This document discusses how to analyze and monitor the health of a customer base using cohort analysis. It makes three key points:
1. Always "equalize" customers by capping cohort comparisons at a set age to avoid false alarms from older cohorts having more lifetime value.
2. Use "milestones reached" metrics like percentage reaching a second order or discount rate to track cohort behavior better than average metrics.
3. Monitor the active customer base size and response rather than total customers to remove the effects of churned and new customers which can obscure the picture. The focus should be on the customer segments that are most important to the business.
Hacia la construcción de nuestro mapa socioterritorialMarcelo Pavka
“los mapas colectivos o sociales son el resultado de un proceso democrático de construcción de conocimiento pues se elaboran a partir de la puesta en común del saber colectivo”
Morphing GA into an Affiliate Analytics MonsterPhil Pearce
How to hack GA's native campaign tracking, leverage 1st party cookie power and align GA's sessionisation logic more closely with 30 day affiliate systems.
IDENTIFY THE BEST CONVERTING SOURCE AND ASK YOURSELF “IS THIS
DIG IN FURTHER INTO INDIVIDUAL CAMPAIGNS AND ASK YOURSELF “WHICH ONES DO I KEEP OR DUMP?”
Cohort Analysis: What Is It? Why Does It Matter? FIGURE OUT HOW TO GET REPEAT BEHAVIOR AND FORM HABIT LOOPS
Cohort Analysis Who sticks around from one time period to another? Analyzing cohorts increases your chances of having people upgrade over time or buy again. If you don’t have good retention, nothing else matters. Brian Balfour, VP Growth, Hubspot • What % of the user base is still active? • What differentiates groups of people? • What actions can you take to make people stay?
Example Cohort Report
This row shows how many people signed up in February 2015.
This row shows how many people signed up in July 2015.
People signed up in February 2015. People signed up in July 2015.
These columns show how many months have elapsed since the sign up month.
These cells represent the % of people that have come back within the first month since signing up.
Darker cells represent hot spots of high retention rate. Lighter cells represent low retention rates.
The most important thing is the curve of this line.
This is a bad retention curve because this line reaches 0.
Retention starts at 40% at the first month, which means you’ve already lost 60% of your original users.
By month two, you’ve dropped to 15% of your original users.
By month 3 and onwards, barely any original users are present.
Over the course of 3 months, you’ve essentially lost all of your users.
This is a good retention curve because this line NEVER reaches 0.
Retention starts at 100% in the first month, meaning everyone has stuck around.
From month 2 onwards, you drop to 40%, but maintain there.
With improvements to your marketing, product, and efforts, you hope to increase retention every month.
1. Click on the cell 2. Click on the “View the 102 people”
Use the words and phrases from customer responses in the marketing copy to increase conversions
Message Experimentation
Thomas H. Davenport, Professor, Babson College Experimentation Figure out how one channel works for you. Experiment on other channels to figure out how to get them to work. • What do you do now that could be improved? • What inputs do you control? • Do you have a culture of using data to make decisions? The real payoff will happen when the organization as a whole shifts to a test-and-learn mind-set
This is where we lifted product adoption by 12%.
Notification • 17.2% conversion rate • over 2 months • 538 conversions
Lightbox • 30.84% conversion rate • over 3 days • 278 conversions
1 Perception is everything. Tap into values, feelings and storytelling within your marketing. 2 Segment your audience to identify the best performing customer groups - then optimize. 4 Experimentation grants huge lifts if you have the culture and process.
Measuring the Effectiveness of Customer Health ModelTotango
In Part 2 of our customer health webinar series, we take a more advanced look at health and dive into measuring the effectiveness of a customer health model.
In this presentation, Totango and customer, Feedvisor, share best practices to building and measuring a customer health score (CHS). Learn Feedvisor’s four stage approach to building a CHS and adjusting it to give better churn, renewal, and upsell predictions. Totango shares best practices on when and how to modify your health model and ways health should be incorporated into your team's daily activities.
Hacia la construcción de nuestro mapa socioterritorialMarcelo Pavka
“los mapas colectivos o sociales son el resultado de un proceso democrático de construcción de conocimiento pues se elaboran a partir de la puesta en común del saber colectivo”
Morphing GA into an Affiliate Analytics MonsterPhil Pearce
How to hack GA's native campaign tracking, leverage 1st party cookie power and align GA's sessionisation logic more closely with 30 day affiliate systems.
