Marketing
Manage the customer as an investment
When budget goes to whoever shouts loudest, value the customer over their lifetime, spend against that value to acquire and retain, and grow what the base is worth.
Your learning route
The program order
Complete the programs in order to finish the route. Each one brings short lessons, applied practice and a realistic business case together.
Plus and Pro members can create a verifiable Stratify certificate when the route is complete.
- Program 01
Customer lifetime value
Foundational: you learn to read a customer the way you would read an investment. By the end of this program you can separate the two sides of customer value, place customers in the four quadrants, read a whale curve and the 200-20 rule, calculate one customer's lifetime value from profit, retention and a discount rate, and estimate CLV in your head with the margin multiple.
- A customer is an asset
- Four quadrants: which customer is worth keeping?
- What CLV is
Apply it: Limits, and the closing case
7 lessons · ≈3 hours
- Program 02
Customer acquisition and retention
Intermediate: you learn to manage the first two drivers of CLV. By the end of this program you can decide which customers are worth acquiring, tell the five acquisition strategies apart, cap acquisition spending with lifetime value, convert a churn rate into an expected customer lifetime, show why a small retention gain pays out of proportion, and use NPS and loyalty programs for what they actually measure.
- Why acquisition is an investment
- Five ways to acquire
- Preventing defection, and NPS
Apply it: Closing case: stopping the leak
7 lessons · ≈3 hours
- Program 03
Customer development and customer equity
Advanced: you learn to grow profit from the customers you already have and to read firm value through a customer lens. By the end of this program you can work with share of wallet, cross-selling, upselling and business redefinition, spot the dark side of cross-selling, use customer equity as a proxy for firm value, show why a product-centred organization measures CLV wrongly, and account for referral value, free customers and social influence.
- Share of wallet: same CLV, different potential
- Redefining the business
- Customer equity: a proxy for firm value
Apply it: Closing case: the full value of a customer
8 lessons · ≈3 hours