An Analytics Blog by Naga Krothapalli

My random thoughts on analytics

Maximize Revenue through Sales Pipeline Optimization

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I love working with Sales teams. It is easy to work with them as you know that revenue is their number #1 goal. You can build great partnerships with them if you can help them grow revenue. Most sales organizations rely on a sales pipeline to manage their sales efforts. There is wealth of information in the pipeline data than for which it is used. This post makes an attempt to put down my thoughts on how we can optimize a sales pipeline to maximize revenue and continue to get more out of the sales force.

Start with Right Questions

Before we sit down to analyze any pipeline data, we need to start asking the right questions. Here are a few that I find valuable:

  • Are we maximizing the revenue generated through the sales force? 
  • What should be close rate and deal age?
  • Why are we losing sales? How are we closing deals?
  • Why are some sales taking ling time?
  • What sources are providing better sales?
  • What products and sales people have the better pipelines? What can we learn from them? 

Pipeline Metrics

In order to answer such questions, we need to first define core metrics that will help us optimize a sales pipeline.

  • Close Rate: It is the percentage of deals closed from leads
  • Deal Loss % by Deal Stage: This % of deals lost by each deal stage so that we can understand the how sales force is moving leads through various stages of the pipeline
  • Average Deal Size: It is the average revenue of the deals closed from the pipeline
  • Deal Age: Average time taken to close a deal from lead stage

Analysis & Optimization

Revenue Drivers

The first step is to understand the key drivers of revenue. It is actually quite simple. If you want more revenue from the pipeline, you need to improve the following metrics:

  • Average Deal Size => Increase
  • Number of Deals => Increase
  • Close Rate => Increase
  • Deal Age => Decrease
Benchmarking

Of course, it much easier to say that one has to improve the revenue drivers. But, how does one do that? Benchmarking is key to set the right goal for the sales force. You can easily flag underperforming metrics and optimize those across each phase of the sales pipeline. Here are a couple of ways to find benchmarks:

  • Industry Benchmarking: Do you have access to sales pipeline metrics for your industry or competitors? In most industries, you can get sales intelligence on at least some of these metrics such as average deal size and deal age.
  • Internal Gold Standard: If you don’t have access to industry benchmarks, you can look at your internal data for bench marking. You will be able to find a sales district or a sales person whose sales pipeline can act as a gold standard for rest of the sales force.
Analysis & Insights

Once we have identified key gaps in performance of the sales pipeline, we can further analyze the drivers behind the pipeline performance to optimize it.

  • Lead Source: Is there a difference between how the sales force is able to close the deals based on source of the lead. Once identified, sales efforts can be prioritized on right leads. In addition, marketing efforts can be focused on generating more of such leads.
  • New or Existing Customers: Should we have a different pipeline benchmarks based on whether the lead is from an existing customer or new customer? We have to ensure that we are not blinded by average metrics, but are actually setting the right goals based on lead type.
  • Sales Person and Region: How does the performance of individual sales persons and regions compare with respect to benchmarking? Having clear goals and managing towards those goals will help increase the performance of the entire sales pipeline. Also, best practice sharing across sales regions and sales persons can improve the effectiveness of the entire team.
  • Product: Certain products have much longer sales cycle than others. Identify benchmarks for each product in your portfolio and ensure that sales pipelines for individual products are optimized. It should also give insights into cost of sales as well as the need to develop better sales support and marketing collateral to improve the sales cycle for these products.
  • Customer Segmentation: This is similar to lead source, but more focused on type of customer. Understand how the customer type information such as small/medium/large, vertical, and location plays a role in the sale pipeline metrics and prioritize efforts on right prospects.
  • Trending: We need to analyze how the pipeline metrics are improving over time through quarter over quarter and year over year analysis. If there is not enough improvement noticed, we need to reevaluate the actions taken to improve the sales pipeline.

Through such analyses, we can continue to optimize the sales pipeline as well as the revenue generated through it. Otherwise, we could be wasting valuable resources on an inefficient sales pipeline. I hope you enjoyed reading this article.