IDENTIFY THE BEST CONVERTING SOURCE AND ASK YOURSELF “IS THIS
DIG IN FURTHER INTO INDIVIDUAL CAMPAIGNS AND ASK YOURSELF “WHICH ONES DO I KEEP OR DUMP?”
Cohort Analysis: What Is It? Why Does It Matter? FIGURE OUT HOW TO GET REPEAT BEHAVIOR AND FORM HABIT LOOPS
Cohort Analysis Who sticks around from one time period to another? Analyzing cohorts increases your chances of having people upgrade over time or buy again. If you don’t have good retention, nothing else matters. Brian Balfour, VP Growth, Hubspot • What % of the user base is still active? • What differentiates groups of people? • What actions can you take to make people stay?
Example Cohort Report
This row shows how many people signed up in February 2015.
This row shows how many people signed up in July 2015.
People signed up in February 2015. People signed up in July 2015.
These columns show how many months have elapsed since the sign up month.
These cells represent the % of people that have come back within the first month since signing up.
Darker cells represent hot spots of high retention rate. Lighter cells represent low retention rates.
The most important thing is the curve of this line.
This is a bad retention curve because this line reaches 0.
Retention starts at 40% at the first month, which means you’ve already lost 60% of your original users.
By month two, you’ve dropped to 15% of your original users.
By month 3 and onwards, barely any original users are present.
Over the course of 3 months, you’ve essentially lost all of your users.
This is a good retention curve because this line NEVER reaches 0.
Retention starts at 100% in the first month, meaning everyone has stuck around.
From month 2 onwards, you drop to 40%, but maintain there.
With improvements to your marketing, product, and efforts, you hope to increase retention every month.
1. Click on the cell 2. Click on the “View the 102 people”
Use the words and phrases from customer responses in the marketing copy to increase conversions
Message Experimentation
Thomas H. Davenport, Professor, Babson College Experimentation Figure out how one channel works for you. Experiment on other channels to figure out how to get them to work. • What do you do now that could be improved? • What inputs do you control? • Do you have a culture of using data to make decisions? The real payoff will happen when the organization as a whole shifts to a test-and-learn mind-set
This is where we lifted product adoption by 12%.
Notification • 17.2% conversion rate • over 2 months • 538 conversions
Lightbox • 30.84% conversion rate • over 3 days • 278 conversions
1 Perception is everything. Tap into values, feelings and storytelling within your marketing. 2 Segment your audience to identify the best performing customer groups - then optimize. 4 Experimentation grants huge lifts if you have the culture and process.
Measuring the Effectiveness of Customer Health ModelTotango
In Part 2 of our customer health webinar series, we take a more advanced look at health and dive into measuring the effectiveness of a customer health model.
In this presentation, Totango and customer, Feedvisor, share best practices to building and measuring a customer health score (CHS). Learn Feedvisor’s four stage approach to building a CHS and adjusting it to give better churn, renewal, and upsell predictions. Totango shares best practices on when and how to modify your health model and ways health should be incorporated into your team's daily activities.
Customer Personality Analysis — Part 1.pdfssuser33ba021
Data Science has revolutionized the world a lot through technical transformation. Now, we have gotten accustomed to seeing many machine learning applications in our day-to-day lives. But I am more interested in how machine learning can classify humans based on their personality traits.
Customer Personality Analysis is a detailed analysis of a company’s all types of customers. It also helps a business to understand behavior of customers, increase usage, customer satisfaction and also modify products according to needs. Here I am targeting specific people who paved the way for increasing marketing campaigns. These Personality based analysis are highly effective in increasing the popularity and attractiveness of products and services.
How customer retention makes your business invincible.pdfWebMaxy
Are you looking for a way to make your business invincible?
Start focusing on #customerretention! Customer retention is key. Keeping your customers engaged and happy is the best way to ensure your business stays strong.
Learn how to create a #customerretentionplan today and make your business unstoppable! http://bit.ly/3FAfBkq
Get started with WebMaxy for free today: https://calendly.com/webmaxy/30min
#CustomerRetention #BusinessGrowth #Invincible #meaningofcustomerretention #customerretentionmetric #customerretentionstrategies #retainmeaning #customerretaining #customerretentionservices #customerretentionexamples #importanceofcustomerretention
Can Product ReturnsMake You MoneyS P R I N G 2 0 1 0 .docxhacksoni
Can Product Returns
Make You Money?
