So

19

Feb

2017

MOBILFUNK BESTANDSKUNDEN USA

ANZAHL MOBILFUNK BESTANDSKUNDEN JE ANBIETER USA - 1 Quartal 13 bis 3 Quartal 16
ANZAHL MOBILFUNK BESTANDSKUNDEN JE ANBIETER USA - 1 Quartal 13 bis 3 Quartal 16

So

19

Feb

2017

VERIZON CHURN RATE: EINZELHANDEL

So

12

Feb

2017

T-MOBILE USA: CHURN RATE

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So

12

Feb

2017

MOBILFUNK CHURN RATEN

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So

12

Feb

2017

VIDEO STREAMING CHURN

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So

12

Feb

2017

CHURN & EBITDA: MOBILFUNK WELTWEIT

EBITDA ist die Abkürzung für englisch: earnings before interest, taxes, depreciation and amortization. Das bedeutet „Gewinn vor Zinsen, Steuern, Abschreibungen auf Sachanlagen und Abschreibungen auf immaterielle Vermögensgegenstände“

 

Quelle: tefficient.com

Achtung: Daten von 2014!

 

 

So

12

Feb

2017

FANS SIND EIN BESONDERS LOYALE KUNDENGRUPPE

Fans sind eine besonders loyale Kundengruppe. Sie sind mit den Leistungen sehr zufrieden, emotional an ihren Anbieter gebunden und teilen ihre Zufriedenheit auch gerne anderen mit.

 

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So

29

Jan

2017

CHURN RATEN US-MOBILFUNK

Sa

28

Jan

2017

BESTANDSKUNDEN ENTWICKLUNG US- MOBILFUNK

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Sa

17

Dez

2016

LOAYALITÄT UND KUNDENWERT: TEIL 1

Loyalität ist Tot

Die Kundenloyalität ist Tot – dies verkünden die Experten. Die Statistiken scheinen sie zu bestätigen. Im Durchschnitt verlieren die Unternehmen mittlerweile innerhalb von fünf Jahren die Hälfte Ihrer Kunden, halten Ihre Miterbeiter nur für vier Jahre und verlieren die Hälfte Ihrer Investoren innerhalb von einem Jahr.

 

Eine Zukunft in der die einzigen Geschäftsbeziehungen auf opportunistischen Transaktionen zwischen Fremden in einer virtuellen Welt scheint uns bevorzustehen.

 

Haben die Churn Experten Recht ?

Aber liegen die Experten richtig ? Ist es an der Zeit die Hoffnung aufzugeben und in die Welt der wankelmütigen Kunden, der schnellen Geldspekulanten, Einweg-Mitarbeiter und Job-Karrieristen einzutreten ? Noch wichtiger, können Unternehmen heutzutage erfolgreich sein indem sie den Opportunismus in Ihre Geschäftsbeziehungen mit einbeziehen ?

 

Die Antwort ist nein, nicht wenn den Unternehmen langfristiges Wachstum und Gewinne wichtig sind. Die Erfahrung zeigt, dass der Kunden Churn die Unternehmensperformance um 25 bis 50 Prozent beeinträchtigt.

Im Gegensatz dazu, generieren Unternehmen, die sich auf das Finden und Halten von guten Kunden, produktiven Mitarbeitern und unterstützenden Investoren konzentrieren überlegene Ergebnisse.

 

Loyalität treibt auch weiterhin den Geschäftserfolg 

Loyalität ist keineswegs tot. Die Loyalität bleibt einer der großen Motoren des Geschäftserfolgs.

 

 

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Sa

17

Dez

2016

WIRD DER CHURN BEI YAHOO DURCH DEN HACKERANGRIFF EXPLODIEREN ?

 

Anstieg des Kunden Churn erwartet

Der Schaden der Yahoo durch den gut orchestrierten Hackerangriff versucht worden ist könnte sich nicht nur auf den Verizon-Yahoo Deal sondern auch auf den Kunden Churn auszuwirken.

 

Yahoo Churn Raten

Es wird mit mittelfristig mit einer deutlichen Erhöhung der Churn Rate gerechnet. Diese Churn Effekte treten gewöhnlich jedoch erst zeitverzögert auf. Somit wird sich Yahoo auch noch sehr lange mit den auftretenden Loyalitäts,- und Vertrauensverlusten auseinander setzen müssen.

 

Yahoo Net Promoter Score

Ein drastischer Einbruch des Yahoo Net Promoter Scores wird das Unternehmen nicht mehr verhindern können. 

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So

11

Dez

2016

HYGIENEFAKTOREN DER FLUGGESELLSCHAFTEN GEGEN CHURN

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So

11

Dez

2016

DAS GEHEIMNIS LOYALER KUNDEN

 

 

BINDUNG GÜNSTIGER ALS NEUGEWINNUNG

Es ist eine Grundlage der Kundenbindung, dass es einem Unternehmen deutlich mehr kostet einen neuen Kunden zu gewinnen als einen bestehenden Kunden zu halten. Für Telekommunikations oder Medienfirmen ist der Kunden Churn auch nichts außergewöhnliches. Jedoch ist eine Minimierung des Kunden Churn vor dem Hintergrund der Umsatzmodelle und der zeitlichen und kostentechnischen Aspekte für diese Firmen essentiell. Je länger die Kunden bleiben um so profitabler sind die Geschäfte der Medien & Telko Firmen.

 

KUNDEN CHURNEN OHNE SICH BESCHWERT ZU HABEN

Und doch churnen Kunden immer wieder und in der Mehrzahl ohne Vorwarnung und auch ohne sich vorher beschwert zu haben. Wir neigen dazu, uns auf die Kunden mit den "quietschenden Rädern" zu konzentrieren. Es wird gefürchtet, dass diese Kunden die am höchsten churn gefährdeten sind.

 

KUNDENINTERAKTION UND CHURN WAHRSCHEINLICHKEIT

Es wird jedoch davon ausgegangen, dass die Wahrscheinlichkeit sich erstmals beschwerender Kunden gering ist. Die Kunden denen man eigentlich die größte Aufmerksamkeit widmen sollte sind leisen Kunden welche man nicht hört.

Wir missverstehen im Allgemeinen warum wir Kunden verlieren und um welche Kunden wir uns wirklich kümmern sollten. Es ist schön, glückliche Kunden zu haben. Eine abnehmende Kundeninteraktion sollte jedoch nicht mit steigender Kundenloyalität verwechselt werden. Die Kundenbindung muss bei vielen Kunden langfristig erworben  & durch Interaktion gefestigt werden. 

So

11

Dez

2016

MOBILFUNK UMSÄTZE VON VERIZON, AT & T, SPRINT und T-MOBILE

So

04

Dez

2016

US-PAY-TV BRANCHE VON STARK STEIGENDER KUNDENABWANDERUNG BEDROHT

 

NETFLIX UND AMAZON PRIME BEFEUERN DEN WETTBEWERB 

Die Research-Firma SNL Kagan berichtete kürzlich, dass die US-amerikanische Pay-TV-Branche im dritten Quartal 2016 430.000 Kunden verloren habe.

In den ersten drei Monaten des Jahres 2016 verzeichneten die in den USA ansässigen Videodienste jedoch einen Rekord von 1,3 Millionen Bestandskunden.

 

Im US-Pay-TV-Markt agieren drei Arten von Dienstleistern, nämlich Kabel-MSOs (Multiservice-Betreiber), Satellitenfernsehbetreiber und Kabel basierte Telekommunikationsbetreiber.

 

Trotz der anhaltenden Churn Probleme verbesserte sich die Abwanderungsrate der Kabelfernsehindustrie gegenüber dem Vorjahreszeitraum. Die Kabelfernsehbetreiber sind dabei jedoch sehr anfällig für die Herausforderungen, die sich aus der Konkurrenz von Online-Video-Streaming-Diensten wie Netflix oder Amazon Prime Video ergeben.

 

SATELLITEN TV BETREIBER SIND DIE GROSSEN GEWINNER

Interessanterweise haben die Satelliten-TV-Betreiber im dritten Quartal rund 46.000 Kunden gewonnen. Allerdings kam der größte Teil des Pay-TV-Kundenverlustes von Telekom-Betreibern, die im gleichen Zeitraum 382.000 Abonnenten verloren.

 

Im dritten Quartal 2016 schließt AT&T - einer der größten Pay-TV-Betreiber in den USA mit 25 Millionen TV-Kunden ab. Über ihre Satelliten-Tochtergesellschaft DIRECTV hat AT&T 323.000TV-Kunden in den USA gewonnen. Allerdings hat der U-Vers TV-Service 326.000 Kunden verloren. DISH Network der Satelliten-TV-Anbieter hat 277.000 Kunden verloren.

 

KOSTENMANAGMENT VON HOHER BEDEUTUNG

Die Verfügbarkeit von preiswerten Online-Video-Streaming-Diensten ist der Hauptgrund für diese angespannte Situation. Das Multichannel-TV-Angebot, das Kerngeschäft der Pay-TV-Betreiber schrumpft ständig. Um dem Wettbewerb entgegenzuwirken, ist das Erreichen von Produktivitäts und Kostenmanagement KPI's für Pay-TV-Betreiber von wesentlicher Bedeutung.

 

Um ansteigender Churn Raten entgegenzuwirken haben viele Kern-Pay-TV-Betreiber ihre Fokussierung auf die Bereitstellung von Inhalten über das Internet verlagert. Darunter fallen DISH Network, Verizon und Comcast, um nur einige zu nennen. 

 

So

04

Dez

2016

WIE KANN T-MOBILE SEINE KUNDENLOYALITÄT VERBESSERN?

 

T-Mobile's Vertragskunden Churn im 3Q16

T-Mobile's (Postpaid) Vertrags Churn hat sich im Jahresvergleich verbessert. Die Churn Rate des Unternehmens lag im dritten Quartal mit 1,32% niedriger als im Vergleichsquartal in Höhe von 1,46% - war jedoch höher als im Vergleich zu 1,27% im 2. Quartal.

 

Gute Netzqualität verbessert die Kundenloyalität

Die kontinuierliche Verbesserung der Netzqualität von T-Mobile ist ein wichtiger Treiber für die Kundenbindung. Am 1. September 2016 schloss T-Mobile eine Transaktion mit einem seiner MVNO-Partner (mobile virtuelle Netzbetreiber) ab, die die Übertragung von 1,4 Millionen Abonnenten zum Großhandel mit sich brachte. Bereinigt um diese Transaktion, hätte der (Postpaid) Vertragskunden Churn bei 1,2% gelegen. Der sequenzielle Anstieg des Churn um 5 Basispunkte war saisonal bedingt.

 

T-Mobile Peer Churn Raten Vergleich

Obwohl T-Mobile bemerkenswerte Fortschritte bei der Bekämpfung des Kunden Churns gemacht hat bleibt es bei der Churn Rate über Verizon und AT & T's Churn Raten. Im 3Q16 hatten AT & T, Verizon und Sprint Churn-Raten von 0,90%, 0,90% bzw. 1,4%. MIt ~ 0,90% hat Verizon die beste Churn-Rate in der Branche (bezogen auf die letzten sechs aufeinander folgenden Quartale).

 

 

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So

04

Dez

2016

SKY SETZT AUF DEN MOBILEN MARKT

 

SKY's Kampf um den Mobilfunkmarkt

Sky hat seinen Angriff auf den mobilen Markt gestartet und hofft, Millionen von Pay-TV-Kunden davon zu überzeugen, von ihrem derzeitigen Anbieter zu churnen d.h. diesen zu verlassen.

 

Laut Sky haben sich bereits 50.000 Kunden für den Service vorregistriert.

Es wird vorerst mit keiner Erhöhung der Pay-TV-Loyalität bzw. der Churn Rate gerechnet.

 

Mit dem Angebot unbegrenzter kostenloser Anrufe und Texte soll dies erreicht werden. Wer zu Sky Mobile wechselt, bezahlt für den mobilen Breitbandzugang, mit einem 1GB Paket £ 10 pro Monat, Bei 3GB sind es £ 15 und bei dem 5GB Paket fallen £ 20 an.