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Data Visualization Example #3: Treemap

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In this post, I like to review a visualization method known as treemap. Most of you have probably seen it on financial sites or investment sites. Treemap provides an interesting way to understand key trends in complex data such as market cap of the industries, market cap of comprising companies, and their return. It is easier to derive insights once data is presented in this format. Following is an example I have created using portfolio package in R. One can quickly identify from this mock data that:

  • Industrials has the biggest market cap, while Energy has the smallest market cap
  • Technology has seen the most negative return %
  • Staples, Industrials, Financials, Communications and Cyclicals have seen some positive return for specific customers 

Of course, one always need to validate the insights with data analysis. Now, imagine getting these insights from staring at a data table.

image

Applications

We don’t have to limit the use of treemaps to financial data. There are other applications in marketing and business such as:

  • Customer performance analysis
  • Marketing channel effectiveness
  • Keyword spend spend vs. conversion rate for a paid search campaign
  • Customer segment and life time value

I am sure you can find more applications of treemap visualization. Please share your thoughts.

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Data Visualization Example #2: Cleveland Dot Plot

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This is my second post in the data visualization series. Dot plot, championed by Professor Cleveland, is one of the most useful chart types I find in representing comparative data. It does a good job of keeping the visualization simple and allows easier interpretation by readers. Following is an example of dot plot where I am visualizing the number of phones across different continents from 1951 to 1961. It allows me to quickly identify that between 1951 and 1961:

  • North America and Europe were leaders in number of phones
  • North America had the most accelerated growth
  • Both South America and Asia started with low proliferation of phones, but Asia saw much higher growth in the time periodimage

This chart doesn’t have an oomph factor, but it is quite effective in visualizing comparative data points.

Pie Chart vs. Dot Plot

One of the most prevalent charts used in the business world are pie charts. As popular as they are, they have some drawbacks in interpretation of comparative data. It is hard to compare one segment of a pie to another easily. Following is a mock example of % of pie sales by pie type. It is hard to interpret the rank order of different types of pies by their sales share. I have also used a dot chart to visualize the same data and you can see how easier it is to interpret market positions of different pie types.

image image

If you like to learn more about dot plots, you can find great information here.

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Cross Sell Opportunities – Learn from Customer Transactions

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It is often easier to sell your products or services to existing customers than to acquire new customers. How should we cross sell? You can try to sell every product to every single customer. This is certainly a strategy, but not necessarily an effective one. You can even risk customer attrition from poor customer experience. Instead, we can learn from previous transactions of all customers, and propose right set of products that will be well received and purchased by customers. A couple of companies that do this well are  Amazon in product recommendations and Netflix in movies recommendations. I am sure there are several other good examples. Now, how can we do the same? How can you promote products that are likely to be purchased by a customer? This post attempts to answer that question.

Market Basket Analysis

You have probably heard the story where a retailer found that diapers and beer are purchased together by men on Fridays. Whether this is true or an urban legend, valuable cross sell insights can be found  from customer purchase patterns.  Association rules are often used to identify such patterns from customer transaction data, which is also known as market basket analysis. I will use a publicly available groceries dataset in R-arules package to identify customer insights.

Customer Transactions

You need to first collect information about your customer transactions and create a transaction set. Following is a sample of transactions from the groceries dataset. Your dataset can be limited to a particular time period, a store/region, or set of targeted customers based on your focus.

1 {citrus fruit, semi-finished bread, margarine, ready soups}            
2 {tropical fruit, yogurt, coffee}                 
3 {whole milk}             
4 {pip fruit, yogurt, cream cheese, meat spreads}           
5 {other vegetables, whole milk, condensed milk, long life bakery product}

Cross Sell Insights

I have used Apriori algorithm to identify association rules from the groceries data. These rules can be interpreted for different purposes.

