Customer Modeling Guidelines

Clients seek greater targeting capability with their media buys. But what do direct marketers look for when creating more accurate predictive modeling that generates more revenue, more profitably than past efforts?

DMCG Results

How Customer Modeling Works

Identifying best customers and attempting to locate prospects like them represents the fundamental hypothesis of direct response customer profiling. Out of this information, direct marketers create predictive response scores for the most targetable of all media -- direct mail and email.

When developing predictive modeling, analysts overlay external data by matching customer information to external files available from sundry partners such as MRI, Simmons, InfoUSA and so forth.

Based on this enriched customer information and the skillful application of multivariate analysis, analysts create database segmentation schemes for customer databases. Marketers then create specific offers that the analysis predicts the various customer and prospect segments will find most attractive.

Most customer models use 5 or 10 prospect segments rated by propensity to respond.

The next step involves testing the segmentation schemes for validity.

Ongoing regression analysis compares the mailed lists with the response data in order to refine the customer modeling.

When Customer Modeling Makes Sense

How successful is this approach? It depends.

There are well over 50 reputable modeling consultancies and service companies that specialize in this single activity. And the market continues to expand.

The criteria for using this approach as opposed to the proven and less costly methods of renting response names that work well for a given client's category as well as Recency, Frequency, Monetary (RFM) customer database segmentation is driven by volume and the need to expand circulation.

Response files available for trade or rental are shrinking. And many clients require deep service area prospect penetration not available from rented names. Hence the need to find ways to make compiled lists work because they offer nearly 100% market penetration. This means customer profiling using enhanced data available from such firms as Experian, Acxiom, PRIZM and Abacus to name a few.

How to Select a Customer Modeling Vendor

How do direct marketers select the best customer modeling vendors? Here are some suggested criteria.

1. Use suppliers that have done successful work within the client's industry. They tend to know the quirks that can make big differences in a client's response rate.

2. Select vendors that have the greatest number of partner relationships offering rich enhancement to uncover profitable segments other suppliers might miss.

3. Make sure that the partner data represent actual response data and not just secondary research. Primary research reflects what people say in an interview as opposed to what they actually do when they pull out their checkbooks.

4. Verify that the independent functions (i.e. the data set used to evaluate the outcome in any regression analysis) are available sets of criteria when selecting your direct mail or email segments for acquisition.

Data Requirements That Determine Model Quality

Be aware such programs rely heavily upon the client's ability to identify and deliver the customer names, addresses and individual purchase history. Otherwise, the entire project may uncover faulty response predictors in the absence of actual customer specific sales data.

Those clients with true relational databases stand the best chance of creating the profit-making opportunities targeting special offers to both their own customers as well as in the acquisition of new, profitable customers.

Ted Grigg

Ted Grigg is a direct response strategist who helps growth-focused companies reduce risk by identifying weak assumptions before they become costly mistakes.

Over the course of his career, Ted has evaluated several hundred million dollars in direct response testing across direct mail, digital, print, television, telephone, and other channels. His work combines direct response strategy, acquisition economics, customer analysis, creative evaluation, offer development, and disciplined testing.

Ted has worked on both the client and agency sides of the business. That experience gives him a practical understanding of the pressures facing executives, marketing teams, agencies, and service providers—and of the problems that arise when activity, media volume, or creative preference replaces a clear economic objective.

His consulting work helps organizations examine such questions as:

  • Are acquisition goals economically realistic?

  • Is the allowable Cost Per Sale supported by customer value?

  • Are targeting, offers, creative, media, and response paths working together?

  • Are tests structured to produce reliable business decisions?

  • Are unproven assumptions being treated as facts?

  • Is the organization measuring sales outcomes rather than convenient proxies?

Ted’s experience includes the development of direct mail and multichannel acquisition programs for insurance, healthcare, financial services, technology, nonprofit, manufacturing, retail, transportation, communications, government, and business-to-business organizations.

For a national direct-to-consumer insurance company, he developed a direct mail format that defeated established controls and helped expand the productive use of compiled prospect lists from less than 10 percent to more than 30 percent of total direct mail circulation within one year. He also planned Medicare lead-generation programs for more than 60 regional and national HMO and PPO organizations, with some programs exceeding sales projections by as much as 60 percent.

Ted founded Wyse Direct, a direct marketing division of Wyse Advertising in Cleveland, where he developed acquisition programs and helped launch a new technology product for Seiko Instruments by generating a predictable flow of qualified sales leads for its national sales organization. As vice president of new business development for the Grizzard Agency, he helped broaden the agency’s strategic capabilities and pursue new commercial and fundraising opportunities.

He is the author of The HMO/PPO Marketing Plan—A Step-by-Step Guide, published by Executive Enterprises, and has written numerous articles and conducted webinars on direct response strategy, testing, creative development, and marketing economics.

Ted earned a Bachelor of Arts degree from Abilene Christian University and completed two years of graduate study at Texas Tech University. He is the founder of DMCG, LLC.

http://www.dmcgresults.com
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