 

Familiensharing 

Die Sky Kunden können unbenutzte Daten auf Familienmitglieder übertragen und diese untereinander teilen. Laut Sky wird die Mobilfunk Rechnungen getrennt von der Sky Rechnung versendet.

 

 

 

Sa

03

Dez

2016

BEEINFLUSST APPLES iPHONE7 START VERIZON'S CHURN ?

 

Apples iPhone7 Start erhöht die Verizon Churn Rate

Verizons (Postpaid) Vertrags-Churn stieg von 0,94% in 2Q16 auf 1,0% in 3Q16. Dieser Anstieg war vor allem auf die jüngste Veröffentlichung von Apple' s iPhone 7 im September 2016 zurückzuführen. Viele Kunden haben Ihren Telekommunikationsanbieter gewechselt um das beste Tarif Angebot zu erhalten. 

 

Eine Zunahme der Churn-Rate ist für Telekommunikationsunternehmen negativ, da sie mit zusätzlichen Neukunden Akquisitionskosten umgehen müssen, was sich wiederum negativ auf die operativen Margen der Unternehmen auswirkt. 

 

Mo

24

Okt

2016

SPRINT'S CFO: NETWORK IMPROVEMENTS KEEPING CHURN RATES LOW

Sprint changes raise price on iPhone promotion, hints at broader price increases for unlimited

 

Sprint is looking to simplify its “All-In” rate plans, announcing a new $80 per month offer that includes the cost of unlimited voice calling, messaging and data services as well as the monthly lease of a smartphone. The plan breaks down to $60 per month for service and $20 per month to lease a smartphone.

The new plan aligns the carrier’s previously available “All-In” offerings across devices, although it eliminates Sprint’s previously offered “iPhone for Life” promotion. That plan was priced at $50 per month for the unlimited service, with customers paying an additional $20 per month to lease a basic iPhone 6.

T-Mobile US is the only other nationwide operator to offer “unlimited” services, which it prices at $80 per month. Device costs are extra, though the price of the device is paid off at the end of the term, while Sprint customers have to pay a remaining balance at the end of the term if they want to keep the device.

Sprint CEO Marcelo Claure earlier this month hinted that the carrier would likely look to raise prices on its unlimited data plans in a move to shore up revenue and help pay for much-needed network improvements.

Sprint’s new plan appears to mimic its Unlimited Plus plan that had services priced at $60 per month, with device leasing starting at $20 per month. With the new plan, customers are not required to put any money down, though they are charged a one-time $36 activation fee.

To help push the plan, Sprint signed former soccer star David Beckham to feature in advertisements.

 

Sprint, Best Buy target families

Sprint, in partnership with big-box retailer Best Buy, also launched a two-line family plan that for $100 per month provides unlimited domestic voice calling, messaging and data service, with additional lines priced at $40 per line.

The plan is similar to the two-line offering from T-Mobile US launched last year, which also includes the carrier’s streaming music service, its international roaming feature, free access to Wi-Fi calling and in-flight services.

Sprint and Best Buy earlier this year launched an unlimited plan under the Best Buy brand that allowed “well-qualified customers” to pick up an Apple iPhone 6 16GB with the included unlimited services for no money down and $65 per month. Or customers can lease a smartphone powered by Google’s Android operating system for $75 per month. Pricing excludes taxes and fees, and requires a two-year commitment, though for an additional $10 per month customers can cut that commitment to one year.

Sprint earlier this year launched its Family Share Packs that allowed multiple lines to share a bucket of data access on top of unlimited calling and text messaging.

 

Source: http://www.androidheadlines.com

 

Mo

24

Okt

2016

APPLE IPHONE 7 COULD INCREASE CHURN RATE FOR AT&T

 

 

In the last part of this series, we learned about why AT&T (T) is focusing on gaining prepaid customers. In this part, we’ll look at AT&T’s customer retention metric, the churn rate. Earlier in 2Q16, AT&T’s postpaid churn of 0.97% was lower than the churn of 1.0% in 2Q15. Verizon has the best churn rates in the industry, at around 0.94%. T-Mobile and Sprint have higher churn rates of 1.3% and 1.6%, respectively.

 

The release of Apple’s iPhone 7 in September 2016 could mean an increase in churn rates for all telecom providers as customers change carriers to get the best wireless plan. AT&T’s 3Q16 churn rate is expected to increase due to this launch. A higher churn rate is negative for telecom companies because they have to deal with additional acquisition costs associated with customers, which negatively impacts their operating margins. In the next part of this series, we’ll discuss AT&T’s aggressive international expansion into Mexico and Latin America.

 

Source: marketrealist.com

 

 

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Sa

24

Sep

2016

NEAR TO ZERO CUSTOMER CHURN

 

 

In the startup world, everyone wants a low churn rate. But everyone has a high churn rate. Like plenty of other holy grails of starting a tech company, like rapid growth hacking, a healthy culture and fast scaling, keeping a low customer churn rate takes a lot of hard work. Here are the three goals to keep in mind as you work at it, thanks to a recent post from Lincoln Murphy on the myth that no company can consistently hit a low churn rat

 

1: Get Good-Fit Customers

 

Get the audience that loves your product and care about it. Like I said last paragraph, these steps take a lot of work. It’s not exactly a secret that you want customers who are a perfect fit for you. However, what some people forget is that getting only the good-fit customers means intentionally rejecting the bad-fit ones.

 

People hate turning away customers even when they’re terrible. After all, it means inflated numbers. But you still should. Think of it as the pre-churn. If you get rid of potential bad-fit customers before they get rid of you, you’ll more than make up for it with the energy you’ll save by not needing to attempt to convince them to stay with you.

 

2: Clearly Explain the Desired Outcome

 

You’ve got the customers. Now you need to tell them what they should expect from your relationship. This can be broken down into two sections, as Murphy explains:

 

“The Desired Outcome of your Good Fit (Ideal) customers […] is made up of Required Outcome, or what they need to achieve, and Appropriate Experience, or how they need to achieve it”

 

3: Tailor the Experience Towards That Outcome

 

Streamline the whole process, from the marketing and sales funnels to onboarding to customer support. It should always be clear and deliver the value you know the good-fit customers will want. Rely on feedback for this step and constantly reevaluate to ensure you’re up to snuff.

 

In the end, Murphy asserts, the amount of truly unavoidable customer churn is likely far lower than you think: near-zero churn is practically never entirely unattainable.

 

Source: http://tech.co/3-steps-near-zero-customer-churn-2016-09

 

Do

15

Sep

2016

Distressing Time for U.S. Pay-TV as Customer Churn Soars to 812.000 Customers

 

Research firm SNL Kagan recently reported that the second quarter of 2016 witnessed the highest ever quarterly subscriber loss in the history of the U.S. pay-TV industry. Notably, the U.S. pay-TV market comprises three kinds of service providers, namely, cable MSOs (multi-service operators), satellite TV operators and fiber-based telecom operators. SNL Kagan has estimated that in the last reported quarter, the pay-TV industry lost approximately 812,000 customers.

 

 

Despite such a difficult scenario, cable MSOs have a reason to rejoice as cable TV industry observed a narrower customer churn rate year over year. Notably, cable TV operators were most susceptible to the challenges arising from fiber-based TV and online video streaming services. The cable TV industry lost around 298,000 subscribers, down a considerable 13.6% year over year. The satellite TV operators lost about 26,000 customers. However, the biggest chunk of pay-TV customer loss came from telecom operators, which lost a massive 488,000 subscribers in the same time frame. In the second-quarter 2016, AT&T Inc.one of the largest pay-TV operators in the world with 37.82 million TV customers, gained 342,000 TV customers in the U.S. through its satellite subsidiary DIRECTV. However, its U-verse telco TV service lost 391,000 customers. Meanwhile, Comcast Corp.saw its video customer base go down by 4,000, ending the period with 22.40 million TV subscribers. DISH Network Corp., the satellite TV provider, lost 281,000 customers. Verizon Communications Inc.'s

 

Fios TV subscribers fell by 1,226,000 largely due to the transfer of its customers to Frontier Communications Corp.. Nevertheless, organically, it lost 112,000 customers. Optimum and Suddenlink, owned by global cable giant Altice, lost 2,000 and 23,000 subscribers, respectively.

 

The availability of low-priced online video-streaming services is the reason behind this depressingl situation. Multichannel TV offering, the core business area of pay-TV operators, is steadily slipping out of their hands. In order to counter competition, attaining scale, productivity and effective cost management has become essential for pay-TV operators. Conversely, many core pay-TV operators have shifted their focus on delivering content through the Internet to counteract the churn rate. Notable among them are DISH Network, Verizon and Comcast to name a few.

 

Source: http://www.nasdaq.com

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Sa

03

Sep

2016

US WIRELESS SUBSCRIBER

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So

28

Aug

2016

THE BIG 4 - CHURN RATE US MOBILE MARKET

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Sa

13

Aug

2016

US CELLULAR CHURN RATE: JUST 1.2%

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

After the four major US carriers announced their numbers for the second quarter of the year, it’s time for US Cellular – a small, regional wireless carrier – to announce theirs. The company posted total operating revenues of $980 million for the quarter, that’s an increase from $976 million from the same period last year. Net income that is attributable to US Cellular shareholders were $27 million with diluted earnings per share at $0.32. That was compared to $19 million and $0.23, respectively, the year prior.

 

As far as customers go, the wireless carrier posted postpaid net additions of 36,000. That was higher than Wall Street’s expectation of about 26,000. US Cellular also posted a churn rate of just 1.2% which is lower than expectations of 1.3%. This is the lowest churn rate that US Cellular has ever had, and thus they are pretty happy with it. For those that don’t know what “churn rate” means, it’s a metric which wireless carriers (and other industries) use to determine how many customers are coming into the company, versus those that are leaving. So ideally, the lower the churn rate, the better. Source: www.androidheadlines.com

 

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Fr

12

Aug

2016

VERIZON WIRELESS: CUSTOMER ARPU DEVELOPMENT

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Sa

06

Aug

2016

NETFLIX: CHURN INCREASE COULD BE SIGN OF STREAM CUTTING

 

Internet television services like Netflix (NFLX) are often described as beneficiaries of the cable and satellite TV "cord cutting" trend. But slowing subscriber growth at Netflix has some wondering whether cost-conscious consumers are now "stream cutting."

 

Netflix added just 160,000 net new streaming subscribers in the second quarter, a steep drop from 900,000 in Q2 last year. Netflix blamed higher churn, or the percentage of customers canceling the service, for the shortfall.

 

The churn coincided with press coverage of price hikes for longtime subscribers who had been grandfathered for up to two years at the old prices and were starting to see increases.

 

The higher churn indicated that Netflix customers were more price sensitive than previously thought. Some of the customers who quit had decided that the current price ($9.99 a month for the standard plan) wasn't worth what they were getting. Others, though, might have tired of Netflix's offerings and opted to switch to another streaming service with a different lineup.

 

The nature of subscription video-on-demand services like Netflix, Hulu, HBO Now and others makes it easy to cancel, especially after binge-watching all the shows of interest. Videophiles easily can switch among different over-the-top TV services from their Roku box, smart TV or other device.

 

"Even if you've had Netflix for three to five years, you can drop them for a few months and pick them right back up," Phillip Swann, president and publisher of TVPredictions.com, told IBD. "What's the big deal? It's not like you have to have someone come out and put up a satellite dish or bring you a cable box."

 

Netflix Pressured To Maintain High-Quality Content

Streaming video news website Extreamist suggests Netflix's shrinking library of content was behind the increased churn, not just the price hike. Extreamist reported in June that the size of the Netflix library had fallen 40% over the past four years.That puts pressure on Netflix to continue adding good content, including licensed Hollywood content and original shows, to keep subscribers happy. Wedbush Securities analyst Michael Pachter warned in May that Netflix had fallen behind Amazon (AMZN) Prime Video when it comes to making quality original content. Netflix this year has released a bunch of critical turkeys, such as the comedy series "Fuller House" and Adam Sandler movie "The Do-Over."

