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Understanding Customers Who Stop Gordon S. Linoff Founder Data Miners, Inc. [email_address]
What to Expect from this Talk . . . Understanding Customers Who Stop ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Who Am I? Gordon S. Linoff ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Born here We are here
Why Do Customers Stop? ,[object Object],Don’t Pay the Bill! Stick around Just Quit! Upgrade!
Ways to Address Voluntary Attrition ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Predicting Voluntary Attrition Can Be Dangerous ,[object Object],[object Object],[object Object],[object Object],[object Object]
Ways to Address Forced Attrition ,[object Object],[object Object],[object Object],[object Object],[object Object]
Predicting Forced Attrition Can Be Dangerous ,[object Object],[object Object],[object Object],[object Object]
Visualizing Customers, The Calendar Timeline Customer Starts Customer Stops Customer Still Active
Predictive Response Modeling Assigns A Churn Score ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Jan Feb Mar Apr May Jun Jul Aug Sep Model Set Score Set 4 3 2 1 +1 4 3 2 1 +1
Case Study:  Churn Prediction ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
“Assign a churn score to all customers” ,[object Object],[object Object],[object Object]
Solving the Right Business Problem ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],The new problem is much more actionable !!!
Technical Aspects of the Problem ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
A Real Life Decision Tree Example: Predicting Churn ,[object Object],[object Object],[object Object],13.5% 13.8% 86.5% 86.2% 39,628 19,814 This side is the training set This side is the test set
After the first split ,[object Object],[object Object],[object Object],13.5% 13.8% 86.5% 86.2% 39,628 19,814 3.5% 3.0% 96.5% 97.0% 11,112 5,678 14.9% 15.6% 85.1% 84.4% 23,361 11,529 28.7% 29.3% 71.3% 70.7% 5,155 2,607 < 0.7% < 3.8% Handset Churn Rate >= 3.8% Handset churn rate provides the best split The lift for this rule is 29.3%/13.8% or 2.12
As the tree gets bigger, more nodes are added  13.5% 13.8% 86.5% 86.2% 39,628 19,814 3.5% 3.0% 96.5% 97.0% 11,112 5,678 14.9% 15.6% 85.1% 84.4% 23,361 11,529 28.7% 29.3% 71.3% 70.7% 5,155 2,607 < 0.7% < 3.8% Handset Churn Rate >= 3.8% CALL0/CALL3 58.0% 56.6% 42.0% 43.4% 219 99 39.2% 40.4% 60.8% 59.6% 148 57 27.0% 27.9% 73.0% 72.1% 440 218 < 0.0056 < 0.18 >= 0.18 67.3% 66.0% 32.7% 34.0% 110 47 70.9% 52.0% 29.1% 48.0% 55 25 25.9% 44.4% 74.1% 55.6% 54 27 < 4855 < 88455 >= 88455 Total Amt Overdue
Learning from the Decision Tree ,[object Object],[object Object],[object Object],[object Object],[object Object],Some existing customers use the family plan to get discounts on new handsets.
Churn Model Success ,[object Object],[object Object],[object Object],And They Lived Happily Ever After
Understanding Customers Who Stop is More Than Churn Modeling ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],And hence, Survival Analysis
Survival Data Mining Adds the Element of When Things Happen ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Customers on the Tenure Timeline, Rather Than the Calendar Timeline Known Customer Start Known tenure when customers stop Unknown tenure for active customers (censored)
How Long Will A Customer Survive? ,[object Object],[object Object],[object Object]
Use Censored Data to Calculate Hazard Probabilities ,[object Object],[object Object],[object Object],[object Object],# customers who stop at exactly time t # customers at risk of stopping at time t
Bathtub Hazard (Risk of Dying by Age) ,[object Object],[object Object]
Hazards Are Like An X-Ray Into Customers Peak here is for non-payment and end of initial promotion Bumpiness is due to within week variation
Hazards Can Show Interesting Features of the Customer Lifecycle 0% 1% 2% 3% 4% 5% 6% 7% 8% 0 30 60 90 120 150 180 210 240 270 300 330 360 390 420 450 480 510 540 570 600 630 660 690 720 750 780 810 840 870 900 930 960 990 Tenure (Days After Start) Daily Churn Hazard Peak here is for non-payment after one year Peak here is for non-payment after two years
How Long Will A Customer Survive? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Survival is Similar to Retention Retention is jagged. It is calculated on customers who started exactly  w  weeks ago. Survival is smooth. It is calculated using customers who started up to  w  weeks ago.
