CLV_TAIWAN（EN）.pdf

michael.chen@decathlon.com
User Profile About Customer LifeTime Value (CLV)
中文

MORE FOCUS ON ENTRY
LEVEL SPORTS MARKET
RELATED SPORTS
ARE BIG POTENTIAL
ENTRY LEVEL
MARKET
CATCH THE FEVER
OF THE EVENT
HIGH MONEY VALUE
iNSIGHTS
FROM 2019
SPRING
ANALYSIS
MARKET
RELATED
FEVER
BRAND
VALUE
FAMILY
CHANNEL
MEMBER
BRAND IS KING
FAMILY TYPE USERS
SEPARATE CHANNEL-S
FOR SEPARATE USERS
OUR MEMBER CARD IS FOR
FAMILY NOT PERSONAL; WE
SHOULD FIND OUT OUR SPORTS
USERS BY PRODUCTS

Turn Data Insight
Into
Data Strategies

CUSTOMER MEMBER ACTIVE MEMBER RECOMMEND
# SEPARATE
CHANNEL-S FOR
SEPARATE USERS
USER PROFILE
1,2 + REWARD
1,2,3 + MEMBER
POLICIES
# CATCH THE
FEVER OF THE
EVENT
EVENT
RECOMMENDATI
ON + PRODUCTS
RECOMMENDATI
ON
# BRAND IS KING
RAISE
CUSTOMER
AWARENESS
# WE SHOULD
FIND OUT OUR
SPORTS USERS BY
PRODUCTS
PRODUCT
RELATION
ANALYSIS
#RELATED
SPORTS ARE BIG
POTENTIAL ENTRY
LEVEL MARKET
PREDICT
RELATIONAL
SPORT +
POTENTIAL
SPORTS
Turn Insight Into Strategies
USER PROFILE
Gender?
User?
How Much Money We Can Earn From Her?
How Much We Should Invest On Her?
CLV-Customer Life Time Value-Core Issue Of Customer
Jennifer’s
Age?
Location?
Active?
Customer?

WHAT IS CUSTOMER LIFETIME VALUE?

customer lifetime value (CLV or often CLTV), lifetime customer value
(LCV), or life-time value (LTV) is a prediction of the net profit attributed to
the entire future relationship with a customer.

[KEY INDEX - RFM]
Frequency x Monetary x Recency

[KEY INDEX - RFM]
FREQUENCY
Consumption frequency is the
number of purchases made by
customers within a limited
period. We can say that the most
frequently purchased customers
are also the most satisfied
customers. If you believe in
brand and store loyalty,
consumers who buy the most
often have the highest loyalty.
Increasing the number of
customer purchases means
stealing market share from
related parties and earning
turnover from the hands of
others.
FREQUENCY
According to this indicator,
we divide customers into
equal numbers. The
equalization analysis is
equivalent to a "loyalty
ladder". The trick is to keep
consumers climbing up the
ladder and think of sales as
Push customers who
bought twice up to
customers who bought
three times and turn
buyers into two.
always
sometimes
never

[KEY INDEX - RFM]
MONETARY
The amount spent is the
backbone of all database
reports, and it also verifies
Pareto ’s Law—80% of the
company ’s revenue comes
from 20% of its customers. It
shows that the top 10% of
customers spend at least
twice as much as the next
tier, and account for more
than 40% of the company's
total turnover.
MONETARY
If you have a small
budget and can only
provide service
information to 2,000 or
3,000 customers, would
you mail the information
to customers who
contribute 40% of their
revenue, or those
customers who are less
than 1%? Database
marketing is sometimes
that simple. The cost
saved by such marketing
will be considerable.

[KEY INDEX - RFM]
RECENCY
Theoretically, the customer who
had the last time to spend
should be a better customer, and
they are most likely to respond
to the provision of immediate
goods or services. If marketers
want performance to grow, they
can only rely on stealing
competitors 'market share, and if
they want to pay close attention
to consumers' purchase
behavior, the most recent
consumption is the first tool that
marketers must use.
RECENCY
History shows that if we can make
consumers buy, they will continue to
buy. This is why customers from 0 to
6 months received more
communications from marketers than
customers from 31 to 36 months. The
function of the latest consumption is
not only the promotional information
provided, but the latest consumption
report of the marketer can monitor
the soundness of the cause. Good
marketers regularly review the latest
consumption analysis to keep track of
trends. If the monthly report shows
that the customers who bought last
time are very close (the latest
consumption is 1 month), if the
number of customers increases, it
means that the company is a steady
growing company; on the contrary, if
the last purchase is one month, there
are fewer and fewer customers. It is a
symptom of the company's path to
imperfection.