 

The higher Netflix churn last quarter was likely a combination of the price hike, reduced content selection and churn from increased streaming competition, Swann said. "There's been an explosion of streaming services of various kinds over the last 12 to 18 months that finally had an effect on Netflix," Swann said. "You've got now HBO, Showtime, Starz (STRZA), Seeso, Sling, Sony (SNE) Vue and so on. There are so many internet TV options now that the competition for that audience has grown."

 

Series' Season Over? Cancel And Wait For Next Season's Premiere

Many subscribers might sign up for a streaming video service when it offers a new season of a popular show, such as "Game of Thrones" on Time Warner's (TWX) HBO, "Marvel's Daredevil" on Netflix, and the upcoming "Star Trek: Discovery" on CBS (CBS) All Access. Then, once they're done watching all the episodes, they cancel and move on to another streaming service.

 

Premium cable channels like HBO and Showtime have dealt with this for years, Swann said. People will sign up for big shows and cancel when the season is over, he said.

 

"The same thing will happen to Netflix," Swann said. "If you're a 'House of Cards' fan, you might cancel and wait for the new season to premiere." With the growing number of streaming services, churn will be an issue as consumers experiment with different offerings, Brett Sappington, senior director of research for Parks Associates, told IBD.

 

There were 101 subscription streaming video services available in the U.S. market as of March, Parks reported. Beyond major services like Netflix, Hulu and Amazon, there are a host of smaller niche services. They include NBCUniversal's comedy network Seeso, anime video service Crunchyroll and horror movie provider Shudder. At the end of 2015, about 20% of U.S. broadband households had canceled at least one over-the-top video service in the previous 12 months, Parks Associates said. Some 64% of U.S. broadband households subscribe to an OTT video service, the firm said.

 

Netflix shouldn't be too worried about its recent increase in subscriber churn, Sappington said. It holds a commanding lead in subscribers (47 million in the U.S. alone in Q2) and has a solid track record for giving viewers what they want. "As over-the-top services mature, their churn rates tend to drop over time," he said. "In fact, Netflix is the longest-running one, and it's got the lowest churn relative to the size of its base of customers among all of the services out there."

 

At the end of last year, 52% of all U.S. broadband households subscribed to Netflix, according to Parks. Some 5% of U.S. broadband households canceled Netflix in 2015, the research firm said.

 

Besides offering popular content and competitive prices, there's not much streaming services can do to reduce churn. The phenomenon of consumers canceling streaming services and hopping to another one could continue for a few years, until the number of services is winnowed down, Swann said.

 

Once the culling has finished, Netflix is almost certain to remain one of the leaders, both Swann and Sappington said.

 

Source: http://www.investors.com

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So

31

Jul

2016

SKY: CUSTOMER CHURN INCREASES

 

UK churn is at a recent high, climbing to 11.2% from 9.8% 12 months back. “We’ve over a million broadband customers and as you’d expect these customers churn at a higher rate, between 15 and 20%, and that drags up the total. TV churn is exactly what it was two years ago,” said Sky CFO Andrew Griffith

 

Sky has 10,606,000 customers in the UK and Ireland, 3,132,000 in Germany and Austria and 4,901,000 Italy, which has seen its first growth in some time as Italy comes out of recession.

 

800,000 new customers were added for TV, telephone and broadband. But with a large bundle of services retention is easier on some rather than others.

 

Source: www.broadbandtvnews.com

 

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So

31

Jul

2016

T-MOBILE US: CHURN DROPS

Postpaid churn was 1.27 percent in the first quarter, which T-Mobile CEO John Legere said was "the best postpaid phone churn numbers in our history".

 

The nation's No. 3 wireless carrier said it added 1.9 million customers to its network during Q2, marking the 13th consecutive quarter it delivered more than one million net adds.

Breaking that number down, T-Mobile said it added 890,000 post-paid accounts, which are the most lucrative category of wireless subscribers. The carrier has said previously it expects branded postpaid customer growth to slow this year, and according to the numbers, that's what's happening. Last quarter, T-Mobile added just over one million postpaids.

 

Source:http://www.zdnet.com

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So

31

Jul

2016

VERIZON: CHURN CONTINUED TO BE LOW AT 0.94%

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

The company added 615,000 wireless customers, on a retail, post-paid basis, after customer defections, and said its customer churn continued to be be low at 0.94%.

 

Total wireless net additions were 1.3 million.

 

During a conference call with analysts following the report, CFO Fran Shammo remarked that “equipment revenue was also under pressure, due primarily to lower postpaid phone activations,” specifically down 4% at $3.7 billion.

 

Digging into the details, Shammo remarked,

Total postpaid device activations were 9.5 million in the quarter, down 4.3% sequentially and nearly 16.2% on a year-over-year basis. Approximately 81% of these activations were phones, with tablets accounting for the majority the other device activations. About 5.4% of our retail postpaid base upgraded to a new device in the second quarter. The purpose of decline of 180 basis points.

 

One analyst pressed Shammo on how much of the slowdown would be typical of a decline at this time of the year in advance of a new iPhone. “What extent do you think this is sort of a typical pre-iPhone level … or a new environment of more subdued activity going forward?”

 

Shammo said it’s “too early to tell

On handset cycles, two points here. One is, obviously, we saw similar trends, maybe not this dramatic, in 2014, we saw a slowdown in the first half of the year in anticipation of iconic phones that were coming up on a two-year cycle. So, I think some of it could be that. Unfortunately, for us we have our first set of EIP customers coming up on their two-year anniversary, and there’s not enough volume yet for those customers to really get a behavior track, if you will, whether they are going to hold their phone and take a $20 to $25 discount on their bill or if they are just waiting for a new phone. So I think it’s too early to tell.

 

Source: http://blogs.barrons.com

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Sa

30

Jul

2016

SPRINT: PREPAID CHURN RATE

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Sa

30

Jul

2016

MOBILE PROVIDERS IN BRAZIL: CHURN RATE FROM 2005 TO 2015

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Sa

30

Jul

2016

SPRINT: CHURN RATE - POSTPAID - FROM 2008 TO 2016

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Sa

30

Jul

2016

WHERE WILL NETFLIX CHURN BE IN 10 YEARS

 

Netflix has a huge user base of more than 83 million members, so even a relatively small increase in churn can have a big impact on net additions during a particular quarter. Especially in the second quarter, which is seasonally weak for the company since growth tends to slow down in the summer.

 

Gross additions were on target during the quarter, so Netflix is still attracting new subscribers in accordance to expectations. However, the company implemented a price increase for new subscribers two years ago, while long-tenured customers were "grandfathered" by retaining the lower price over two years. Netflix started un-grandfathering those customers in the U.S. in early April, and this produced an unexpected increase in the churn rate during the second quarter.

 

The main question for investors in Netflix stock is whether this is a temporary setback or a more permanent problem. Competition in online streaming is increasing lately, with players such as CBS All Access, Seeso, Amazon Prime Video, Hulu, and YouTube Red making inroads in the industry. This is an important factor to keep in mind: If Netflix is losing market share versus the competition, the slowdown in growth could be more than just a transitory issue related to implementing the price increase in a particular period.

 

Management clearly explained to investors that disappointing growth during the second quarter was due to pricing as opposed to competition. To begin with, the impact from growing competitive pressure would be felt mostly on gross additions, not on churn. Besides, Netflix is experiencing a similar increase in churn rates in Canada, where competition levels are not increasing, but the company is also un-grandfathering customers.

 

Source: http://host.madison.com

 

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Sa

30

Jul

2016

TELEFONICA DEUTSCHLAND: REDUZIERTER CHURN

Auf das mobile Vertragskundengeschäft entfielen 19,6 Millionen Anschlüsse. Telefónica Deutschland konzentriert sich unverändert auf das Cross- und Upselling bei Bestandskunden.

 

In der Folge reduzierte sich die Kundenfluktuation (Churn) zum Vorquartal um 0,4 Prozentpunkte auf 2,1 Prozent. Gleichzeitig gewann das Unternehmen von April bis Juni starke 339.000 Netto-Vertragsneukunden hinzu, vor allem dank der zunehmend dynamischen Entwicklung der Partnermarken. Im Prepaid-Bereich lag die Zahl der Anschlüsse per Ende Juni bei 23,8 Millionen.

 

Die Nachfrage nach LTE stieg im zweiten Quartal erneut deutlich an. Insgesamt nutzen 9,4 Millionen Kunden von Telefónica Deutschland ein LTE-fähiges Endgerät mit den entsprechenden Tarifen. Ihre Zahl stieg damit binnen 12 Monaten um 54 Prozent.

 

Eine positive Entwicklung verzeichnete das Unternehmen auch im DSL-Festnetzgeschäft mit Privatkunden. Hier setzte sich der Aufwärtstrend des ersten Quartals auch in den Folgemonaten fort. Die Zahl der DSL-Anschlüsse bei Privatkunden erhöhte sich im zweiten Quartal um 2.500. Im bundesweiten DSL-Festnetztest der Fachzeitschrift Connect konnte o2 trotz verschärfter Kriterien sein Ergebnis verbessern und erreichte den dritten Platz.

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So

24

Jul

2016

SPRINT: JUMPS AFTER ALL TIME LOW CHURN RATE

Sprint records record low phone churn rate

 

Adjusted EBITDA was $2.5 billion. Sprint said its postpaid phone churn rate was the lowest ever at 1.39%. Operating income declined to $361 million from $501 million in last year’s first fiscal quarter. Adjusted free cash flow swung into the positive to $466 million from last year’s -$2.2 billion. The company also said it recorded the highest number of first quarter postpaid phone adds in nine years, adding 173,000 net mobile subscribers during the first quarter. In the year-ago quarter, the company lost 12,000 net subscribers.

 

The company said better customer acquisition and retention drove the increase of 185,000 subscribers. Sprint recently began a marketing campaign featuring Paul Marcarelli, an actor who was known for the “can you hear me now?” ads for Verizon. The ad campaign said mobile networks are pretty much the same and questioned why customers should pay more. Management highlighted that this was one of the most successful ad campaigns ever in the company’s history.

 

“We had another quarter of solid progress in our turnaround with the highest first quarter postpaid phone net additions in nine years, the lowest postpaid phone churn in company history, and finally being postpaid net port positive against all three national carriers after five years,” Sprint Chief Executive Marcelo Claure said in a statement. “We also grew wireless net operating revenue year-over-year while aggressively reducing the cash operating expenses of the business and our network is performing better than ever.”

 

For the Sprint platform, the company recorded 377,000 net adds with 180,000 postpaid net adds, 331,000 net prepaid losses and 528,000 affiliate net additions. The Sprint platform’s postpaid churn was 1.56% in the quarter, which was flat with last year.

 

Source: http://www.investing.com

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Sa

23

Jul

2016

NETFLIX: ERHÖHTER BESTANDSKUNDEN CHURN DURCH PREISERHÖHUNG ?

Netflix Deutschland erhöht die Preise. Das geht aus E-Mails des Unternehmens an seine Kunden hervor. Es handelt sich um die eine Preiserhöhung für Mitglieder, deren Abonnement bisher noch zum alten Preis lief.

 

In dem E-Mail an die Kunden, das Golem.de vorliegt, hieß es: "Wichtige Informationen zur Mitgliedschaft. Als wir im letzten Jahr die Preise für neue Netflix-Mitglieder erhöhten, haben wir Ihren Preis ein Jahr lang beibehalten. Ihr Vorzugspreis läuft nun aus und Ihr neuer Preis wird ab 22.08.16 9,99 Euro pro Monat betragen. Bitte besuchen Sie netflix.com, um die Einzelheiten dieser Änderung, sowie Ihre Wahlmöglichkeiten im Hinblick auf Abos und Preise einzusehen. Das Netflix-Team".

