* '''Lifecycle challenges''' include driving usage of a product/service, new client acquisition, enabling cross-sell, up-sell, client retention, activation, usage, preventing [[Churn rate|churn]] etc.<ref>{{Cite news|url=https://hbr.org/1965/11/exploit-the-product-life-cycle|title=Exploit the Product Life Cycle|work=Harvard Business Review|access-date=2017-05-16}}</ref>
* '''Lifecycle challenges''' include driving usage of a product/service, new client acquisition, enabling [[Cross-selling|cross-sell]], [[Upselling|up-sell]], client [[Retention rate|retention]], activation, usage, [[Churn rate|churn]] prevention, etc.<ref>{{Cite news|url=https://hbr.org/1965/11/exploit-the-product-life-cycle|title=Exploit the Product Life Cycle|work=Harvard Business Review|access-date=2017-05-16}}</ref>
* '''Segment-based challenges''' Companies have the need to reach out to each customer in a different way suiting their needs and this is all the more the case when the company has multiple products/product variants. They need to reach out in a focused manner to independent segments that require varying strategies.<ref>{{Cite news|url=https://www.b2binternational.com/publications/b2b-segmentation-research/|title=Market Segmentation in B2B Markets {{!}} B2B Segmentation|work=B2B International|access-date=2017-05-16|language=en-US}}</ref>
* '''Segment-based challenges''' Companies will reach out to each customer in a different way to suit their needs, especially when the company has multiple products/product variants. They need to reach out in a focused manner to independent segments that require varying strategies.<ref>{{Cite news|url=https://www.b2binternational.com/publications/b2b-segmentation-research/|title=Market Segmentation in B2B Markets {{!}} B2B Segmentation|work=B2B International|access-date=2017-05-16|language=en-US}}</ref>
* '''Channel-based challenges''' Most companies adopt a multi-channel strategy in order to take their products or services to their customers. Each channel- be it a store, online, mobile etc. needs to be tackled in a different way to ensure maximization of results. In addition to this channel, cannibalization should also not happen.<ref>{{Cite news|url=https://blog.hubspot.com/blog/tabid/6307/bid/33820/5-major-challenges-marketers-face-and-how-to-solve-them.aspx#sm.000o4u5vs14d1d24qtf12erw39363|title=7 of the Top Marketing Challenges Marketers Face Today [New Data]|last=Kolowich|first=Lindsay|access-date=2017-05-16|language=en}}</ref>
* '''Channel-based challenges''' Most companies adopt a multi-channel strategy in order to take their products or services to their customers. Each channel (store, online, mobile, etc.) needs to be tackled differently to ensure maximization of results. The increasing number of touch-points that each customer faces, has led marketers to grow increasingly reliant on machine-learning and AI models when calculating CVM models.<ref>{{Cite web|date=2020-12-17|title=Four Essential Analyses for a Successful FMCG Brand Online Performance|url=http://civalue.levit.dev/blog/omnichannel-personalization/four-essential-analyses-for-a-successful-fmcg-brand-online-performance/|access-date=2021-03-15|website=ciValue|language=en-US}}</ref>
* '''Function-based challenges''' When companies invest in marketing programs they look for methods that help them evaluate and track how it works and to measure [[Return on investment|ROI]]. Systems to manage their programs, maximize results and optimize spends are all that companies keep looking for.<ref>{{Cite web|url=https://www.ama.org/publications/MarketingNews/Pages/7-big-problems-marketing.aspx|title=7 Big Problems in the Marketing Industry|website=www.ama.org|language=en-us|access-date=2017-05-16}}</ref>
* '''Function-based challenges''' When companies invest in marketing programs, they look for methods that help them evaluate and track how they work and measure [[Return on investment|ROI]]. Systems to manage their programs, maximize results and optimize spends are all that companies keep looking for.<ref>{{Cite web|url=https://www.ama.org/publications/MarketingNews/Pages/7-big-problems-marketing.aspx|title=7 Big Problems in the Marketing Industry|website=www.ama.org|date=April 2016 |language=en-us|access-date=2017-05-16}}</ref>