  • Common Cross Sell Patterns: Identify most common purchase patterns and make changes to product promotions to take advantage of that information. In the following rules, you will notice that whole milk is closely associated with a few products such as tropical fruit, root vegetables, yogurt, pip fruit, other vegetables, butter, and whipped/sour cream. This is an opportunity to place these products in close proximity so that we can take advantage of these purchase patterns. You can apply same principles to your product set. In addition to physical proximity, you can package promotions of products together.

  lhs                     rhs              support confidence     lift
1 {tropical fruit,                                                   
   root vegetables,                                                  
   yogurt}             => {whole milk} 0.005693950  0.7000000 2.739554
2 {pip fruit,                                                        
   root vegetables,                                                  
   other vegetables}   => {whole milk} 0.005490595  0.6750000 2.641713
3 {butter,                                                           
   whipped/sour cream} => {whole milk} 0.006710727  0.6600000 2.583008

  • Specific Product Promotion: In some instances, you are interested in growing sales of a specific product. In this case, you limit your analysis to all the rules containing your product on the right hand side. Some of the insights you may get are trivial and some will be interesting. For example, putting  bottled beer next to liquor and red wine is not exactly a breakthrough insight, but it at least ensures that right product promotions are done. For domestic eggs, you see the need to cross promote with whole milk, butter, whipped/sour cream, root vegetables, and other vegetables. You can see similar insights around soda. You can prioritize the products critical to your profitability and find ways to increase their sales through cross-promotion and packaging.

  lhs                 rhs                support confidence     lift
1 {liquor}         => {bottled beer} 0.004677173  0.4220183 5.240594
2 {red/blush wine} => {bottled beer} 0.004880529  0.2539683 3.153760

lhs                     rhs                 support confidence     lift
1  {other vegetables,                                                    
    whole milk,                                                          
    butter}             => {domestic eggs} 0.003050330  0.2654867 4.184394
2  {root vegetables,                                                     
    butter}             => {domestic eggs} 0.003253686  0.2519685 3.971331
3  {other vegetables,                                                    
    whole milk,                                                          
    whipped/sour cream} => {domestic eggs} 0.003558719  0.2430556 3.830852

lhs                        rhs        support confidence     lift
1 {rolls/buns,                                                    
   candy}                 => {soda} 0.003050330  0.4285714 2.457726
2 {yogurt,                                                        
   rolls/buns,                                                    
   bottled water}         => {soda} 0.003050330  0.4285714 2.457726
3 {bottled water,                                                 
   shopping bags}         => {soda} 0.004067107  0.3703704 2.123961
4 {bottled water,                                                 
   fruit/vegetable juice} => {soda} 0.005185562  0.3642857 2.089067

Applications

There are several applications of association rules in identifying cross-sell opportunities and benefiting from them. Here are some examples:

  • Retailer: Promote commonly purchased products in the marketing material. Place them in physical proximity and for an online store, place product recommendations next to individual product pages.
  • B2B Company: Bundle services and promote them. Provide price discounts for bundled services if necessary.
  • Online Publisher: Package advertising solutions. Provide related keywords or behavioral targeting segments based on advertiser’s current purchases.
Segment Transaction Data

Clustering and segmentation of transaction data can help you create actionable insights that are more accurate and flexible.

  • Time period: You might see different patterns based on day of the week, hour of the day, or day of the month. Make sure that you are interpreting the insights based on time period of customer transactions.
  • Region: Compare insights from one region to another as they can significantly vary, such as comparing a warm place to cold place or urban to rural.
  • Demographics: Customer purchase patterns often vary by demographics of the customer. By comparing cross-sell opportunities by demographics, one can apply the insights appropriately based on customer profile, especially in an online environment. You can use other customer identifiers to segment customers and learn more about cross-sell opportunities for specific targeted groups.

There is plenty of data you have on your customer transaction and hope you take advantage of it. Please share your thoughts and feedback.

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Data Visualization Example #1: Mosaic Plot

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I am starting a new series of short posts on different data visualizations that I like. Let us start with mosaic plot. It is often used to visualize relationship between two or more categorical values. Following mosaic chart shows how the relationship between hair color and eye color can be visually represented that allows one to identify insights quickly. Here are some insights I have gathered through quick inspection of the chart:

  • Brown and blue eye colors are more prevalent
  • Blue eyes are more associated with blond hair. This has the strongest correlation between different colors of hair and eye
  • Brown eyes are strongly correlated with black hair
  • Green eyes and hazel eyes don’t particularly show any dominant correlation with any hair color

image

Common Applications of Mosaic Plot

  • Customer analysis
  • Web analytics
  • Campaign management
  • Revenue insights
  • Many more

Many more examples of data visualization to come! Keep reading.

