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Companies do not always have success with marketing analytics. This book explains why that is and clarifies common misconceptions and misunderstandings with marketing analytics. When marketing analytics is done effectively, it can improve marketing performance and raise the analytics IQ. The text discusses how organizations can overcome budget constraints and achieve analytics success, different segmentation strategies, and other strategies to improve the effectiveness of various marketing tools, like direct mail campaigns, print catalogs, email marketing, and loyalty programs. Written for marketers, business analysts, and college students, this book focuses on solving marketers' real-world problems and gives practical, effective, and financially feasible ideas to help compete more effectively in the workplace. Chapter 6 focuses on utilizing email in marketing endeavors. Main issues and their causes in today's email marketing are described. The need to integrate email, CRM, Google, and social media is also discussed. Several best practices are explored, including unifying the email database with the CRM database, automating triggered email, personalizing bulk email, and uploading the email list to Google AdWords. New insights into digital communication plans can be gained through integrating channels. Embracing new technology, like machine learning, can help make email even more effective. Email can be a key aspect to customer communications, working with and complementing other marketing channels.

Companies do not always have success with marketing analytics. This book explains why that is and clarifies common misconceptions and misunderstandings with marketing analytics. When marketing analytics is done effectively, it can improve marketing performance and raise the analytics IQ. The text discusses how organizations can overcome budget constraints and achieve analytics success, different segmentation strategies, and other strategies to improve the effectiveness of various marketing tools, like direct mail campaigns, print catalogs, email marketing, and loyalty programs. Written for marketers, business analysts, and college students, this book focuses on solving marketers' real-world problems and gives practical, effective, and financially feasible ideas to help compete more effectively in the workplace. This chapter discusses customer loyalty programs, why so many of them fail, and how to make an underperforming loyalty program more effective and profitable. Loyalty programs are very prevalent, but many are also costly and fail to generate incremental profit. Loyalty marketing works to grow and retain existing customers through incentives; customer loyalty programs are structured and long-term marketing strategies using rewards/incentives to help acquire customer data, encourage repeat purchases, and shun competitors. Pros and cons of having a loyalty program are explored. A seven-step approach to revamping an underperforming loyalty program is then described with in-depth discussions of each step. Loyalty marketing is a special type of database marketing. It should rely on data and analytics; without that base, it will fail.

Companies do not always have success with marketing analytics. This book explains why that is and clarifies common misconceptions and misunderstandings with marketing analytics. When marketing analytics is done effectively, it can improve marketing performance and raise the analytics IQ. The text discusses how organizations can overcome budget constraints and achieve analytics success, different segmentation strategies, and other strategies to improve the effectiveness of various marketing tools, like direct mail campaigns, print catalogs, email marketing, and loyalty programs. Written for marketers, business analysts, and college students, this book focuses on solving marketers' real-world problems and gives practical, effective, and financially feasible ideas to help compete more effectively in the workplace. Chapter 8 discusses customer lifetime value (CLTV) and how it continues to be an important and valuable metric in helping marketers make informed business decisions. CLTV is the current value of future profit attributed to the customer during their entire relationship with the business. Its main purpose is to find the upper limit of the new customer acquisition cost. Common misunderstandings surrounding CLTV are clarified. Different CLTVs should be calculated depending on business context. ACLTV helps marketers decide the upper limit of the acquisition spend, measure the effectiveness of past marketing performance, and is used to appraise the value of a company. ECLTV guides resource allocation and evaluates the value of a business. Simplified ways to calculate these CLTVs are provided. The most important function with CLTVs is to rationalize marketing spending.

Companies do not always have success with marketing analytics. This book explains why that is and clarifies common misconceptions and misunderstandings with marketing analytics. When marketing analytics is done effectively, it can improve marketing performance and raise the analytics IQ. The text discusses how organizations can overcome budget constraints and achieve analytics success, different segmentation strategies, and other strategies to improve the effectiveness of various marketing tools, like direct mail campaigns, print catalogs, email marketing, and loyalty programs. Written for marketers, business analysts, and college students, this book focuses on solving marketers' real-world problems and gives practical, effective, and financially feasible ideas to help compete more effectively in the workplace. Chapter 9 explores planning budget spending, the additional challenges that come with it for small- and medium-sized retailers, and practical solutions to solving those challenges. Three tools are described: marketing mix modeling (MMM), multi-touchpoints attribution (MTA), and promotional lift analysis. MMM uses advanced statistical techniques to work with top-down, macrolevel information, helping companies understand and assess the incremental value of their investments and then forecast the impact of future sets of tactics. MTA works to understand which digital marketing channel, specific ads, messages, and sequences of interaction contributed to a particular conversion. Lift measures the effectiveness of a response model, while promotional lift looks at what incremental sales or incremental margin can be credited to the marketing efforts. All three of these tools are needed but incomplete on their own. Marketers should use a variety of techniques to gain a comprehensive view of the effectiveness and ROI of marketing initiatives.