== Features ==
== Features ==


* Grow value<ref>{{Cite web|url=http://www.mckinsey.com/~/media/mckinsey%20offices/spain/pdfs/driving_intelligent_growth.ashx|title=Driving Intelligent Growth with Customer Value Maximization|last=Anna|first=Fiorentino|date=December 2010|website=|archive-url=|archive-date=|dead-url=|access-date=|archiveurl = https://web.archive.org/web/20150219200751/http://www.mckinsey.com/~/media/mckinsey%20offices/spain/pdfs/driving_intelligent_growth.ashx|archivedate = 19 February 2015}}</ref>
* Growth in value<ref>{{Cite web|url=http://www.mckinsey.com/~/media/mckinsey%20offices/spain/pdfs/driving_intelligent_growth.ashx|title=Driving Intelligent Growth with Customer Value Maximization|last=Anna|first=Fiorentino|date=December 2010|url-status=|archiveurl = https://web.archive.org/web/20150219200751/http://www.mckinsey.com/~/media/mckinsey%20offices/spain/pdfs/driving_intelligent_growth.ashx|archivedate = 19 February 2015}}</ref>


==See also==
==See also==
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* [[Trigger based marketing|Trigger-based marketing]]
* [[Trigger based marketing|Trigger-based marketing]]
* [[Up-selling]]
* [[Up-selling]]
* [[Value added selling]]
* [[Value-added selling]]
}}
}}


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{{reflist}}
{{reflist}}


[[Category:Marketing terminology]]
[[Category:Customer relationship management]]
[[Category:Brand management]]
[[Category:Brand management]]
[[Category:Marketing software]]
[[Category:Marketing software]]
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[[Category:Strategic management]]
[[Category:Strategic management]]
[[Category:Professional studies]]
[[Category:Professional studies]]
[[Category:Marketing stubs]]
[[Category:Financial technology]]
[[Category:Financial technology]]
[[Category:Banking technology]]
[[Category:Banking technology]]
[[Category:Sales]]
[[Category:Sales]]


{{Marketing-stub}}

Latest revision as of 12:50, 2 December 2024

Customer value maximization (CVM) is a real-time service model that, proponents say, goes beyond basic customer relationship management (CRM) capabilities, identifying and capturing maximum potential from prospective and existing customers.[1]

Customer-centricity

[edit]

The CVM framework evaluates current methods and effectiveness, makes changes where required, and sets up a measurement system that helps in evaluating effectiveness. The CVM framework operates as a continuous process in a closed loop.[2]

The CVM framework is closely related to the idea of customer-lifetime-value.

One of the strategies to maximize the value that each customer generates is to split customers into defined segments, a process called client segmentation.

Marketing challenges

[edit]

Marketing challenges can be predominantly dissected into four categories:

  • Lifecycle challenges include driving usage of a product/service, new client acquisition, enabling cross-sell, up-sell, client retention, activation, usage, churn prevention, etc.[3]
  • Segment-based challenges Companies will reach out to each customer in a different way to suit their needs, especially when the company has multiple products/product variants. They need to reach out in a focused manner to independent segments that require varying strategies.[4]
  • Channel-based challenges Most companies adopt a multi-channel strategy in order to take their products or services to their customers. Each channel (store, online, mobile, etc.) needs to be tackled differently to ensure maximization of results. The increasing number of touch-points that each customer faces, has led marketers to grow increasingly reliant on machine-learning and AI models when calculating CVM models.[5]
  • Function-based challenges When companies invest in marketing programs, they look for methods that help them evaluate and track how they work and measure ROI. Systems to manage their programs, maximize results and optimize spends are all that companies keep looking for.[6]

Features

[edit]
  • Growth in value[7]

See also

[edit]

References

[edit]
  1. ^ Superior customer value/ Buch. CRC. 2012. ISBN 9781439861288. OCLC 799019107.
  2. ^ Art., Weinstein; Art., Weinstein (2004). Superior customer value in the new economy concepts and cases. CRC Press. ISBN 0203501497. OCLC 300310255.
  3. ^ "Exploit the Product Life Cycle". Harvard Business Review. Retrieved 2017-05-16.
  4. ^ "Market Segmentation in B2B Markets | B2B Segmentation". B2B International. Retrieved 2017-05-16.
  5. ^ "Four Essential Analyses for a Successful FMCG Brand Online Performance". ciValue. 2020-12-17. Retrieved 2021-03-15.
  6. ^ "7 Big Problems in the Marketing Industry". www.ama.org. April 2016. Retrieved 2017-05-16.
  7. ^ Anna, Fiorentino (December 2010). "Driving Intelligent Growth with Customer Value Maximization". Archived from the original on 19 February 2015.


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