USER PROFILE
FREQUENCY MONETARY RECENCY
Jennifer’s
How Is Jennifer’s User Profile?
Gender：Female
Age：22
Location：Taipei
Running Age：3 years
Event Experience：1
Running Place：GYM

What do you see from FREQUENCY & MONETARY ?
Frequency (One Year) Member Amount Frequency (One Year) Total Monetary (One Year)
1 603,854 One Year A Time 579309424.3
2 301,046 Half Year A Time 499066694.3
3 176,990 409325209.7
4 109,992 Three Month A Time 321828905.7
5 70,235 251175537
6 45,999 Two Month A Time 191826046.7
7 30,790 145367825.3
8 20,933 111438007
9 14,703 86373390
10 10,200 65064473.67
11 7,365 51043793.67
12 5,154 One Month A Time 38326542.67
13 3,921 31529371.33
14 2,857 24367329.67
15 2,222 19907772
16 1,591 14960977.33
17 1,187 11957315

Frequency (One Year) Per Member, per Year, Monetary Per Member, Per Time, Monetary Percentage
1 959.3534602 959.3534602 20.00719824
2 1657.775537 828.8877685 17.23591205
3 2312.702467 770.9008224 14.13657412
4 2925.930119 731.4825298 11.1147764
5 3576.216089 715.2432178 8.67467117
6 4170.222106 695.0370177 6.624959964
7 4721.267468 674.4667811 5.020465363
8 5323.556442 665.4445552 3.848655319
9 5874.54193 652.7268811 2.98301644
10 6378.869967 637.8869967 2.247085527
11 6930.589771 630.0536156 1.762863257
12 7436.271375 619.6892812 1.32365659
13 8041.155658 618.5504352 1.08890751
14 8528.991833 609.2137024 0.8415571623
15 8959.393339 597.2928893 0.6875405857
16 9403.505552 587.719097 0.5166966509
17 10073.55939 592.5623173 0.4129612977
18 10460.70247 581.1501371 0.3464616254
19 10877.14299 572.48121 0.2697211257
20 11487.25 574.3625 0.2491445538

Total Monetary (One Year)
Member Per Member, per Year, Monetary
Per Member, Per Time, Monetary

頻率上升 --- 年總消費金額上升
頻率上升 --- 單次消費金額下降
一年來一次的消費者人數最多
一年來一次的消費者單次消費金額最高
一年來超過24次一個月超過兩次偏離正常值
一年消費多少金額偏離正常值? 24*959=23,016 ?
員工一年消費多少金額偏離正常值? 24*959=23,016 * 2 ?

CLV?
CLV ＝ [ Monetary by Week x Total Weeks ] x Contribution Years
＝ ? x 52 x 20
Take Starbucks For Example
Student : May
Frequency: One a week to Starbucks.
Order: One Cup Of Coffee and One Piece Of Cake
Contribution Year : 20 years from now May will be
Starbucks customer

Decathlon’s CLV ?
CLV = [Monetary by Year] X Contribution Year
= [Frequency by Year＊Monetary per Time] x Contribution Year

迪卡儂的顧客終身價值?
age_group contribute_year
18-24 30
25-34 30
35-44 25
45-54 20
55-64 15
65 above 10
Contribution Year

