| Stock Ticker |
| CDC | 2.84 |  | 0.12 |
| Tekelc | 16.81 | | 0.67 |
| NetSuite | 15.92 | | 0.3 |
| LivePerson | 2.76 | | 0.03 |
| APAC | 1.41 | | 0.01 |
| Sykes | 18.91 | | 0.12 |
| Oracle | 22.28 | | 0.07 |
| Selectica | 1.1 | | 0 |
| ATG | 3.93 | | 0 |
| ICT | 8.1 | | 0 |
| Teletech | 15.49 |  | -0.01 |
| Intervoice | 8.2 | | -0.01 |
| Salesforce | 68.12 | | -0.09 |
| Interactive | 10.04 | | -0.02 |
| HP | 44.91 | | -0.09 |
| Astea | 3.59 | | -0.01 |
| Unica | 8.8 | | -0.03 |
| Amdocs | 30.11 | | -0.11 |
| Vignette | 11.15 | | -0.07 |
| SAP | 57.91 | | -0.45 |
| ClickSoftware | 2.42 | | -0.03 |
| Epicor | 6.98 | | -0.09 |
| Nortel | 6.07 | | -0.08 |
| Convergys | 12.86 | | -0.17 |
| RightNow | 16.25 | | -0.24 |
| Chordiant | 5.92 | | -0.09 |
| SPSS | 32.62 | | -0.51 |
| NCR | 25.62 | | -0.52 |
| NICE | 29.6 | | -0.78 |
| SupportSoft | 3.4 | | -0.1 |
| Pegasystems | 14.5 | | -0.44 |
| Rainmaker | 3.12 | | -0.15 |
| eLoyalty | 5.22 | | -0.37 |
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As of 4:00 p.m. on 8/5/08 |
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 "Our Take"
| | About
"Our Take"
"Our Take" is a collection of daily
vignettes covering a wide range of CRM topics. It's an attempt to add our own spin to the world of CRM. We will use the column to share our perspectives, opinions,
epiphanies, web nuggets, or quite frankly anything that moves us. Get ready to expect the unexpected. And, don't be shy about sharing your thoughts.
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5/26/06 - Retention and Customer Penalties - Part II
Yesterday we discussed placing customers into three categories: profitable; unprofitable; and the largest bucket, borderline. Today, I would like to expand the list to six specifically by adding an additional axis of profit potential. Therefore, you have 1) forever profitable, 2) profitable today but unprofitable tomorrow, 3) borderline becoming profitable, 4) borderline not becoming profitable, 5) unprofitable but becoming profitable, and 6) terminally unprofitable.
If you can categorize all customers into these six buckets, you have a good idea how to treat each differently. One reader wrote, "My college student offspring made a mistake and overdrew a checking account by $12, but was hit with $90 in fees because there were four checks presented that day. Now, tell me, does the department of this bank that is soliciting me for a student loan or a 401k rollover know that the checking department just hammered us?"
The "heavy lifting" is understanding the lifetime potential of each customer. However, just as important is taking the right time horizon. It seems penalties focus too much on this quarter's profitability rather than the long term potential of the customer. Where's the focus on retention in that strategy?
Gary Lemke, Publisher
(Share your thoughts)
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