S P R I N G 2 0 1 0 V O L . 5 1 N O . 3
R E P R I N T N U M B E R 5 1 3 1 6
J. Andrew Petersen and V. Kumar
SLOANREVIEW.MIT.EDU SPRING 2010 MIT SLOAN MANAGEMENT REVIEW 85
After a certain threshold, a customer’s rate of product
returns actually correlates to an increase in the amount
of his or her future purchases.
C U S T O M E R S E R V I C E
MANY COMPANIES SEE customers’ product returns as a major inconvenience and an eroder
of profits. After all, product returns cost manufacturers and retailers more than $100 billion per
year, or an average loss per company of about 3.8% in profit.1 The electronics industry alone spends
some $14 billion annually on product returns through reboxing, restocking and reselling. And be-
cause only about 5% of products are returned as a result of defects, it appears that product returns
will remain an inevitable part of the customer-company relationship even as manufacturing con-
tinues to improve product quality.
For some companies, the solution has been to create product-return disincentives, such as lim-
ited time frames for returns (say, within 30 days after purchase), product customization that allows
returns only when the product is defective, and
nonrefundable purchase costs (shipping costs
or restocking fees, for example). But are these
practices, which reduce the costs and frequen-
cies of product returns, ideal for the bottom
line? Despite the company’s handling costs and
its revenues lost from refunds, the customer’s
ability to return products may have a positive
effect on his or her future purchases and actu-
ally increase long-term profits.
Several recent studies have in fact begun illu-
minating the potential benefits of allowing
customers to return products with impunity. This
research finds that when a company has a lenient
product-return policy, which allows customers to
return almost any product at any time, they are
more willing to make other purchases.2 The
knowledge that they can return a product reduces
the risk customers might perceive in purchas-
ing it in the first place. The studies also find that a
Marketers and sellers hate product returns, but smart
companies aren’t passively accepting them as bitter pills
to be swallowed. They’re managing product-return
policies to maximize future profits.
BY J. ANDREW PETERSEN AND V. KUMAR
Can Product Returns
Make You Money? THE LEADING QUESTION
How can
marketers
manage
product-return
policies to
maximize
future profits?
FINDINGS
Marketers can
target and manage
customers by taking
information about
both their purchase
and return behaviors
into account.
Lenient product-
return policies yield
more profits than
strict product-return
policies.
Managing product
returns in an optimal
way increases profits
even during tougher
economic times.
www.sloanreview.mit.edu
86 MIT SLOAN MANAGEMENT REVIEW SPRING 2010.
As a startup founder, how do you know if you're doing the right things for your business? How will investors know if you're on the path to building a successful scalable venture? Come learn about what metrics you should be paying attention to as you launch your startup, and what data investors will be looking for when making an investment decision.
Real Estate Executive Summary (MKT460 Lab #5)Mira McKee
This is a lab report I wrote for my Marketing 460: Information & Analysis class. Utilizing SPSS, a statistical analysis program, to analyze real estate data, I wrote this report detailing my research steps (including regression analysis, CHAID analysis, customer profiles, etc.) and conclusion. I designed the Lab Report in Canva.
Overview of the Recommender system or recommendation system. RFM Concepts in brief. Collaborative Filtering in Item and User based. Content-based Recommendation also described.Product Association Recommender System. Stereotype Recommendation described with advantage and limitations.Customer Lifetime. Recommender System Analysis and Solving Cycle.
Webinar: Creating a Retail Health Infrastructure: Is Your Infrastructure Read...imagine.GO
Do you have a cohesive Channel Threading Strategy across all your consumer channels? Is your organization’s consumer initiative focused on tying together the channels and touch points that exist today as well as identifying any areas that are not being addressed? What does your infrastructure maturity curve look like?
It is critical for insurers to get their multi-channel strategy right. Health plans should understand the big picture of how much consumer traffic comes from each channel. A strategy must also examine consumer transactions across multiple channels. This webinar looks at how to develop the people, processes and technology necessary to the development of an excellent retail/consumer organization that can support multiple consumer channels.
Attendees will gain insights and perspective on:
- The role and intent of your retail channels.
- The fundamentals of a retail infrastructure.
- The fundamentals of a retail organizational structure.
I delivered this presentation in Dublin Web Summit in November 2014.