 

In Deutschland wurde der Preis für das Standard-Abo im August 2015 um einen Euro von 8,99 Euro auf 9,99 Euro erhöht. Netflix versprach, dass Bestandskunden das Standard-Abo ein Jahr lang weiterhin zum alten Monatspreis buchen können. Erst ab August 2016 müssen auch diese Netflix-Kunden monatlich 9,99 Euro für das Standard-Abo zahlen.

 

Die Leute mögen nicht, wenn es teurer wird

"Was auch immer etwas kostet, die Leute mögen nicht, wenn es teurer wird", sagte Netflix-Chef Reed Hastings in einer Videokonferenz mit Analysten nach Bekanntgabe der aktuellen Quartalszahlen. Netflix hatte davor gewarnt, dass sich die Preiserhöhung in den USA negativ auf das Nutzerwachstum auswirken werde. Kunden in einem alten Preismodell müssen auch dort im Laufe dieses Jahres mehr bezahlen.

 

Netflix gewann 1,68 Millionen Abonnenten im Juni-Quartal, das Ziel waren 2,5 Millionen, das bedeutet das niedrigste Nutzerwachstum seit zwei Jahren. Insgesamt hatte der Streaminganbieter 83,18 Million Nutzer, davon 79,9 Millionen zahlende.

 

Quelle: http://www.golem.de

 

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Sa

23

Jul

2016

AT&T LOSES VIDEO SUBSCRIBERS IN Q2

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Sa

23

Jul

2016

DISH: THE BIGGEST LOSS OF TV SUBSCRIBERS IN ANY QUARTER

Dish Network Corp. lost a record number of TV subscribers in the second quarter as programming blackouts and price increases drove customers to seek cheaper online alternatives, reviving industrywide concerns about “cord-cutting.”

Dish shed 281,000 pay-TV customers in the quarter, compared with a loss of 81,000 a year earlier, according to a statement from the Englewood, Colorado-based company Thursday. That marks the biggest loss of TV subscribers in any quarter. The rate of monthly customer defections, or churn, rose to 1.96 percent from 1.71 percent a year earlier, Dish said in a separate filing.

 

The results underscore the challenge Dish faces in trying to keep customers from ditching their traditional satellite-TV service for lower-priced, online-only options like Netflix or Hulu. To help stem the losses, Dish created Sling TV, a streaming-video service starting at $20 a month that includes live broadcasts from channels including NBC and ABC as well as cable networks ESPN, USA and Bravo. Dish doesn’t disclose Sling TV’s customer count, though analysts estimate it added between 49,000 and 100,000 subscribers in the second quarter.

 

“While we were prepared for some weakness due to a number of programming disputes this quarter, we were not prepared for the magnitude,” Philip Cusick, an analyst with JPMorgan Chase & Co., said in a research note Thursday. Last month, Tribune Media Co. removed local broadcasts in 33 cities after the two companies failed to reach a contract renewal agreement.

 

Source: http://www.bloomberg.com

 

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Do

21

Jul

2016

NETFLIX: CEO REED HASTINGS DOESN'T SEE COMPETITION AS REASON FOR THE UPTICK IN CHURN

 

CEO Reed Hastings doesn’t see competition as a major reason for the uptick in churn:

 

If it was saturation, what we would be seeing is hit to gross ads more than we would in terms of churn. So, other possible explanations were that we did something on our service, around that week, but we’ve looked at everything and the fact that its coincident with the group of trend data we included really indicates that people don’t like price increases, we know that.

It’s a necessary phase for us to get through and then with the increased revenue, we’re continuing to invest in better and better content. So that’s what makes us feel very strong and positive about the long-term and that this is a short term phenomenon.

 

It is all about content at the end of the day, he adds, not the pricing model:

 

We’re continuing to improve the content, which is the fundamental driver of value for subscribers, how much they watch, how unique the content is, how exclusive it is…I think this is really around change resistance, whatever the price is for something people don’t like it to go up. But in terms of new members, which is most of what drives growth, the new pricing is working great.

 

Source: http://diginomica.com/2016/07/20/netflix-boldly-goes-on-but-subscriber-churn-is-on-the-rise/

 

 

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Mi

20

Jul

2016

CHURN IS A BADLY DEFINED CONCEPT AND THE BEST OF ALL TIMES...

 

Churn Is Always Ambiguous

Churn is a badly defined concept at the best of times. App owners talking about churn percentages ignore too many variables.

When someone tells me they have 5% churn and asks if that’s good, I can never answer easily. It’s such a vague figure that I have to fall back to a set of clarifying questions:

  1. Does this figure include users who signed up during this month, or only lost customers from the previous month? In short, if we started with 100 customers, gained 30 sign ups and finished the month with 110 customers, what churn rate would we ascribe?
  2. What is the revenue churn compared to the user churn? 5% is fine if it’s only free users you’re losing, but what if that 5% happened to be all your premium customers, or 50% of your revenue?
  3. What is the activity churn? How many customers were previously active but have now stopped using it? This is usually an indicator of churn to come.

As you’d guess, these questions keep coming until we get some real insight. Aggregate figure, whether conversion rates or churn rates rarely offers any substantial insight. As I’ve said many times, in the absence of any meaningful data or metrics, show me your bank statement.

 

Source: https://blog.intercom.io/churn-retention-and-reengaging-customers/

 

 

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Mi

20

Jul

2016

NETFLIX SUBSCRIBER CHURN "UNEXPECTEDLY" HIGHER

 

The closing out of grandfathered subscription prices hit Netflix (NASDAQ: NFLX) hard in the second quarter, with users churning out of the SVOD service at higher rates than expected, the company reported.

Netflix saw just 160,000 new subscribers in the U.S. during the quarter, far below its forecast of half a million signups.

 

Subscribership was lower internationally than Netflix had expected, too. The SVOD service saw just 1.52 million signups in the quarter, lower than the expected 2 million new subs.

 

http://www.fierceonlinevideo.com

 

 

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Mi

20

Jul

2016

THE VALUE OF CUSTOMER RETENTION

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Mi

20

Jul

2016

SKY Q4: WATCH THE FINANCIALS, NOT CHURN

 

Analyst Laurie Davison warns that Sky will suffer rising UK churn and even a falling ARPU but these are “relic metrics” he says. “Growth has shifted from TV subs to triple play and is now coming across transaction revenues (video-on-demand, incremental NOWTV customers), advertising (AdSmart), mobility (Sky Go Extra, SkyQ) and mobile. Relic KPIs, especially ARPU and net adds, do not capture these and require contorted (and largely erroneous) efforts to relate to historical trends when the business was different. No one seeks to analyse quad play leaders like Comcast on such partial metrics.”

 

As to those key performance indicators, Deutsche Bank is expecting Q4 churn in the UK to be 11.1 to 11.2 per cent, and that Q4 pay-TV net additions to be about 51,000, with ARPU at £565. For Sky Germany, Q4 churn to be 7.4 per cent, net additions to be 63,000 and ARPU €35/month. Sky Italia’s Q4 churn to be 15.1 per cent, net additions to be just 6,000 and ARPU at €42.

 

Source: http://advanced-television.com/2016/07/21/sky-results-watch-the-financials-not-subschurn/

 

Mi

20

Jul

2016

THE APP CHURN RISK WINDOW

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Di

19

Jul

2016

Churn-Rate von Vodafone im Mobilfunk in Deutschland von 2010/2011 bis zum 4. Geschäftsquartal 2015/2016

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Di

19

Jul

2016

Churn KPI's von Verizon, AT&T, T-Mobile und Sprint - US Mobilfunkmarkt

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So

17

Jul

2016

Sky Churn: für Deutschland, England, Irland und Italien - 2012/2013 bis 2014/2015

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Sa

16

Jul

2016

Churn Gambling - Customer Retention

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Sa

16

Jul

2016

Apple Music Churn Rate: 200% größer als bei Spotify

 

Die Churn-Rate des von Apple angebotenen Musik-Streaming-Dienstes ist um 200% größer als bei Spotify, dies geht aus einem aktuellen Bericht des Online-Portals Investors.com hervor.

 

So verabschieden sich Monat für Monat rund 6,4% der Apple Music Abonnenten von ihrem Pro-Account, Spotify hingegen verliert nur 2,2% der zahlenden Bestandskunden.

 

Während Spotify 30 Millionen zahlender Abonnenten bedient, streamt Apple Music sein Angebot an 15 Millionen Nutzer. Beide Dienste sollen etwa eine Million Neukunden pro Monat gewinnen.

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Fr

15

Jul

2016

US-Mobilfunk Churn Rate - 2013 bis 2016

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Do

14

Jul

2016

US-Mobilfunk Postpaid Churn Rate: 2013 bis 2015

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Fr

01

Jul

2016

Churn Costs you money

Mo

20

Jul

2015

Top 3 tips to reduce customer churn

First, evaluate and improve on-boarding.

"A recent Preact survey revealed that poor onboarding practices were related to almost a quarter of total customer churn. The onboarding process is important, but it shouldn't stop after the initial meeting. The customer success team should closely monitor performance indicators for signals that customers don't understand how to use products or services correctly. Customer success should also keep an eye on the metrics that indicate clients are becoming engaged as these show the onboarding process has been completed successfully," said John Rode, Senior Director of Demand Generation, Preact


Second, detect and address product underperformance issues.

"Product underperformance is the second leading cause of churn according to the survey. To counter this threat, the customer success team should regularly check in with customers, such as during the quarterly business review, to highlight any future customer product needs," said Rode. "Customer success can work with the product group to share new insights gathered from customers for features that may have broad applicability to other customers."


Third, build strong, productive customer relationships.

"The third-ranked cause of customer churn according to survey participants is substandard relationship building," said Rode. "While focusing on product and process improvement, the customer success team should never lose sight of the importance of building and managing productive relationships, which starts with making sure customers know they are valued. Overselling can damage a new relationship, so customer success should work with sales to define the ideal approach. Cross-departmental cooperation is the key, with transparent qualification processes and sales strategies."


www.bizreport.com/2015/06/top-3-tips-to-reduce-customer-churn.html

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Mo

20

Jul

2015

How Telcos can reduce churn

With the advent of mobile technology and increased connectivity, telecommunications operators are finding that managing “customer churn” is an increasingly complex and in some cases, expensive exercise.

Customer churn or the propensity of the customer to jump from one mobile operator to another as their service provider of choice, is a common phenomenon in Southeast Asia, especially in countries like Malaysia, Philippines and Singapore.

It is not unheard of for a customer to have more than one SIM card for different uses; for example, to sign up for a data plan with one operator while being a customer for cheap international calls with another and yet another for local calls. This way, they seek to reap the benefits of attractive tariffs on campaigns and contracts promoted by the operators.

In a recent study done by industry analysts, the customer churn rate in Asia was an estimated 23% in 2014 compared to a relatively low and stable market in Europe where it was about 10%. Similarly, the need to be online and connected was a key determinant for customers in moving from one operator to another, leading to many telecommunications companies to fret over customer loyalty and pricing.

Challenges facing mobile network operators

As we become more digital and connected in Singapore and indeed in Southeast Asia, the importance of being able to retain customers and their prolonged interest is becoming a critical issue for marketers in the mobile operator space.

How we keep our customers loyal to our plans/contracts and how can we get them to engage and spend more, thereby increasing their Average Revenue per User (ARPU) – becomes the fundamental question that keeps them awake at night.

With a high customer attrition rate, telecommunications operators inevitably face the cost versus revenue conundrum that plagues markets with large customer churn rates.

The economics of servicing a reduced ARPU base, means operators are less inclined to innovate, create new products and solutions. Customers in the long run get lesser value for money with limited technology and services innovation, reduced options and variety and almost negligible reduction in tariffs.

Recognising this cycle of reduced value, marketers at European network operators have focused on building customer brand loyalty and “stickiness” through a very simple solution.

Advergames or mini-games are simple user friendly, browser based games that one can play on mobile phones.

In Europe, Mobile Network Operators (MNO) like Turkcell have introduced successfully Advergames to entice and ensure retention of customers, through increased interaction and social sharing.