Frequency
One Year
1 2 3 4 5 6 7 8 9 10
Per
Member,
Per Time,
Monetary
959.354 828.888 770.901 731.483 715.243 695.037 674.467 665.445 652.727 637.887
Age Group
Contribution
Year
18-24 30 28780.62 49733.28 69381.09 87777.96 107286.45 125106.66 141638.07 159706.8 176236.29 191366.1
25-34 30 28780.62 49733.28 69381.09 87777.96 107286.45 125106.66 141638.07 159706.8 176236.29 191366.1
35-44 25 23983.85 41444.4 57817.575 73148.3 89405.375 104255.55 118031.725 133089 146863.575 159471.75
45-54 20 19187.08 33155.52 46254.06 58518.64 71524.3 83404.44 94425.38 106471.2 117490.86 127577.4
55-64 15 14390.31 24866.64 34690.545 43888.98 53643.225 62553.33 70819.035 79853.4 88118.145 95683.05
65 above 10 9593.54 16577.76 23127.03 29259.32 35762.15 41702.22 47212.69 53235.6 58745.43 63788.7
迪卡儂的顧客終身價值

Decathlon’ s CLV Model
Focus on Now Value
# 計算方法: 實際消費金額 - 表定終身價值
- 愈年輕的會員愈值得我們投資,因其貢獻
區間越長
- 既然一年頻率24次,金額上限23,016為正
常值的界線,應將目標放在未達標的會員 ,
而不是少數已達標會員
Focus on Future Value
# 計算方法 : 實際消費金額 / 表定終身價值
- 35-44的會員最值得我們投資,縱使未來貢
獻
區間不長,但確保眼前主要獲利來源是最主
要的任務
- 根據伯雷托法(80/20)法則,80%的收入來自
20%的少數會員,因此專注在提高少數高貢
獻會員為重點
不同策略:滿額禮
不同策略:體驗分享
Total Monetary - CLV
Total Monetary
CLV

https://datastudio.google.com/u/0/reporting/1nTs8xoFdEaFvBAOgdON94MoVNRReURyX/page/0lKBB/edit
運動僅篩選到Universe因此金額包含KNG以外商品

USER PROFILE
FREQUENCY MONETARY RECENCY
Jennifer’s
性別：女
年齡：22
地區：台北
跑齡：3 年
參加馬拉松次數：1
跑步地點：健身房

THANK YOU!
User Insight Data Team
michael.chen@decathlon.com

Category
1. 什麼是顧客終身價值?
2. 關鍵數據:頻率(Frequency), 金額(Monetary)與最近一次拜訪(Recency)
3. 從RFM中我們看到了什麼?
多少frequency是合理 24
多少monetary是合理 23,016 FOR 1 YEAR
超級user還是超級員工?
4. 利用公式去計算出總表
5. 去除員工及可能的相關問題探討
6. 計算出frequency的ranking
7. 計算出monetary的ranking
8. 計算出剩餘價值
9. 超過剩餘價值怎麼辦? 會員分群的分水嶺追求現有高價值會員還是投資未來高成長
會員?
10. Model one : 追求高價值會員 -
11. Model two : 投資高潛力會員 -
12. 超級會員的組成? 團購戶? 一籃子分析?
13. 如何利用recency的資料
14. 以kalengi運動為例?

Personal Profile
每次造訪的平均消費金額
一季平均造訪次數
每季平均消費金額
顧客平均貢獻區間（The Average Customer Lifespan)
一個人與商家維持買賣關係的時間長度。在這個案例中已經假設星巴克的平均貢獻區間為
20年
LTV＝每週平均消費x 一年總週數(52) x 平均貢獻區間＝24.3 x 52 x 20＝$25272
https://www.awoo.com.tw/blog/how-to-calculate-ltv-cltv/

Understanding Customer Lifetime Value In
Retail
https://medium.com/miq-tech-and-analytics/understanding-customer-lifetime-value-in-retail-62eb62f44994

HOW TO MAKE SPORTS ACCESSIBLE TO MANY UNDER
THE DECATHLON PLATFORM PROJECT?
- INSIGHTS FROM TAIWAN RUNNING SPORTS MARKET-
(Advice : start with Ctrl+F5 =
present)
報告(中文) Report (English)
簡報(中文) 簡報中文連結2

DECATHLON USER INSIGHT JOURNEY DRIVEN BY DATA
https://docs.google.com/presentation/d/1DuWUIFkK3ustPGHV4MpApUEqWlMa6SNuMlAlWdg1pnM/edit#slide=id.p
數據驅動的使用者旅程

CLV_TAIWAN（EN）.pdf

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