The session aimed at helping startups to decide what and how to track. I covered why metrics matter and what every startup should measure at different stages of their lifecycle. The session also covered Analytics mistakes that startups must avoid and some Analytics best practices.
Details can be found here: http://websummit.net/
This research only implies marital condition is correlated to the duration of calls, but did not find the quantitative relationship between them. Besides, duration’s relationship with other dimensions of information is also important for us to predict duration and target at valuable customers, which needs further research such as regression analysis.
This research only implies marital condition is correlated to the duration of calls, but did not find the quantitative relationship between them. Besides, duration’s relationship with other dimensions of information is also important for us to predict duration and target at valuable customers, which needs further research such as regression analysis.
Techniques to optimize the pagerank algorithm usually fall in two categories. One is to try reducing the work per iteration, and the other is to try reducing the number of iterations. These goals are often at odds with one another. Skipping computation on vertices which have already converged has the potential to save iteration time. Skipping in-identical vertices, with the same in-links, helps reduce duplicate computations and thus could help reduce iteration time. Road networks often have chains which can be short-circuited before pagerank computation to improve performance. Final ranks of chain nodes can be easily calculated. This could reduce both the iteration time, and the number of iterations. If a graph has no dangling nodes, pagerank of each strongly connected component can be computed in topological order. This could help reduce the iteration time, no. of iterations, and also enable multi-iteration concurrency in pagerank computation. The combination of all of the above methods is the STICD algorithm. [sticd] For dynamic graphs, unchanged components whose ranks are unaffected can be skipped altogether.
Chatty Kathy - UNC Bootcamp Final Project Presentation - Final Version - 5.23...John Andrews
SlideShare Description for "Chatty Kathy - UNC Bootcamp Final Project Presentation"
Title: Chatty Kathy: Enhancing Physical Activity Among Older Adults
Description:
Discover how Chatty Kathy, an innovative project developed at the UNC Bootcamp, aims to tackle the challenge of low physical activity among older adults. Our AI-driven solution uses peer interaction to boost and sustain exercise levels, significantly improving health outcomes. This presentation covers our problem statement, the rationale behind Chatty Kathy, synthetic data and persona creation, model performance metrics, a visual demonstration of the project, and potential future developments. Join us for an insightful Q&A session to explore the potential of this groundbreaking project.
Project Team: Jay Requarth, Jana Avery, John Andrews, Dr. Dick Davis II, Nee Buntoum, Nam Yeongjin & Mat Nicholas
Levelwise PageRank with Loop-Based Dead End Handling Strategy : SHORT REPORT ...Subhajit Sahu
Abstract — Levelwise PageRank is an alternative method of PageRank computation which decomposes the input graph into a directed acyclic block-graph of strongly connected components, and processes them in topological order, one level at a time. This enables calculation for ranks in a distributed fashion without per-iteration communication, unlike the standard method where all vertices are processed in each iteration. It however comes with a precondition of the absence of dead ends in the input graph. Here, the native non-distributed performance of Levelwise PageRank was compared against Monolithic PageRank on a CPU as well as a GPU. To ensure a fair comparison, Monolithic PageRank was also performed on a graph where vertices were split by components. Results indicate that Levelwise PageRank is about as fast as Monolithic PageRank on the CPU, but quite a bit slower on the GPU. Slowdown on the GPU is likely caused by a large submission of small workloads, and expected to be non-issue when the computation is performed on massive graphs.
Show drafts
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Empowering the Data Analytics Ecosystem: A Laser Focus on Value
The data analytics ecosystem thrives when every component functions at its peak, unlocking the true potential of data. Here's a laser focus on key areas for an empowered ecosystem:
1. Democratize Access, Not Data:
Granular Access Controls: Provide users with self-service tools tailored to their specific needs, preventing data overload and misuse.
Data Catalogs: Implement robust data catalogs for easy discovery and understanding of available data sources.
2. Foster Collaboration with Clear Roles:
Data Mesh Architecture: Break down data silos by creating a distributed data ownership model with clear ownership and responsibilities.
Collaborative Workspaces: Utilize interactive platforms where data scientists, analysts, and domain experts can work seamlessly together.
3. Leverage Advanced Analytics Strategically:
AI-powered Automation: Automate repetitive tasks like data cleaning and feature engineering, freeing up data talent for higher-level analysis.
Right-Tool Selection: Strategically choose the most effective advanced analytics techniques (e.g., AI, ML) based on specific business problems.