Cameron Harding has just opened his own business, and needs to get health insurance for himself and his fiancée, Audra. They are looking for a plan that will best meet their needs, but Harding knows little about the world of health insurance. Luckily, Harding's uncle, a senior salesman at a large pharmaceutical firm, is happy to offer advice and talk Harding through the process of choosing insurance. This case set walks students through choosing a health insurance plan, and what questions to ask when receiving care.

Supplement to case UV7947. This case provides two snapshots of sudden health care crises. It walks the students through how health insurance works, and what questions to ask when receiving care.

On October 25, 1847, British prime minister John Russell met with his cabinet to review a deepening financial crisis and to weigh proposals for government response. Chief among these were two proposals. The first was to suspend the Bank Charter Act of 1844 in order to permit the Bank of England to discount more freely and to issue banknotes in greater volume than the Act allowed. In recent days, delegations of merchants, industrialists, and country bankers had approached Russell to plead for more currency. The second was to do nothing and allow the crisis to run its course. Some members of Parliament argued that the whole point of the Act was to impose discipline at times like this, so to suspend it would make a mockery of that discipline and create moral hazard. As leaders of the Whig Party, Russell and his cabinet would need to navigate carefully through the crisis, owing to the slim majority his government held in Parliament. The A case describes five shocks that promoted the financial crisis of 1847-agriculture, railways, demand, monetary, and fiscal-as well as the complicated political situation at this time of the Irish potato famine. The B case offers an epilogue.

On October 25, 1847, British prime minister John Russell met with his cabinet to review a deepening financial crisis and to weigh proposals for government response. Chief among these were two proposals. The first was to suspend the Bank Charter Act of 1844 in order to permit the Bank of England to discount more freely and to issue banknotes in greater volume than the Act allowed. In recent days, delegations of merchants, industrialists, and country bankers had approached Russell to plead for more currency. The second was to do nothing and allow the crisis to run its course. Some members of Parliament argued that the whole point of the Act was to impose discipline at times like this, so to suspend it would make a mockery of that discipline and create moral hazard. As leaders of the Whig Party, Russell and his cabinet would need to navigate carefully through the crisis, owing to the slim majority his government held in Parliament. The A case (UV7950) describes five shocks that promoted the financial crisis of 1847-agriculture, railways, demand, monetary, and fiscal-as well as the complicated political situation at this time of the Irish potato famine. This B case offers an epilogue.

Spreadsheet supplement to case UV7953

This case is an abridged version (part 1 of 2) of "Walmart's Omnichannel Strategy: Revolution or Miscalculation?" HBS Case 720-370. The (A) case discusses Walmart's early forays into online retail, as well as improvements made under Doug McMillon beginning in 2014. The case describes Walmart's physical stores, delivery options, grocery business, online marketplace, and distribution system. It also discusses the ecommerce startup Jet.com, which Walmart was considering purchasing in 2015. The case poses the question: How could Walmart best use its existing resources to compete against major ecommerce players like Amazon? Should it focus on its in-store business, build up its web-to-store capabilities, or compete head-on with pure ecommerce players in web-to-home sales? Alternatively, should it consider an omnichannel strategy, attempting to grow all these aspects of the business at once?

This case is an abridged version (part 2 of 2) of "Walmart's Omnichannel Strategy: Revolution or Miscalculation?", HBS Case 720-370. The (B) case describes Walmart's omnichannel strategy in 2018 as it battled Amazon for online retail market share. Walmart aimed to integrate its enormous brick and mortar footprint with its growing ecommerce business, e.g., through merchandise and grocery delivery and order online, pickup in store options. It also followed a two-part acquisition strategy that included specialty retailers such as Shoes.com and digitally native vertical brands that developed their own products and sold them directly to consumers, such as ModCloth and Bonobos. In 2016, it acquired the ecommerce retailer Jet.com. In addition to building its online marketplace, Walmart hoped to leverage its existing assets, such as its massive network of retail stores and thriving grocery business, in the fight against Amazon. The case poses the question: Could Walmart successfully compete against Amazon and other online retailers in areas such as grocery delivery, product selection, shipping costs, and delivery times?