Average Tenure Is The Area Under The Curves
Survival to Quantify Marketing Efforts ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
We Can Use Area to Quantify Results ,[object Object],[object Object],93.4% 85.6% Note:  there are easy ways to calculate the exact value 65% 70% 75% 80% 85% 90% 95% 100% 0 2 4 6 8 10 12 14 16 18 Months After  Intervention Percent Retained Group 1 Group 2
Loyalty-Responsive Customers Are Doing Better Than Others ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Competing Risks:  Customers May Leave for Many Reasons ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
A Better Way to Look at This
Customer-Centric Forecasting Using Survival Analysis ,[object Object],[object Object],[object Object],[object Object]
The Forecasting Solution is a Bit Complicated
Using Survival for Customer Centric Forecasting 0 10 20 30 40 50 60 70 80 90 100 110 120 130 Day of Month 1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 Number Actual Predicted
Understanding Customers Who Stop ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

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How to apply CRM using data mining techniques.

  • 1. Understanding Customers Who Stop Gordon S. Linoff Founder Data Miners, Inc. [email_address]
  • 2.
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  • 9. Visualizing Customers, The Calendar Timeline Customer Starts Customer Stops Customer Still Active
  • 10.
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  • 17. As the tree gets bigger, more nodes are added 13.5% 13.8% 86.5% 86.2% 39,628 19,814 3.5% 3.0% 96.5% 97.0% 11,112 5,678 14.9% 15.6% 85.1% 84.4% 23,361 11,529 28.7% 29.3% 71.3% 70.7% 5,155 2,607 < 0.7% < 3.8% Handset Churn Rate >= 3.8% CALL0/CALL3 58.0% 56.6% 42.0% 43.4% 219 99 39.2% 40.4% 60.8% 59.6% 148 57 27.0% 27.9% 73.0% 72.1% 440 218 < 0.0056 < 0.18 >= 0.18 67.3% 66.0% 32.7% 34.0% 110 47 70.9% 52.0% 29.1% 48.0% 55 25 25.9% 44.4% 74.1% 55.6% 54 27 < 4855 < 88455 >= 88455 Total Amt Overdue
  • 18.
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  • 22. Customers on the Tenure Timeline, Rather Than the Calendar Timeline Known Customer Start Known tenure when customers stop Unknown tenure for active customers (censored)
  • 23.
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  • 26. Hazards Are Like An X-Ray Into Customers Peak here is for non-payment and end of initial promotion Bumpiness is due to within week variation
  • 27. Hazards Can Show Interesting Features of the Customer Lifecycle 0% 1% 2% 3% 4% 5% 6% 7% 8% 0 30 60 90 120 150 180 210 240 270 300 330 360 390 420 450 480 510 540 570 600 630 660 690 720 750 780 810 840 870 900 930 960 990 Tenure (Days After Start) Daily Churn Hazard Peak here is for non-payment after one year Peak here is for non-payment after two years
  • 28.
  • 29. Survival is Similar to Retention Retention is jagged. It is calculated on customers who started exactly w weeks ago. Survival is smooth. It is calculated using customers who started up to w weeks ago.
  • 30. Average Tenure Is The Area Under The Curves
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  • 35. A Better Way to Look at This
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  • 37. The Forecasting Solution is a Bit Complicated
  • 38. Using Survival for Customer Centric Forecasting 0 10 20 30 40 50 60 70 80 90 100 110 120 130 Day of Month 1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 Number Actual Predicted
  • 39.