In my recent post, “Who’s Your Most Valu­able Vis­i­tor? Define Your Val­ues and Find Your Suc­cess,” I dis­cuss the impor­tance of mea­sur­ing vis­i­tor value by your own yard­stick. I like the met­rics in Patri­cio Rob­les’ “Five Met­rics for Iden­ti­fy­ing Your Most Valu­able Cus­tomers”—fre­quency, aver­age value, life­time value, sen­si­tiv­ity, and affluence—because they can be applied to all types of orga­ni­za­tions and goals.

Alexan­dra Levit, writ­ing for Forbes, pro­vides a com­pelling case study in cus­tomer value from a Denmark-based ship­ping com­pany, Maersk Line. Maersk started offer­ing more value to its cus­tomers and mea­sured a 350 per­cent ROI increase in less than a year. The com­pany used “mul­ti­ple busi­ness met­rics, includ­ing con­crete behav­ior change in cus­tomer inter­ac­tions, impact on the sales pipeline, and impact on the busi­ness as a whole,” to find con­crete proof of increased cus­tomer value.

Levit makes a strong argu­ment for mea­sur­ing value, claim­ing that “rad­i­cal trans­for­ma­tion requires solid met­rics that demon­strate success.”

When you start to see higher returns, you need to under­stand why and com­mu­ni­cate this clearly to sales and leadership.

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