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What makes a wine taste better? Identifying key drivers of product perception

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I don’t exactly consider myself a wine connoisseur. I do like an occasional drink, but can’t always tell a wine if it is good. I may have to cheat by looking at the price or reviews or suggestions from my knowledgeable friends. It does brings up a good question: What makes a wine taste better? For that matter, what drives the customer perception of a product.

 

Customer Perception: Don’t Guess, Analyze

We, in marketing, have a tendency to theorize about what makes a product click with customers. A theory can make or break a product. (I know there are people out there who love to use research and statistics in marketing. I am generalizing here.) At the same time, innovation and creativity can’t be replaced by data insights alone. I believe that there is a lot more we can do with data mining and statistics in understanding customer perceptions. This post considers some of the ways in which we can understand product perceptions with the help of analytics.

Know the Product

The first step is to gather as much data as you can about the product you are investigating.

  • Do you have only one product or multiple products? Let us restrict the scope to similar products, so we are not comparing shoes with clothes. If you manufacture shoes, you probably have multiple shoes and can gather enough information about them. If you have only one product, you have to gather information about competitive products as well. It is always a good idea to include competitive products in your study so that you are broadening the knowledgebase.
    • Product research sites such as  Amazon and Bing Shopping can provide a wealth of information on your products and your competitor products.
  • Get aggregated customer assessment on each product you are considering. Product research and review sites can provide these customer ratings and also provide specifications about your competitor products.
  • Do you conduct frequent customer surveys? This could be a great source of data.
  • Have the latest dataset. Customer perceptions could be changing seasonally or yearly, depending on the product. It could be quite damaging to base your product strategy on old data.

I have leveraged a publicly available dataset on red wine quality for this blog post. For your own product, you will need to create an extensive dataset through a combination of internal and third party data sources, including customer evaluation and product features.

Customer Insights

Key Drivers

I have used gradient boosting method to understand key drivers impacting quality ratings. Results are very interesting. You Top 3 product factors that matter to customers are:

  1. Alcohol
  2. Volatile Acidity
  3. Sulphates

image

Rank Variable Relative Influence
1 alcohol 49.31452245
2 volatile.acidity 23.75593837
3 sulphates 22.33372247
4 total.sulfur.dioxide  2.01623363
5 chlorides 1.40096326
6 pH  0.59446609
7 density  0.27835307
8 citric.acid  0.13742518
9 fixed.acidity  0.13090438
10 residual.sugar 0.02617096
11 free.sulfur.dioxide  0.01130013

Now, this is an insight I can use. If I have to manufacture wines, I would increase my chances of success by focusing on these three variables. I could be overly simplifying the art of wine making. The best ideas for products come when art of product making is mixed with science. If we have more variables around wine contents, we might get even more rich insights. This analysis principle is generally applicable to any product. The more you have information about various product features, the better you will be able to identify key features or attributes.

Decision Tree

In addition to a boosting algorithm, I have also used a decision tree to understand how various factors are positively or negatively impacting. There are several other methods, including regression models I could use. But, I always find decision trees providing an interesting insight into a logic tree that can help us understand customer perceptions. You can see that the results from this method are similar to the results from earlier method. In general, a higher quality wine requires:

  1. Higher alcohol
  2. Higher sulphates
  3. Lower volatile acidity

I am glad I know more about wines now than ever before. You can do the same with your products.

n= 1599

node), split, n, deviance, yval
      * denotes terminal node

1) root 1599 1042.16500 5.636023 
   2) alcohol< 10.525 983  424.15870 5.366226 
     4) sulphates< 0.575 391  128.09720 5.150895 *
     5) sulphates>=0.575 592  265.95780 5.508446 
      10) volatile.acidity>=0.405 448  175.87280 5.404018 *
      11) volatile.acidity< 0.405 144   70.00000 5.833333 *
   3) alcohol>=10.525 616  432.27110 6.066558 
     6) sulphates< 0.645 272  191.86760 5.727941 
      12) volatile.acidity>=1.015 10    6.00000 4.000000 *
      13) volatile.acidity< 1.015 262  154.87020 5.793893 
        26) volatile.acidity>=0.495 146   73.67123 5.575342 *
        27) volatile.acidity< 0.495 116   65.44828 6.068966 *
     7) sulphates>=0.645 344  184.55520 6.334302 
      14) alcohol< 11.55 206  101.96600 6.121359 
        28) volatile.acidity>=0.395 111   37.42342 5.927928 *
        29) volatile.acidity< 0.395 95   55.53684 6.347368 
          58) pH>=3.255 59   29.72881 6.067797 *
          59) pH< 3.255 36   13.63889 6.805556 *
      15) alcohol>=11.55 138   59.30435 6.652174 *

image

I hope you have enjoyed reading this post on how to understand key drivers for product perceptions by customers. Please share your experiences with solving similar challenges.

