Calculo De Valor Agregado En Empresa

Exhibit 6 contains industry averages and best praetices on several elements within the CRM

space. These areas include customer aequisition, customer chum, revenue assurance, network

optimization, and data warehousing.

Following are definitions ofimportant terms:

• Take Rate. Within the context of marketing campaigns, take rate is defined as the

percentage of the total recipients who accept or "do business with you" as a result of the

targeted offer. For example, if you target 100,000 individuals as part of an acquisition

campaign, and you realized a 3 pereent take rate, you will have added 3,000 new

customers.

• Churn. Chum is synonymous with customer attrition. More specifically, chum rate

represents the pereentage of active customers that voluntarily choose to discontinue use

of your service or producto For example, if you had a customer base of 2 million

subscribers with an annual chum rate of 25 percent, you would lose half a million

subscribers ayear. This is a key metric for measuring an organization's effectiveness at

customer retention.

• Lift. Lift is the percentage improvement for a given metric. For example, if you

anticipated a 100 percent lift, or improvement, to an existing baselíne of a 2 percent take

rate using advanced analytical modeling, the resulting take rate would be 4 percent. Lift

could also be viewed as a percentage ínerease in monthly spending.

Within the telecommunications industry in 2002, customer acquisition programs typically

occurred monthly, had about a 3 percent take rate, and usually were not based on analytical

modeling. Best practices, however, indicated that if multiple acquisition campaigns were run

daily, the take rate averaged 65 percent, and analytical modeling improved the lift by more than

400 percent

Best practices saw wireless-customer chum of only 16 percent, an attrition rate approximately

one-half the industry average of 29 percent. For long distance, the industry average was 25

percent annually, while best practice only lost 20 percent per year. Customer chum for cable

averaged 28 percent; for firms demonstrating best practice, that figure dropped to 7.3 percent.

On average, the industry lost more than 5 percent of revenue to fraud, and companies took 90

to 120 days to detect and remove fraud. In addition, fraud constituted about 15 percent of bad

debts. (See Exhibít 6 for revenue assurance statisties relating to fraud management.) Best

practiees, on the other hand, deteeted and removed fraud in fewer than three days, thus reducing

the percentage of bad debts associated with fraud to 2 percent and the percentage of revenue lost

to fraud to I percent.

Similar savings could

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