Fresh out of a public social media debacle, Gary Vaynerchuk needs to reconsider the approach he takes in leading his digital media agency, VaynerMedia. Founded in 2009 by Gary and his brother AJ, VaynerMedia has grown into an unconventional creative marketing agency. With notable clients and a savvy and personable approach to maintaining attention arbitrage, the future looks bright with Gary at the helm of VaynerMedia. Or does it? This case explores Vaynerchuk's strengths and weaknesses, VaynerMedia's successes and challenges, and the overall command of the marketing firm as it continues to grow and evolve in an ever-changing digital media landscape. Ultimately, the case highlights a tension many ventures face as they mature from initial founding to growth sustainability: should the visionary CEO continue leading the charge forward, or should he consider stepping aside and allowing his firm to lead its own way forward?

The Academy, a local CrossFit gym in Kitchener, Ontario, was determining how best to expand its business in order to continue its growth trajectory in a highly competitive industry. The gym's co-owner and head coach needed to decide whether to invest in upgrading The Academy's existing facility or open a second location. He wanted to complete a qualitative industry size-up, competitive analysis, consumer analysis, and corporate capabilities size-up, in addition to a quantitative size-up, including statement of cash flows and ratios analyses. He required the chosen growth strategy to meet a hurdle rate of 20 per cent.

The case begins in January 2014, when Brad Parsons, CEO of the NEA Baptist Health System, decided to take advantage of the inauguration of a new hospital to begin a profound organizational transformation. The deployment of a new management system called the Baptist Management System (BMS) to lay the foundations for a patient-centred culture of continuous improvement was launched. A few years earlier, the Baptist Memorial Health Care Corporation (hereinafter, Baptist Corporation) had hired Skip Steward as chief improvement officer. Together Parsons and Steward spearheaded the transformation at NEA Baptist, designated the model site for the entire corporation. The development of the new management system was based partly on systems seen elsewhere (such as at Denver Health) but also, and more importantly, on the reflections of its leaders and their own learning experiences. As Steward said, "Everything is an experiment!" This case explores three major questions: 1) What are the key success factors for the successful deployment of a management system? 2) What skills do the organization's leaders need to guide the transformation and introduce the new management system? 3) How can they ensure the sustainability of that new management system?

The case begins in January 2014, when Brad Parsons, CEO of the NEA Baptist Health System, decided to take advantage of the inauguration of a new hospital to begin a profound organizational transformation. The deployment of a new management system called the Baptist Management System (BMS) to lay the foundations for a patient-centred culture of continuous improvement was launched. A few years earlier, the Baptist Memorial Health Care Corporation (hereinafter, Baptist Corporation) had hired Skip Steward as chief improvement officer. Together Parsons and Steward spearheaded the transformation at NEA Baptist, designated the model site for the entire corporation. The development of the new management system was based partly on systems seen elsewhere (such as at Denver Health) but also, and more importantly, on the reflections of its leaders and their own learning experiences. As Steward said, "Everything is an experiment!" This case explores three major questions: 1) What are the key success factors for the successful deployment of a management system? 2) What skills do the organization's leaders need to guide the transformation and introduce the new management system? 3) How can they ensure the sustainability of that new management system?

This case discusses the alternative social media site Steemit, including the principles it was founded on in 2016 and the challenges it faced in 2019. Steemit was a blockchain-based platform that aimed to differentiate itself from other social media companies by returning power to its users, rather than centralizing control among company executives. Steemit rewarded its users with cryptocurrency for posting, commenting on, and upvoting content on the site. Although it championed itself as a bastion of free speech, in January 2019, it banned a user for soliciting funds in exchange for the release of conspiracy-theory-related documents. This ban called into question the degree to which Steemit was willing to exert control over the content posted to its site. In addition to these censorship issues, Steemit's developers had to weigh a number of strategic considerations about the future of the site. Questions they faced included how to avoid alienating potential users with Steemit's complex features (such as its intricate payment system) and how to prevent certain users (e.g., those who had been kicked off of other sites) from becoming overly dominant on its platform.