4. Prioritize Data Quality with Automation:
Automated Data Validation: Implement automated data quality checks to identify and rectify errors at the source, minimizing downstream issues.
Data Lineage Tracking: Track the flow of data throughout the ecosystem, ensuring transparency and facilitating root cause analysis for errors.
5. Cultivate a Data-Driven Mindset:
Metrics-Driven Performance Management: Align KPIs and performance metrics with data-driven insights to ensure actionable decision making.
Data Storytelling Workshops: Equip stakeholders with the skills to translate complex data findings into compelling narratives that drive action.
Benefits of a Precise Ecosystem:
Sharpened Focus: Precise access and clear roles ensure everyone works with the most relevant data, maximizing efficiency.
Actionable Insights: Strategic analytics and automated quality checks lead to more reliable and actionable data insights.
Continuous Improvement: Data-driven performance management fosters a culture of learning and continuous improvement.
Sustainable Growth: Empowered by data, organizations can make informed decisions to drive sustainable growth and innovation.
By focusing on these precise actions, organizations can create an empowered data analytics ecosystem that delivers real value by driving data-driven decisions and maximizing the return on their data investment.
How to Analyse and Monitor the Health of Your Customer Base
1. How to Analyse and
Monitor the Health of
Your Customer Base
@CarmenMardiros
2. This is how it all started….
What is a “cohort”?
first_order_month customers
Jan 2016 7325
Feb 2016 2344
March 2016 2355
…. ….
3. My first cohort analysis at navabi...
My two CEOs were not impressed: “The data is wrong”
4. Aha moment - I hadn’t “equalised” customers
2013 customers had 3 extra years of lifetime vs 2016 customers!
ANY metric will look better for older customers.
5. A fairer comparison painting a truer picture.
Cohort performance is capped at X weeks of age
An emerging
trend?
Should we be
worried?
How cohorts are doing at 8 weeks of age
6. A truly fair comparison that reflects reality.
Only cohorts at least X weeks old are eligible
How cohorts are doing at 8 weeks of age
7. What age is best to measure cohort behaviour at?
Long term view sacrifices visibility into recent cohorts
but gives better insight into lifetime behaviour.
On-the-fly age capping is best depending on the purpose.
March
Cohort
July
Cohort
9. What metrics best reflect cohort health?
Leading indicators of LTV
Orders per Customer (or other actions)
Discount Rate (promos, sales etc)
Revenue per Customer
Return/Cancellation Rate
Marketing Cost per Customer (acquisition and retention)
Profit per Customer (actual and forecast)
Always capped at age X. Never measured for cohort as a whole.
Other leading indicators: website visits, products added to basket/wishlist, newsletters clicked on,
customer service tickets/complaints
10. “Per customer” metrics can be very misleading
Cohorts are rarely normally
distributed and the average can
be misleading. So:
Use median to calculate “per
customer” instead of mean, if
feasible.
Measure milestones reached.
11. What metrics best reflect cohort health?
Milestones reached
% Cohort reached 2nd order
% Cohort migrated from 2nd to 3rd order (3rd to 4th etc)
Digital equivalents: % User Cohort added product to basket within 3/7 days etc
% Cohort with discount rate over y% / avg price paid over €z
% Cohort reached profitability
(measures to what extent profitable customers subsidise the rest of the cohort!)
% Cohort reached VIP status (high LTV value)
Always capped at age X. Cross-reference with acquisition channel
for invaluable nuggets of insight.
12. Key takeaway #2
Use “milestones reached” as health
checkpoints for a wide range of cohort
behaviours.
13. Combine “calendar time” with “cohort time”
Activity in week X comes from customers at different ages. Understanding
“what works for whom” is challenging without analysing the mix.
14. Response is relative to Active Customer Base
# Active Customer base = Anyone active in previous 57 weeks
% Reorder Rate = Anyone active in previous 57 weeks and active again this week
15. Why Active Customer Base and not Total?
Removes the effect of
churned customers
Total Customer Base keeps going up and up. But it also includes an
increasingly high segment of churned customers.
A much greater re-order rate would have to happen in order to register as
strongly if we calculated Reorder Rate relative to the total customer base.
Removes the effect of
new customers
Total Customer Base usually also counts customers acquired that week.
This can muddy the picture significantly.
16. Key takeaway #3
Identify the customer segments your
organisation most depends on and monitor
their size and response like a hawk.