Turkcell’s rewards-based Advergames service

The popularity of advergames at Turkcell, one of Turkey’s largest mobile operators with more than 34 million subscribers, has made the operator re-look their marketing strategy for retention within specific demographics of customers.

Working with Branded Mini-Games, Turkcell rolled out a user friendly, rewards-based mini-games subscription service called Hediyeli Oyun.

This service enables Turkcell subscribers to play mini-games on their mobile phones, to score game points, and to exchange these game points for weekly prizes such as voice minutes or SMS and mobile data.

Reward points can be increased based on the number of times users play and the high scores accumulated from playing the games. Subscribers to the mini-games service pay a weekly subscription fee of 4 Turkish lira (RM5.70).      

One of the major obstacles for MNOs in this highly advanced digital era is that over the top (OTT) communications services such as instant messaging and Voice Over Internet Protocol (VoIP) are challenging traditional MNO controlled services such as voice calls and short messaging services (SMSes), plummeting the usage levels of these core services.

Such rewards-based mini-games subscriptions utilise these services by reminding users about them, hence promoting its consumption. The user is also psychologically challenged to earn their rewards via their skills, arousing in users a need to treasure their hard-earned rewards and to encourage its usage.         

The Hediyeli Oyun Advergame Service experienced an average of 20% week-on-week increase in subscribers, amassing 27,668 weekly paid subscribers by Week 8 of the service’s launch. The mini-games had also been played in an excess of 66,000 times, with more than 71% of users engaging with a mini advergame for at least five seconds.
 
The Advergames are currently customised to Turkcell’s brand and it is possible for advertisers to promote their own advergames within this mini-games service instead of leveraging on Turkcell’s branded games, enabling further monetisation from advertisers and sponsors.    

Singapore and Southeast Asia

The advergaming trend is likely to further develop in Singapore and Southeast Asia due to increased smartphone penetration and connectivity, along with accessibility to communications bandwidth, leading to four out of five smartphone users having played a game on their device.

As technological advances continue to make rapid developments and setting trends in the mobile phone market, Advergames will be among the stable of initiatives riding on the wave of the ever changing and fluid LTE services industry.       

In Asia especially, the in-game advertising spend (or Advergames) market size was a staggering US$84mil (RM319.4mil) in 2014. This is expected to grow between 17% to 19% per annum in Asia.     

MNO’s and other brand owners need to re-think how to engage customers through play, increasing interaction and building a relationship. Increasing loyalty, customer spending (ARPU) and learning more about the customer has become a game – marketers need to recognise the value and learn to play.


www.http://www.thestar.com.my/Tech/Tech-Opinion/2015/07/14/How-Advergames-help-telecom-operators-reduce-customer-churn-in-a-competitive-market/

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So

06

Jul

2014

Brands battle customer churn in China

Leading FMCG brands in mainland China have to constantly recruit new buyers as fickle consumers rarely demonstrate loyalty to specific products, according to a new report. Consultancy Bain & Co and research firm Kantar Worldpanel analysed the behaviour of 40,000 households from 373 cities over a two-year period.

 

They examined shopping behaviour in categories including beer, juice, baby milk, carbonated soft drinks, biscuits, chocolate, skincare, shampoo, kitchen cleaners and detergents. Baby milk was the only category where brands did not see a high rate of churn. In the other sectors, between 40% and 80% of customers for the top five brands were effectively new each year, with chocolate, skincare and shampoo among the hardest hit.

In the case of Procter & Gamble's shampoo brand Head & Shoulders, for instance, overall customer numbers were more or less stable over the two years assessed, but 45% of buyers in the first year did not return in the second. "The more [mainland consumers] buy a category, the more brands they buy," James Root, Bain partner, told the South China Morning Post. "It's the exact opposite of what marketers want to hear. "There's an enormous pressure to re-recruit new shoppers every single year," he added.

The best way of tackling the issue, the report said, was by increasing penetration, which had been shown to correlate with the success of leading brands. "There is overwhelming evidence that if I want to win, I'll need penetration," Root said. "It's not going to work if I try to get a small group of people to buy more often."

Foreign brands appear to be losing out to local brands on this score, with indigenous products often dominating in the food and beverage sector. One exception is baby milk powder, largely as a result of several safety scandals involving Chinese brands. Overall, the report noted, foreign brands had lost share in 15 of 26 categories assessed, a trend that was particularly pronounced in oral care, cosmetics and juice.

 

Quelle: www.warc.com

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Mi

26

Mär

2014

Determining an Online Customer's Churn Value

No business wants to lose customers, but for most online retail businesses, nearly half of their customers will buy just once. Some repeat purchasers also might churn over a period of time. Certain metrics can help quantify the churn. There are several statistical techniques for using the customer information captured to predict the chance of a customer churning. - See more at: http://www.crmbuyer.com/story/Determining-an-Online-Customers-Value-80192.html#sthash.gIfisoYP.dpuf

No business wants to lose customers, but for most online retail businesses, nearly half of their customers will buy just once. Some repeat purchasers also might churn over a period of time. Certain metrics can help quantify the churn. There are several statistical techniques for using the customer information captured to predict the chance of a customer churning. - See more at: http://www.crmbuyer.com/story/Determining-an-Online-Customers-Value-80192.html#sthash.gIfisoYP.dpuf

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So

23

Mär

2014

Service Providers Improve Churn Performance

“Loyalty” in the consumer communications and entertainment service arenas arguably has become stronger in the mobile and fixed businesses over the last decade, as measured by churn rates. That lower churn has come even as numerous studies continue to suggest a relatively significant amount of consumer unhappiness with value, price, handsets, billing simplicity, service continuity and a subjective sense of not being “valued and recognized” as customers. In 2009, for example, a Forrester Research survey found 40 percent of customers would consider leaving their present provider for a lower price. Since 2009, U.S. mobile service provider churn rates have declined, though. Compared to early in the 2000s, churn rates have dropped substantially, even though competition has grown. Most observers would credit product bundles in the fixed-line business, and contracts and family plans in the mobile business, for slowing churn rates, despite growing competition. Though many would say “loyalty” includes a great many elements other than churn, churn is a measurable way of describing customer tenure, if not directly the subjective sense of satisfaction that consumers may have with their service providers. And, on that score, packaging mechanisms that increase value (product bundles, contracts, group plans), though important, remain vulnerable to “lower price” attacks. Australia-based Wotif did a study of passenger “loyalty,” as measured by a willingness to stick with their favored provider. Price, in fact, remains the top preference when consumers book a flight, domestic or international. Availability of a flight on the needed travel dates and availability of direct flights all rank higher than brand of carrier. "Unsurprisingly, price was the most important factor for travelers booking both domestic and international flights, with preferred airline being ranked least important for domestic travel but more important for international travel," said Helen Demetriou, Wotif Group executive general manager for flights and packages. In that sense, then, communication and entertainment service providers have other methods for adding value, compared to airlines. These days, communication and entertainment services represent a bundle of value, including several products embedded in retail plans that offer consumers clear value-price relationships for buying bundles. Mobile service providers also have the additional element of device-offers.

So all of that data seems to indicate that whether or not service providers are highly successful on other elements of “loyalty” programs, keeping accounts for a longer period has become easier over the last decade.


Quelle: techzone360.com

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So

16

Mär

2014

How to lower your churn rate

As executive-in-residence at Scale Venture Partners, I’ve worked with a number of SaaS startups to help them refine the efficiency of their operations. One of the things that is often neglected is customer churn. Early focus on churn helps build discipline that becomes even more important as a company grows to $100 million or more in revenues. In the bad old days of on-premise Enterprise software, a startup was considered to have traction when it got its first dozen paying customers. These were typically six-figure deals and required a lot of heavy lifting to get the customers into production. While the old-school field sales model was not particularly efficient, it had the virtue of driving an organization toward making early customers successful.

 

When you have hundreds or thousands of customers, though, things can become rather anonymous and it’s harder to make sure customers are using your product correctly. If customers aren’t successful in using your product, they churn.

 

Having churn is like rowing a leaky boat. After a while, you spend more time bailing water than moving forward. By contrast, organizations that focus on reducing churn will find that their revenue grows every quarter. Break it down. To accurately measure what’s going on, you should begin by breaking out churn (customer cancellation) from contraction (a downgrade in spending). Measure downgrade and churn separately from upgrades and expansion; otherwise, your net growth numbers will mask problems that are bubbling below the surface. If your SaaS product has different editions (e.g. Basic, Pro, Enterprise) you should watch for downgrades that suggest customers are not seeing the value in the higher-end features.

 

Quelle: gigaom.com

0 Kommentare

Mo

10

Mär

2014

Piper Jaffray Reduces Churn Estimates For Potential Amazon Prime Price Hike

When Amazon (AMZN) reported fourth quarter earnings in late January, it said it was contemplating a price hike in Amazon Prime for the first time since inception. Piper Jaffray’s Gene Munster previously thought that a price increase on the shipping service could result in as much as 15% churn, he has now revised his estimates, after gather additional data. He now sees a 5% churn rate as more likely from any Prime price hike, with 15% at the high end of what could be realistically expected.

 

We believe that looking at price increases at other Internet companies. Most instructive may be Netflix’s (NFLX) pricing strategy change in 2011. In 2011, Netflix decided to split its DVD and streaming offerings into two separate subscriptions priced at $7.99 each from the prior offering that combined both services for ~$9.99 at the base level (1 DVD at a time). Users that intended to keep both subscriptions would be facing a 60% price increase. In the company’s first full report following the pricing strategy change, churn increased from an average of 4.2% prior to 6.3%, which we believe means that the incremental 2.1% in churn was the level of customer departure from the price change. Another example also in the digital video category is Redbox. The company increased prices from $1 to $1.20 (20% increase) and later noted that they believe the price increase had a 5-8% impact on volume. Overall, we believe that the two comparable price increases point to a mid single digit percent decrease in Prime customers if Amazon were to raise prices.

 

We did a survey of 500 current US Prime subscribers with the question: “If Amazon raised the price of Prime from $79 to $109, how likely would you be to renew your subscription?” Based on our results, 66% of Prime members suggested they would be unlikely or highly unlikely to renew their subscription. However, we believe that is an unrealistic outcome of any potential Prime price raise as psychologically no one wants to pay more for something. We believe that about a quarter of the Prime base is highly price sensitive (the highly unlikely group) and believe that may be a more realistic upper limit to the impact to the Prime base if prices were to increase.

http://blogs.barrons.com

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So

09

Mär

2014

CRM Data Battles Telecom Churn

One of my Dutch compatriots has recently relocated from London to a beautiful part of the UK called the Cotswolds. It’s a rural setting with chocolate box villages, as many farms as Amsterdam has canals and a god awful cell phone signal, pretty much everywhere. As he was bemoaning this last point to me the other day, I asked him why he didn’t simply switch networks to one that happened to cover more of the British countryside. After he’d phoned me back three times, I finally managed to hear him say that he would do but for the fact that whilst living in London, his network had given him priority ticket access to concerts and had targeted him with personalized offers. As a result, he’d developed a loyalty for the brand and felt a wrench at the thought of leaving. My friend isn’t typical in his reluctance to switch. In fact, the global churn rate of people switching from one provider to another is so prolific in the telecoms sector that network providers everywhere are delving deeper and deeper into big data analytics for solutions. In just one average month in India last year, as many as 91 million people request their mobile number portability (MNP) codes. The sector sees a monthly churn of up to 2.1%. For a company like Vodafone, battling to keep its 16.4% of the Indian market means having to use the data in its customer arsenal with the greatest effect. Across global markets, telecom brands are reliant on mining CRM data to optimise marketing, target more effectively, stay relevant and better retain their customers.

 

mediapost.com

0 Kommentare

So

09

Mär

2014

BlackBerry churn rate at 94 percent with T-Mobile

Normally when we report churn rates, it’s with respect to wireless carriers, and not the devices that run on them. But in this case we’re talking about BlackBerry, which according to information first leaked by Tmo News, is seeing a mass exodus from its platform and devices, even when there is incentives to keep customers in their camp.

