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| Preface | |
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| Business Models: What They Are, How They Work, Why They Are Important | |
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| Elements of a Business Model | |
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| Business Modeling and Business Models | |
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| Fact-Based Decision Making | |
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| Cross-Silo Cooperation | |
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| Types of Business Models | |
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| Four Basic Business Model Structures | |
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| Autonomous Business Models | |
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| Business Models in the Environment | |
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| Creating and Competing with Business Models | |
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| Understanding the Internal Culture | |
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| Describing the Unique Value Proposition (UVP) | |
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| Information Flow Within the Business Model | |
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| Defining Which Behaviors Can Be Measured | |
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| Describing the Customers | |
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| Profiling | |
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| Mapping as a Profile Tool | |
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| Profit-Based Segmentation | |
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| Predictive Modeling | |
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| Descriptive Modeling | |
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| Multi-Channel Profiling | |
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| Overlay Data | |
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| Survey Data | |
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| Learning from Our Customers | |
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| Describing What Customers Do | |
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| Tracking Behavior | |
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| Measuring Lift | |
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| Break-Even(s) | |
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| Case Study: Variable Break-Even | |
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| Profitability by Campaign | |
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| Case Study: Profitability by Campaign | |
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| Predictive Modeling | |
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| Advocates, Buyers, and Tryers | |
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| RFM vs. RFA Analyses | |
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| Case Study: Recency-Frequency-Average Order (RFA) | |
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| Quantifying Customer Behavior | |
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| Lifetime Value | |
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| Case Study: Lifetime Value | |
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| Customer Value | |
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| Customer Value Index | |
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| Action Based on a Customer Value Index | |
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| Building Customer Data Files | |
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| The Progression of an Analysis | |
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| Merge/Purge Is the Foundation | |
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| Data Checks | |
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| Relational Versus Flat Databases | |
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| Data Format Versus Data Content | |
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| Different Data Sources Equal Different Data Meanings | |
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| Realistic Time-Frames | |
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| Case Study: Business-to-Business Medical Equipment Manufacturer | |
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| Case Study: Consumer Cataloger | |
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| Rapid Development Approach | |
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| Building a Contact Strategy | |
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| Segmentation Is Tactical; Marketing Is Strategic | |
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| Segmentation by Frequency of Contact | |
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| Understanding House File Segmentation | |
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| Who Should Be Contacted? | |
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| What Makes Segments Different? | |
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| What Offers Are Likely to Be Appropriate? | |
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| Which Customers Are Likely to Be Most Valuable? | |
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| When Should Contacts Be Made? | |
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| Where Do Best Customers Come From? | |
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| Which Media Are Most Effective in Making Contacts? | |
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| House File Inventory | |
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| Quantifying the House File Inventory | |
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| Building Budgets and Sales Projections Using the House File Inventory | |
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| The Process of Building a Business Model | |
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| Building a Team | |
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| Top Management as Director | |
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| Investors | |
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| Facilitators | |
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| Internal Lead Roles | |
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| Support Roles | |
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| Employees' Personal and Professional Strengths | |
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| Business Model Situation Analysis | |
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| Initial Review | |
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| Employ Database Marketing Methodology | |
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| Load Data | |
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| Data Check | |
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| Data Hygiene | |
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| Set Data Dictionary | |
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| Create Reports Describing the Data | |
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| Data Mining | |
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| Exploring and Defining Relationships | |
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| Create Descriptive Statistics | |
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| Predictive and Descriptive Modeling | |
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| Create Final Report Set and Define Update Report Set | |
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| Develop and Implement Strategy Based on Findings | |
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| Adjustment Period and Scheduled Updates | |
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| Application Development | |
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| Changing the Business Model | |
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| The Pressure for Change | |
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| Hysteresis | |
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| Adoption Hurdles | |
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| Disruptive Technology | |
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| Disruptive Competition | |
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| Disruptive Marketplace | |
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| The Importance of Management Push | |
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| Obstacles to Change | |
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| Pressure for Immediate Success | |
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| Organization Charts Reflect Strategy | |
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| Managing Rewards and Measurements | |
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| Agents of Change Versus Agents of Inertia | |
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| Knowledge of the Business of the Enterprise Is Key | |
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| Driving Change | |
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| Organic Growth | |
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| Partnering | |
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| Acquisition | |
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| Creating a Subsidiary | |
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| Divestment | |
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| Specialization | |
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| New Media Channels | |
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| New Sales Channels | |
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| New Constituent Relationships | |
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| Consummating the Sale | |
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| Pricing | |
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| Case Studies | |
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| How Profiling Changed a Business Model | |
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| How Cluster Analysis Changed a Business Model | |
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| How Profit-Based Segmentation Changed a Business Model | |
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| How Predicative Modeling Improved Subscription Marketing Effectiveness | |
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| Index | |