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Do you know your stars and dogs? Customer insights for a sales and service group

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Growth-Share Matrix

It should not be a surprise to you that all your customers are not created equal. As a sales & service group, you have a few levers in your control to grow revenue from your existing customer base, namely service level and sales effort. If you distribute your up-sell sales efforts and service efforts evenly across all your customers, you are probably not getting the most out of your resources. The first step is to understand your customer portfolio. In this post, I will borrow from principles of BCG’s growth-share matrix to analyze a customer portfolio. Growth-share matrix is often used to gain strategic insights into a portfolio of products. However, we can modify it to understand our customer engagement strategy.

File:Folio Plot BCG Matrix Example.png

What is in your control?

Before we jump into the methodology, let us review the two key levers you can control based on the insights from growth-share matrix.

  • service level: You can determine the appropriate level of service to provide to different segments of customers based where they fall into a growth-share matrix. Your resources should be used wisely by keeping your top customers as well as high potential customers happy through right distribution of service resources.
  • sales effort: This is a significant lever that allows you to control your future revenue through up-sells, cross-sells and renewals. By pursuing the right opportunities and doubling down on right customer segments, you will increase revenue per sale person.

Creation of Customer Matrix

You can organize your customers into four quadrants as shown below based on their share of revenue versus their year over year growth rate. If you know the profit contributions of your customers, you can use profit instead of revenue in the calculations of market share and growth rate. For simplicity, let us limit the discussion to revenue. Once you have identified a customer as a star, cash cow, question mark or dog (i never refer to a customer as a dog, just using the terminology in BCG matrix), you can take actions on utilizing resources.

image

Actions Recommended

  • Stars: These customers not only make a high contribution to revenue, but are also growing at a great rate. Every effort should be made to provide a great service to these customers to keep them happy. Sales efforts should be focused on cross-sell and up-sell of products, in addition to renewing existing contracts.
  • Cash Cows: These customers make high contribution to revenue, but are growing at a slow rate and in some cases their revenue contribution is shrinking year over year. Provide a great service to keep them happy due to their contribution to your top line, while focus on renewing their contracts. Cross-sell and up-sell efforts can be put elsewhere such as Stars or Question Marks if your sales efforts are not yielding much results.
  • Question Marks:  These customers don’t make a big contribution yet, however, they have shown potential to grow more from their historical trend. Focus a lot of sales effort on these customers, including cross-sell and up-sell. At the same time, provide a good level of service to these customers and provide even better service as they grow into stars or cash cows.
  • Dogs: Every one should think hard about these customers and their role in revenue and profit contribution. If you can still grow revenue by shifting focus away from these customers to other segments, you should consider it. If your business model does require a long tail of such customers, develop a right service level and sales model that can get more out of your resources.

Insights into Behavior

Before you jump into action, it is also important to understand broader trends that might be impacting your customer and where they fall into growth-share quadrants.

  • Vertical View: Group your customers into verticals and evaluate the performance of the verticals by putting them into stars, cash cows, question marks, and dogs using their internal revenue share and year over year growth. This might give you insights that you wouldn’t get in a customer view. Besides, you can take actions across a group of customers (verticals) in stead of acting on individual customers.
  • Sales District View or Sales Person View: Similar to vertical view, are there insights indicating issues with any sales district or sales person based on how they are categorized into the BCG segments? In some cases, changing the customer assignment can move a customer from dog to another group. Let us make sure that we are doing our due diligence about taking right actions.
  • Product View: Are there certain products acting as primary drivers for different segments? Are we selling the right products or solutions to the customers in different quadrants? These insights can also alter the way we approach customers with sales and service.