 

According to the leaked sales document, 94 percent of T-Mobile customers trading in their BlackBerry devices for an upgrade are opting for a non-BlackBerry device as their new smartphone. Using these numbers, that essentially means BlackBerry has a 6 percent customer satisfaction rate. Simply put, companies simply don’t and won’t survive on a 6 percent satisfaction rate.

 

This information comes after T-Mobile launched a promotion guaranteeing any customer trading in a working BlackBerry device a $250 credit towards a new BlackBerry 10 smartphone (see our full review of the BlackBerry Z10 and Q10 here). However, the numbers don’t lie, and 94 out of 100 customers are opting for $50 less in credit and breaking their CrackBerry addiction for an iOS, Android, or even Windows Phone device. T-Mobile hasn’t released out of this 94 percent the share of sales among iOS, Android, and Windows Phone.

 

But what is known is that even the once most hardcore BlackBerry users have apparently grown tired of the platform. Furthermore, as more companies are dumping their expensive BlackBerry Enterprise Servers for Exchange (supported by iOS, Android, and Windows Phone), BlackBerry’s stronghold on business customers has quickly diminished.

http://mindofthegeek.com

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Mi

26

Feb

2014

Poor customer service hits telcos

Almost one quarter of mobile subscribers are planning to change their provider in the next 12 months with poor customer care among the most common reasons for doing so according to a new report.

 

A global survey for Tektronix Communications, the telecoms intelligence business, polled 3,500 mobile subscribers across Australia, India, Indonesia, Turkey, South Africa, the UK and USA for the report, Who Cares, Wins – Customer Service Perceptions and Churn. This found that 24% of respondents intended to switch supplier in the coming year.

 

In addition, another quarter of respondents said they had changed their provider in the last 18 months, while another 42% said stating that they were at best undecided on changing providers.

Quelle: warc.com

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So

23

Feb

2014

T-Mobile Q4 2013 earnings – low churn rate

As we were already aware – after John Legere’s press conference at CES – last quarter was incredible for T-Mobile. More than 1.6 million customers joined Magenta’s ranks. 981k of those were branded customer additions, with 869k of those being postpaid. If you’ve been following Tmo’s earnings and reports for a while, you’ll know that those figures alone represent the best quarter T-Mobile’s had for a very long time. In fact, it’s Tmo’s best quarter since the end of 2005.

Another encouraging note, often not given enough mention, is the low churn rate of just 1.7%. That means very few customers are leaving for other companies. It’s also the third quarter in a row that Tmo’s revenue has grown. All in all, it’s a great end to a year that’s seen T-Mobile transform from being a no-hope carrier almost bought by AT&T to one that everyone is talking about.

 

Full Year 2013 Highlights:

  • Total net customer additions of more than 4.4 million on a pro forma combined basis
  • 2.4 million total branded net customer additions including 2 million branded postpaid and 359,000 branded prepaid customers on a pro forma combined basis
  • Branded postpaid churn of 1.7%, down 70 basis points year-over-year
  • Adjusted EBITDA of $5.317 billion and Adjusted EBITDA margin of 26% on a pro forma combined basis
  • Successful introduction and execution of major Un-carrier initiatives
  • Rapid progress with the integration of MetroPCS by expanding the brand into 30 additional markets
    • Currently 3.5 million MetroPCS customers on the T-Mobile network
  • Met or exceeded all company guidance targets for 2013

 

Quelle: tmonews.com

 

 

0 Kommentare

So

23

Feb

2014

Why aren't consumers loyal to their mobile network?

Mobile networks such as O2, EE and Vodafone are pouring money into imaginative loyalty schemes. Yet only 12 per cent of UK phone users have signed up.

Consumers are notoriously fickle when it comes to choosing a mobile network. Operators that offer the most minutes and data for the lowest price usually win out and customers rarely have an issue with switching to a competitor.

But as the mobile market continues to mature, the networks are having to get much smarter in the way they communicate with customers. As a result, the sector has seen a growing emphasis on added value services.

 

Loyalty potential

 

“There is huge potential in mobile loyalty schemes,” says Mark Stevenson, head of priority and sponsorship at O2, which gives early access to tickets at O2 venues through its Priority initiative and other perks via Priority Moments.

“We operate in one of the most competitive mobile markets in the world and with it reaching saturation it’s important to retain existing customers in addition to attracting new ones.”

Yet according to the Loyalty Lens report by Nectar owner Aimia, just 12 per cent of people in the UK are signed up to a mobile incentive scheme. Moreover, its survey of 2,062 consumers suggests that this is a hugely untapped area.

The report notes that among those who have signed up, the most popular scheme is O2’s, with 46 per cent subscribing to Priority. As of last December, 29 per cent were signed up to an Orange initiative, 27 per cent to Tesco Mobile and 21 per cent to Vodafone. Fewer than 12 per cent cited EE.

 

Quelle: marketingweek.co.uk

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So

23

Feb

2014

Can Big Data help in combating churn for operators?

Powered by Big data, innovative analysis of user habits on products, solutions and services can drive predictive behavior for end customers and increase brand loyalty for operators. Delivering key analytics driven business insights, Big Data has already gained a lot of respect within the global enterprise community, here is how mobile operators can take help from big data techniques and add value to their business operations by understanding their customer sets 

in a better way and hence increasing the possibilities of profitability many folds.

At a time when telecom operators continuously look for providing their customers exactly what they want, they have to look for the right level of customer insights. And this is where Big Data can be of great help. Next generation big data techniques can help operators design lucrative customer offers that are most likely to be accepted and adopted.

 

Quelle: economictime.com

 

 

0 Kommentare

Sa

22

Feb

2014

SKY Deutschland: Churn sinkt dramatisch

Vor allem seit Brian Sullivan im Frühjahr 2010 das Ruder übernommen hat, macht Sky sich auf, das scheinbar Unmögliche möglich zu machen: profitables Pay-TV in Deutschland. 2013 dürfte operativ bereits ein Gewinn stehen. Ende 2014, spätestens aber 2015 dürfte das endlich auch für den Cashflow gelten. Die Trendwende lag gewiss keinesfalls nur am neuen Namen. Der Konzern hat sich in den vergangenen Jahren deutlich breiter aufgestellt. Kerngeschäft bleibt zwar das Angebot an Live-Sportübertragungen. Zahlreiche neue Spartensender für Serien und Filmliebhaber und Zusatzprodukte wie hochauflösende Sender oder Streaming-Dienste wie Sky Go runden das Angebot aber mittlerweile ab. Das trägt massgeblich dazu bei, dass sich die Kunden ein Sky-Abo immer mehr kosten lassen und die Kündigungsrate rapide sinkt. Vier Millionen Abonnenten wären 2009 noch ein utopisches Ziel gewesen. Nun könnte dies schon im laufenden Jahr erreicht werden. Neue Sehgewohnheiten Sky profitiert zudem von verbesserten Rahmenbedingungen. Durch zahlreiche kostenpflichtige Medienprodukte wie etwa Onlinevideotheken oder das Sat-Erfolgsmodell HD+ gewöhnen sich die Deutschen die Kostenslos-Mentalität im TV-Bereich allmählich ab. Und so ist der lange darbende deutsche Pay-TV-Markt zum Wachstumsmarkt mutiert. Die Marktforscher von Digital TV Research prognostizieren, dass er von 2012 bis 2018 um durchschnittlich 13 Prozent pro Jahr wächst. Damit wäre er der mit Abstand wachstumsstärkste in Europa.

Quelle: finanzen.ch

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Sa

22

Feb

2014

NTT DoCoMo: Die Churn Rate steigt leicht

NTT DoCoMo legte am vergangenen Freitag Neunmonatszahlen für das Fiskaljahr 2014. Dabei verbuchte der japanische Mobilfunk-Carrier bei stagnierenden Umsatzerlösen einen leichten Anstieg beim Nettoergebnis.

 

Der Umsatz von NTT DoCoMo sank um 0,2 Prozent und belief sich auf 3,37 Billionen Yen. Beim operativen Ergebnis musste das Unternehmen Einbußen von 1,9 Prozent hinnehmen und berichtete einen Wert von 688,66 Mrd. Yen. Das Nettoergebnis hingegen stieg um 3,3 Prozent auf 430,175 Mrd. Yen. Entsprechend legte das Ergebnis je Aktie von 100,44 Yen auf 103,74 Yen zu. Die EBITDA-Marge betrug 36,7 Prozent und lag damit höher als im Vorjahr mit 36,2 Prozent. Für den Bereich Mobilfunk ergab sich ein Umsatz von 3,196 Billionen Yen. Die Churn-Rate (Kündigungsrate) stieg leicht von 0,80 Prozent im Vorjahreszeitraum 2012 auf 0,83.

Quelle: it-times.de

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Fr

21

Feb

2014

Churn Management

Der Dynamik des Kundenwechsels entgegenwirken

 

"The key to attracting and retaining high-value customers lies hidden in legacy databases, its patterns and trends obscured within massive volumes of data."

 

Churn bezeichnet im Englischen den Wechsel eines Kunden zur Konkurrenz. Gerade die Flexibilität in Zeiten des E-Commerce führt zu einer weitgehend fehlenden Kundenloyalität, da das Abwandern zum Wettbewerber nur den Aufwand eines Mausklicks erfordert. Unter dem Begriff Churn Management fasst man folglich jene Marketing-Strategien zusammen, die zur Kundenbindung und gegebenenfalls weiteren Entwicklung des Kunden entworfen werden.

 


Zielgerichtetes Churn Management baut auf den Methoden des modernen Marketings, namentlich des Customer Relationship Managements (CRM) auf. Es gilt, hochprofitable Kunden zu identifizieren, ihre Wünsche kennenzulernen und ihre Wechselwahrscheinlichkeit zu ermitteln.

Um die zum Teil immensen Datenmengen verfügbar machen, auswerten und darstellen zu können, bedient sich Churn Management der Techniken des Data Warehousing, Data Mining und der Data Visualization. Mit ihrer Hilfe gelingt es Unternehmen, aus den Daten der eigenen Kunden einen Informationsvorsprung gegenüber den Wettbewerbern herauszuholen.

 

Quelle: 4managers

 

 

0 Kommentare

Fr

21

Feb

2014

Kundenrückgewinnung

Es ist in aller Regel nicht nur kostengünstiger, sondern häufig auch leichter, abgesprungene Kunden zurückzuholen, als Neukunden zu gewinnen. Denn oft waren es nur Kleinigkeiten, die für Verärgerung und Missstimmung gesorgt haben. Wir Menschen vergessen meist schnell und verzeihen gern. Viele ehemalige Kunden wären demnach bereit, ihren Ex-Anbietern eine zweite Chance zu geben, würde man sie nur gebührend darum bitten, etwaige Probleme aus der Welt schaffen – und ihnen das Comeback ein wenig versüßen.

Sehen wir der Wahrheit ins Auge: Wer ist heute schon noch auf Lebzeiten treu? Jahrzehntelange gute Beziehungen sind zu einer bestaunenswerten Rarität geworden. Tagesabschnittsbegleiter liegen im Trend. Der lebenslange Arbeitsplatz ist ausgestorben. Für Berufseinsteiger ist es heute selbstverständlich, alle paar Jahre den Job zu wechseln. Das Heer der ‚fest-freien’ Mitarbeiter wächst. Dauerhafte Bindungen sind in unserer Gesellschaft ein Auslaufmodell.

