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Retention Analytics :: Lisa, Sales Director

Retention Analytics :: Lisa, Sales Director 2017-08-09T19:37:48+00:00

Lisa’s top needs for customer retention analysis are:

  • Keeping existing customers
  • Increasing customer lifetime value
  • Identifying the best prospects for cross-sell and up-sell

Why she needs help:   Lisa’s team spent time and money to attract new customers, and they don’t want to lose them. She needs to understand the reasons why customers leave so she knows what problems to solve. And she needs to know what to do to get  those customers to stay. Predictive analytics can help sort out the most likely issues causing customer pain. The same customer data can often be used to discover which customers are best suited to new offers.

How Beyond the Arc supports sales directors like Lisa:

  • Replace guesses about customers and sales with data-driven insight
  • Discover likely causes for dissatisfaction
  • Identify key drivers to guide persuasive offers to increase retention and value

My sales team thinks they know why customers leave, but their tactics for getting people back don’t always work. We need a better way to keep existing customers happy so my team can focus on bringing in new business. Beyond the Arc helps us translate our sales experience into a data engine we can deploy to the call center to improve retention and customer success.

Our take on customer retention analysis

Salespeople have lots of ideas about why customers leave. Using data science to understand customer churn gives you more nuanced insight for delivering the right message to the right customer at the right time.

Data science translates ideas into data, tests hypotheses, and determines the most likely sources of dissatisfaction for each customer. You can then determine key drivers and business practices are best for certain customers, so you focus the right solutions and messaging that persuades them to stay. A lot of the same customer data can be re-used to find customers who are ripe for accepting new offers.

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