In summary, growth-share matrix is an interesting way to analyze and segment customers to find right strategies around sales & service levers to drive revenue. I hope you enjoyed reading this.

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Do you have a smart customer acquisition strategy?

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All prospects are NOT equal

Are you confident that your acquisition strategy is as effective as it could be? Do you often find yourself pursuing prospects who you thought would be the best customer, yet you were disappointed in their revenue contribution? If you work for a sales or marketing organization, you care about pursuing right prospects who have high propensity to spend. There is a cost to acquiring new customers. If you use your time and marketing dollars to pursue “wrong” customers, you are not going to be successful in your business for very long. Wouldn’t it be nice to know spend potential of prospects before hand, so that your efforts are yielding maximum revenue for your organization.

Learn from existing customers

There is a wealth of information in your current customer base. You know what customers are profitable for your company and who are contributing towards your top line revenue. You also know the customers who are not contributing significantly to your revenue. What made those top customers the ideal customers for you? Do you know what attributes distinguished them from the rest. Before you revisit your acquisition strategy, you can learn from existing customer base.

  • Segment Customers: You can segment your customer base into Ideal and Non-Ideal groups by using simple criteria such as revenue or profit.
  • Collect Data: Now, we need to collect as much data as possible to learn about both sets of  customers. Since this can be a time consuming exercise to collect data for all customers, you can choose to gather information for a sample of customers in Ideal and Non-Ideal categories.  If you look deep into available data sources, you will be surprised to find a lot of information about them. Some of the data you can collect:
    • Internal
      • yearly spend with your company, products purchased, spend distribution across products, acquisition date, vertical/industry of the customer, region/location etc.
      • Information gathered through sales & service teams on the customers such as engagement level by decision makers, public/private company, business model
      • Demographic information of customers for consumer based industries
    • Third Party
      • Sources such as Dunn & Bradstreet and InfoUSA can provide you information about business prospects such as annual revenue/sales, number of employees, year established, and location.
      • Identify third party sources in your industry that can provide customer specific information such as spend in your product category, annual income, purchases with your top competitors. In my industry (online advertising), there are sources such as TNS, comScore, compete, and Nielsen that can provide a lot of information about customers and prospects.
  • Build Models: Once enough data is collected about your existing customers, the next step is to build models that allows you to identify key attributes that differentiated your ideal customers from the rest in their spend or profit. This problem can be solved through statistical classification methods. Some of the common methods used are:

    These classifiers can be used to predict a prospect’s probability to be an ideal customer. In addition, one can identify relative importance of all the attributes of a prospect turning into an ideal customer. This relative importance information can particularly be helpful to sales teams in supporting their gut feel, as they may not necessarily trust a black box model 100%.

Improve your acquisition strategy

Bulk of your modeling is done by now. The next step is to improve your acquisition process with the help of the classifiers you have developed.

  • Prospect Data: Ensure that required data from internal and third party sources is collected and pieced together. Some of this data might come from internal sources, third party sources, and even interviews/filled questionnaires with prospects. Essentially, the data set needs to be the same as the one used to build classification models.
  • Propensity to be an Ideal Customer: Once the data set is ready, all you have to do is to apply the classification models on the prospect data to forecast the probability to be ideal customer. In addition to using classification methods, regression models can also be applied to predict the spend level of these prospects from existing customer data. It is unlikely to have high confidence in the exact spend forecast. Instead, we can tier prospects into high, medium, and low spend categories based on spend forecast and pursue the prospects with high spend potential.
  • Pursue Prospects: Now, you got a good prospect list that is based on science and you will have a better chance to successfully turn them into ideal customers. We can continue to improve our classifiers and regression models by continuing to train the models with new data. This way your acquisition strategy keeps up with changes in data.

Hope you enjoyed reading this. Please share your experiences and ideas on improving customer acquisition strategy through analytics.

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Why start a blog on analytics?

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Does the world need another blog on analytics?  I have no intention of creating this site as a comprehensive resource on analytics. This blog focuses on my analytics world, especially on marketing analytics and business analytics. I intend to share my thoughts around how analytics can be used to solve different business problems we face everyday, with a special focus on online marketing. As much as I like to find advancements in analytical approaches, my interest is more in connecting right solutions to right business problems. I welcome your comments on any future posts on this blog.

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