 

Kunden ziehen nomadisierend von einem Anbieter zum nächsten. Denn sie haben die Qual der Wahl. Dank Ebay wird kräftig entrümpelt, um Platz für Neues zu schaffen. Und seitdem alles Kaufenswerte per Internet in Windeseile durchschau- und meist auch bequem kaufbar ist, wird der Wunsch nach Abwechslung immer größer. Dem ewigen Locken des Neuen erliegt man nur allzu gern. Es ist nichts Ungewöhnliches mehr, regelmäßig den Lieferanten zu wechseln. Selbst durch und durch zufriedene Kunden machen sich auf und davon. Denn das Risiko von Fehlkäufen ist - dank hoher Qualitätsstandards und großer Markttransparenz - heute gering. Unternehmen werden also zukünftig noch weiter verstärkt Kunden verlieren. Wer allerdings immer nur auf Neukunden schielt und seine Verkäufer für Eroberungen bezahlt, geht diese Entwicklung auf strategisch falsche Weise an. Bei solchen Beutezügen handelt es sich ja meist um die Kunden der Konkurrenz – und der Kampf um sie verursacht auch eigene Wunden: Schmerzhafte Preiszugeständnisse und Konditionen-Geschacher treiben ganze Branchen an den Rand des Ruins. Wer so an vorderster Front zugange ist und alle verfügbaren Waffen ins Schlachtfeld wirft, vergisst womöglich den Blick zurück. Da wird nämlich schon kräftig am eigenen Kundenstamm gesägt. Während die einen tatenlos die Untreue ihrer Kunden beklagen, tun die anderen alles, um das Überlaufen der Wechselbereiten zu begünstigen. Ihren Mitbewerbern geht es übrigens genauso. Während die vorne bei Ihnen baggern, brechen denen hinten die Kunden weg.

 

Quelle: 4Managers.de

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Fr

21

Feb

2014

Es gibt viele Möglichkeiten, verlorene Kunden zurück zu gewinnen.

Kundenrückgewinnung ist die Planung, Steuerung und Kontrolle aller Maßnahmen eines Unternehmens, die darauf ausgerichtet sind, die Beziehung zu einem ehemaligen oder inaktiven Kunden (der abgewandert ist) wieder aufzubauen, sodass er wieder Leistungen des Unternehmens in Anspruch nimmt und das Unternehmen mit diesem Kunden wieder Umsätze und Gewinne erzielt. Der Erfolg aller Bemühungen zur Kundenrückgewinnung hängt ganz entscheidend vom Abwanderungsgrund ab. Dieser muss deshalb immer ermittelt werden.

Trotz der hohen Erfolgswahrscheinlichkeit unternimmt nur ein kleiner Teil der Unternehmen ernsthafte Versuche, um Kunden wieder zurück zu gewinnen. Dabei sollte die Kundenrückgewinnung eine selbstverständliche Aufgabe des Vertriebs und des Marketings sein. In dieser Lösungshilfe wollen wir einige Wege und Werkzeuge vorstellen, die bei der Kundenrückgewinnung hilfreich sind, damit Sie in Ihrem Unternehmen entsprechende Maßnahmen ergreifen können.

 

Quelle: business-wissen.de

0 Kommentare

Fr

21

Feb

2014

Die Bedeutung der Kundenrückgewinnung

Der Kundenstamm eines Unternehmens kann in drei Einheiten unterteilt werden: In Kunden, die dem Unternehmen treu sind und solche, die neu gewonnen werden sollen. Hinzukommen Kunden, die ehemals zufrieden waren, aber aus unterschiedlichen Gründen die Beziehung zu dem Unternehmen beendet haben. Die Prozesse der Kundenrückgewinnung kümmern sich um die dritte Säule des Kundenstammes – die ehemaligen Kunden.

 

Kundenrückgewinnung beinhaltet die systematische Koordination der Maßnahmen, welcher es bedarf, um inaktive Kunden wieder zu aktivieren. Dabei verfolgt die Kundenrückgewinnung zwei Ziele. Zum einen sollen wichtige Kunden wieder dazu gebracht werden, eine Beziehung zu dem Unternehmen zu unterhalten, zum anderen sollen die aus diesem Prozess gewonnenen Erkenntnisse genutzt werden, um das Abspringen der noch bestehenden Kunden zu vermeiden. Dies sorgt dafür, dass eine potentielle Kundenfluktuation eingeschränkt werden kann. Doch was genau können Unternehmen tun, um verlorene Kunden wieder für sich zu gewinnen?

 

Zunächst einmal, müssen die verlorenen oder inaktiven Kunden von dem Unternehmen identifiziert werden. Danach geht es im Rahmen des Kundenrückgewinnungsmanagements darum, herauszufinden, aus welchen Gründen der Kunde die Geschäftsbeziehung beendet hat, denn genau hier setzten die Maßnahmen an. Die geeigneten Maßnahmen variieren je nach Branche und Unternehmen stark und müssen individuell bestimmt werden. Nach der systematischen Planung und Umsetzung dieser Maßnahmen, ist dem Unternehmen geraten, die Erfolge auch zu kontrollieren und stets zu verbessern, denn nur so kann eine langfristige und stabile Loyalität seitens des Kunden aufgebaut werden.

 

Die Wichtigkeit der Kundenrückgewinnung haben viele Unternehmen noch nicht entdeckt, allerdings rückt sie inzwischen verstärkt in den Fokus, da die Erfolge hier oftmals besser ausfallen, als im Neukundengeschäft. Dies liegt unter Anderem daran, dass zum Teil nur kleine Stellschrauben geändert werden müssen, um die Zufriedenheit der ehemals verlorenen Kunden wieder herzustellen. Dadurch entstehen dem Unternehmen bei der Kundenrückgewinnung natürlich auch weitaus weniger Kosten, als bei der Neukundenakquise.

 

Quelle: gruenderszene.de

0 Kommentare

Fr

21

Feb

2014

Kundenrückgewinnung in 5 Schritten

Die Neukunden-Gewinnung ist aufgrund gesättigter Märkte in vielen Branchen ausgereizt. Auch die Bestandskundenpflege wird zunehmend beschwerlich. Denn wir haben es mit einem neuen Phänomen zu tun: den flüchtenden Kunden. Klassische Bindungsstrategien funktionieren nicht mehr. Die Wechselbereitschaft ist sozial akzeptiert. Und sie steigt dramatisch. Da bleibt nur noch die dritte Säule im Kundenmanagement: die Rückgewinnung verlorener Kunden. Darin steckt ein noch weitgehend unentdecktes Ertragspotenzial.

 

Unternehmen wollen mehr Umsatz? Sie sollten die teure und aufreibende Jagd nach neuen Kunden mal zurückstellen und sich ihre alten zurückholen! Nur wen? Und wie? Kundenverluste werden, wenn überhaupt registriert, meist tabuisiert oder als Bagatellschaden abgetan. Ein Computer fehlt beim Inventar: großes Trara! Ein Kunde - und damit ein Vielfaches an Wert - fehlt am Ende des Jahres: Schulterzucken! Da kann man nichts machen, passiert halt, suchen wir uns eben Neue.

 

Über seine verlorenen Kunden redet man nicht. Sie sind offensichtlich der lebende Beweis für eine Niederlage. Und wer gibt schon gerne Niederlagen zu? Lieber beschäftigt man sich mit zweifelhaften Siegen im Neukunden-Geschäft - selbst wenn diese mit hohen Streuverlusten und beträchtlichem finanziellen Aufwand teuer erkauft wurden.

Fast immer lohnt es sich, Zeit und Geld in die Kundenreaktivierung zu investieren. In vielen Punkten ist sie der Neukunden-Akquise sogar deutlich überlegen. So zeigen Untersuchungen und Praxisberichte immer wieder, dass die Abschlussquote beim Reaktivieren ehemaliger Kunden meist höher ist als im Neugeschäft. dass vergleichsweise weniger Kosten anfallen, wenn verlorene Kunden zurück gewonnen werden, statt neue zu akquirieren. dass sowohl die Loyalität als auch die Rentabilität der reaktivierten Kunden oft höher sind als die der neuen Kunden.

Erschreckend ist nun: Nur zwölf Prozent aller Unternehmen betreiben ein systematisches Kundenrückgewinnungsmanagement. 35 Prozent beschäftigen sich überhaupt nicht mit dem Thema. Und 53 Prozent tun das höchstens punktuell. Dies ist das Ergebnis einer repräsentativen Befragung unter 300 Führungskräften der deutschen Wirtschaft im Rahmen des Excellence Barometers 2009. Die professionelle Kundenrückgewinnung muss somit stärker in den Brennpunkt rücken. Sie kann sich zu einem zentralen Wettbewerbsvorteil entwickeln.

 

Quelle: kundenrueckgewinnung.com

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Do

20

Feb

2014

Variety Seeking im Lebensmittelbereich

Markenartikler im Lebensmittelbereich haben mit einer immer stärker
werdenden Tendenz bei ihrer Geschäftstätigkeit zu kämpfen: Durch
die Zunahme der Alternativen im Regal, der Größe der Geschäftsflächen,
der steigenden Anzahl der Artikel im Sortiment usw. wechseln
immer mehr Konsumenten von ihrer bisherigen Stammmarke zu anderen
Herstellern, Marken oder Substitutionsprodukten. Wie kann dies
erklärt werden? Der folgende Beitrag versucht einen möglichen Erklärungsansatz
für diese Phänomene aufzuzeigen.
Mögliche Ursachen für (Marken-)Wechselerscheinungen beim Kaufverhalten
sind: Nichtwiederholbarkeit des letzten Kaufes (Nichterhältlichkeit/
Nichtzugänglichkeit oder Nichtbezahlbarkeit); Unzufriedenheit
mit dem letzten Kauf (Enttäuschung der in den Kauf gesetzten
Erwartungen hinsichtlich Produktnutzen); mehrere attraktiven Alternativen;
Abneigung gegen Treue gegenüber einer bestimmten Marke;
Suche der Konsumenten nach Abwechslung (vgl. BÄNSCH, 1995, 342).
Die folgenden Ausführungen konzentrieren sich ganz auf das zuletzt
genannte Phänomen: Die aktive Suche des Konsumenten nach Abwechslung
bzw. – dem englischen Terminus folgend – das „Variety
Seeking“.

 

Quelle: Meixner

0 Kommentare

Do

20

Feb

2014

Variety Seeking bei Coca Cola und Snickers

Zunehmender Komfort und Luxus unserer Gesellschaft haben zu einer Reiz- und Angebotsüberflutung geführt. Die Verfügbarkeit von Produkten und Dienstleistungen ist nahezu unbegrenzt. Ein Phänomen wie das Variety Seeking ist unter diesen Umständen eine klare Konsequenz. Trotz gleichbleibender Präferenz und der Zufriedenheit mit dem bisherigen Produkt, strebt der „heutige“ Konsument nach neuen Reizen und Abwechslung.

 

In solch einem Umfeld kann Variety Seeking für ein Unternehmen sowohl eine Chance als auch eine Gefahr darstellen. Für etablierte Marken, wie Coca Cola oder Snickers, gefährdet dieses Phänomen die Führungsposition im Markt. Unbekannte Marken, sogenannte Follower Brands, können mit gewieften Marketingaktionen wie z.B. „fancy“ Verpackungen oder eyecatchern den „Grossen“ ihre Kunden abgewinnen. Genau darin besteht die Chance für Follower Brands.

 

Der Einfluss des Variety Seeking spielt je nach Produktkategorie eine stärkere oder schwächere Rolle. Der Kauf eines high Involvement Produkts (z.B. Auto) stellt ein grösseres Risiko dar und birgt so ein geringeres Variety Seeking Potential seitens des Kunden. Umgekehrt äussert sich die Suche nach Abwechslung bei low Involvement Produkten (z.B. Zahnpasta).

 

Quelle: zhaw.ch

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Do

20

Feb

2014

AT&T: Low Churn Rate

AT&T is showing strong growth this last quarter in a variety of areas, and despite the smaller T-Mobile competitor making lot’s of noise, AT&T showed their lowest fourth quarter churn rate ever at 1.11 percent.

 

“Two points. One, AT&T had a very strong quarter. Two, it looks like T-Mobile is not having an impact on AT&T. Those were the two questions I wanted an answer to. AT&T is showing continued growth in traditional business like wireless and Uverse TV, and in new areas like home security, automotive wireless, healthcare wireless and more,” says Tech Analyst Jeff Kagan.

 

Quelle: virtual-strategy.com

AT&T is showing strong growth this last quarter in a variety of areas, and despite the smaller T-Mobile competitor making lot’s of noise, AT&T showed their lowest fourth quarter churn rate ever at 1.11 percent,
Read more at http://www.virtual-strategy.com/2014/01/29/industry-analyst-jeff-kagan-att-healthy-quarter-and-low-churn-rate#UOJge7LKQ6OWSjLL.99
AT&T is showing strong growth this last quarter in a variety of areas, and despite the smaller T-Mobile competitor making lot’s of noise, AT&T showed their lowest fourth quarter churn rate ever at 1.11 percent,
Read more at http://www.virtual-strategy.com/2014/01/29/industry-analyst-jeff-kagan-att-healthy-quarter-and-low-churn-rate#UOJge7LKQ6OWSjLL.99
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20

Feb

2014

Telsyte: Bill shock drives mobile provider churn

Nearly 40 per cent of Australians are planning to drop their current provider in the next year

 

Almost half of Australians have switched to another mobile service provider during the last three years, with nearly 40 per cent planning to drop their current provider in the next year, according to Telsyte’s Australian Mobile Services Market Study 2014-17.

 

Bill shock and customer dissatisfaction are the main reasons why there is high mobile provider churn, with 15 per cent of Australians experiencing this in the last 12 months.

 

“Telsyte findings show that people who have experienced bill shock are two and a half times more likely to change providers,” said the analyst firm.

The study also found younger age groups and iPhone users experienced bill shock more so than others in 2013. This was due to excessive usage of local data, rather than international roaming charges.

 

Quelle: computerworld.com

Do

20

Feb

2014

The Real Reasons People Dump Their Cable Providers

Reducing customer departures and defections has become a chief priority for most communications service providers as markets mature and competition intensifies.

 

So why do high levels of customer churn persist? In the past these companies thrived as customer acquisition machines, built to grow through rapid penetration of the digital television, Internet and voice products they introduced. They still invest more in advertising and marketing than they do in service technicians or set-top box capabilities that would delight or at least retain customers.

 

As a result, churn tends to hover around 2% to 2.5% per month. For a wireline company with 5 million customers, that means an estimated 1.32 million people and $2 billion in revenue walk out the door each year.

 

Quelle: forbes.com

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Mi

19

Feb

2014

5 Schritte zur niedrigen Churn Rate

Your ability to retain customers from month to month— minimizing your churn rate—is the lifeblood of any successful subscription-based business.

Churn rate can mean different things to different people, but at its core is measuring the percentage of customers who leave (cancel or stop subscribing) over a certain period of time.

The financial effects of a high churn rate are disastrous. First you have to consider the money it takes to replace the customers who leave. If you have a high churn rate, the revenue you’re pulling in from the churners is probably significantly less than the cost it took to acquire them.

So you’re forced to spend more and more money acquiring new customers to replace the old ones if you want any chance to grow. As a consequence the higher the churn rate, the lower the average lifetime value of your customers.


Read more at http://www.business2community.com/strategy/5-steps-reduce-churn-rate-0749493#E5Ttbpfms44Bj3dA.99

Your ability to retain customers from month to month— minimizing your churn rate—is the lifeblood of any successful subscription-based business.

 

Churn rate can mean different things to different people, but at its core is measuring the percentage of customers who leave (cancel or stop subscribing) over a certain period of time.

 

The financial effects of a high churn rate are disastrous. First you have to consider the money it takes to replace the customers who leave. If you have a high churn rate, the revenue you’re pulling in from the churners is probably significantly less than the cost it took to acquire them.

 

So you’re forced to spend more and more money acquiring new customers to replace the old ones if you want any chance to grow. As a consequence the higher the churn rate, the lower the average lifetime value of your customers

 

1. Find Out Why You’re Losing Customers

2. Keep Current Customers Engaged

3. Use Drip Email Campaigns

4. Downsell Customers Basic Offer

5. Figure Out What Customers Can’t Live Without and Introduce it Early

 
Quelle: .business2community.com

1. Find Out Why You’re Losing Customers

This seems the most obvious way to reduce your churn rate, but many businesses fall short here.

They speculate and rely on their instincts about what went wrong instead of reaching out to the only people who can tell them for sure: dissatisfied customers.

Genuine customer feedback is an invaluable tool… if you make an effort to collect it. Feedback can give you insight into whether there are issues with your product or service itself, or if it’s the execution and support that are to blame.

You can find out what you’re doing well and where you could improve by reaching out over email or even the phone. Another thing you can do is to offer brief online surveys. Tools like UserVoice or Qualaroo can simplify this for you.

The best bet is to solicit feedback automatically when a customer cancels their subscription. Doing this—and responding quickly in the face of the feedback—gives you chances to salvage relationships with customers who didn’t understand how to use your product or service.

2. Keep Current Customers Engaged

As the online space gets more competitive, the overall quality of viable products or services is increasing. Customers aren’t as impressed by quality alone as they used to be. A quality offer is a necessary, but not sufficient, component of a low churn rate.

Assuming you’re already delivering on quality, one way you can distinguish yourself is through your customer service. For subscription businesses, this starts from first contact with the customer and continues indefinitely.

How can you give your customers an experience that makes them feel special from the very start? Delivering this won’t just help you acquire new customers; it will encourage existing customers to stick around because they know they can’t find that anywhere else.

You can also educate your customers better so they understand how to get the most value out of your product or service. Most won’t read instruction manuals or scour Q&A forums. That’s why you need to take matters into your own hands and provide that content. It could be video demos, blog articles, or free technical support; it’s up to you.

Quicksprout does a great job of this. Check out their Quicksprout University page, which offers a ton of free videos to teach visitors online marketing:


Read more at http://www.business2community.com/strategy/5-steps-reduce-churn-rate-0749493#E5Ttbpfms44Bj3dA.99

This seems the most obvious way to reduce your churn rate, but many businesses fall short here.

They speculate and rely on their instincts about what went wrong instead of reaching out to the only people who can tell them for sure: dissatisfied customers.

Genuine customer feedback is an invaluable tool… if you make an effort to collect it. Feedback can give you insight into whether there are issues with your product or service itself, or if it’s the execution and support that are to blame.


Read more at http://www.business2community.com/strategy/5-steps-reduce-churn-rate-0749493#E5Ttbpfms44Bj3dA.99

This seems the most obvious way to reduce your churn rate, but many businesses fall short here.

They speculate and rely on their instincts about what went wrong instead of reaching out to the only people who can tell them for sure: dissatisfied customers.

Genuine customer feedback is an invaluable tool… if you make an effort to collect it. Feedback can give you insight into whether there are issues with your product or service itself, or if it’s the execution and support that are to blame.


Read more at http://www.business2community.com/strategy/5-steps-reduce-churn-rate-0749493#E5Ttbpfms44Bj3dA.99

This seems the most obvious way to reduce your churn rate, but many businesses fall short here.

They speculate and rely on their instincts about what went wrong instead of reaching out to the only people who can tell them for sure: dissatisfied customers.

Genuine customer feedback is an invaluable tool… if you make an effort to collect it. Feedback can give you insight into whether there are issues with your product or service itself, or if it’s the execution and support that are to blame.


Read more at http://www.business2community.com/strategy/5-steps-reduce-churn-rate-0749493#E5Ttbpfms44Bj3dA.99
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Mi

19

Feb

2014

Schlechter Kundenservice Hauptgrund für Churn

A new survey conducted by Ovum on behalf of Tektronix Communications reveals that a third of all consumers still cite poor quality customer care as the most important reason for changing their mobile service provider, with over half stating it as one of the key reasons for switching.

 

Offering his view on the survey results, Lyn Cantor, President of Tektronix Communications commented: "Despite significant investment in human resource and infrastructure improvements in recent times, customer care continues to be a challenge for Operators, impacting key KPI's such as customer satisfaction and NPS scores, and presenting an ever increasing risk of churn."

With 23% of mobile subscribers only rating their operator 'five out of ten' or less for customer care and up to a quarter of subscribers planning to change providers in the next 12 months, the results underline the cause for concern that exists. The survey also points to a lack of consumer confidence in the ability of customer care agents to deal with and pinpoint the source of problems quickly. When asked to rate the ability of customer care agents to resolve an issue, respondents were least

confident in an agent's ability to address poor network coverage, followed by a lack of confidence in the Operator's ability to deal with poor handset performance or dropped calls.

 

Quelle: menafn.com

0 Kommentare

Mi

19

Feb

2014

Sprint: keine schnelle Verbesserung der Churn Rates

Overland Park, Kan. — Sprint’s high wireless churn rates and shrinking share of gross subscriber additions won’t begin to improve until the second half of the year when the company’s disruptive network upgrades get closer to completion in more markets, Sprint CEO Dan Hesse.

 

Although Hesse forecasts improvement in subscriber acquisitions and churn rates, for now, the carrier’s losses continue to mount. The company’s full-year wireless net operating loss of $1.81 billion was the company’s sixth consecutive year of wireless operating losses. The quarter’s loss was $585 million.

 

Quelle: twice.com

0 Kommentare

Mi

19

Feb

2014

Hohe Churn Rate bei Amazon Prime

Customer churn for Amazon.com's (AMZN) Prime subscription service was high even before the e-commerce leader revealed that it's considering a price increase, a new study shows.

A survey by Consumer Intelligence Research Partners released Thursday found that 23% of Amazon Prime members do not renew.

 

On the plus side, 39% of Amazon customers subscribe to the $79-a-year service, and the e-tailer has been able to attract enough new subscribers to more than make up for the churn, CIRP says. The percentage of Prime members grows to 45% when you include the company's Amazon Student and Amazon Mom memberships.

 

Quelle: investors.com

0 Kommentare

Di

17

Dez

2013

Social und Churn

Der Social Media-Hype der letzten Jahre hatte aber eine wichtige Funktion - hat er doch den Unternehmen aufgezeigt, welch wichtige Rolle das Internet und die neue Kanäle (Blogs, Twitter, Youtube & Co) in der Gestaltung der Kundenbeziehung spielen können. Und dass viele Kunden durchaus bereit sind, ihre Meinungen und Einstellungen gegenüber den Unternehmen kundzutun.

Dass das Buzzword "Social" seinen Helden- und Trendstatus verliert, sollte IT- und Marketingentscheider nicht stören. Nach Einschätzung von Crisp Research vollzieht sich derzeit nur die Normalisierung und Einordnung eines eher kurzlebigen Trends in den größeren Branchenkontext. Social zählt mittlerweile zum Marketing-Alltag. Aber es ist dabei nur eine Teildisziplin des "Enterprise Digital Marketing". In der nächsten Entwicklungsstufe wird sich das Social Media-Management weiter professionalisieren.

 

Denn eines ist klar - Anwender und Kunden wollen die "digitale Kundenbeziehung". Wer als Unternehmen seine Leistungen und Informationen nicht exzellent digital aufbereitet und für alle möglichen Endgeräte zur Verfügung stellen kann, wird sich auf steigende Churn-Rates und Umsatzverluste einstellen müssen. Kunden lieben das Internet und den schnellen Zugriff auf relevanten Content. Sie fordern kompetente Mitarbeiter im Service-Chat, hilfreiche Informationen auf den FAQ-Seiten und Transparenz bei AGBs und Produktionsmethoden. Die Facebook-Freundschaft auf der Unternehmens-Fanpage ist dabei lediglich ein einzelner Baustein im Rahmen einer integrierten,

personalisierten und digitalisierten Kundenbeziehung.

 

Quelle: computerwoche.de

 

Do

14

Mär

2013

Telekom Austria: Bundle Angebote reduzieren Churn deutlich

Kombiangebote, die aus Festnetz- und Mobilfunkservices bestehen, reduzieren den Churn deutlich und erhöhen die Festnetzumsätze je Kunden. Mit den erfolgreichen Angeboten kann die Telekom Austria Group als Innovationsführer bei den Kunden punkten und die Verkäufe ankurbeln.

 

Quelle: derstandard.at

Do

14

Mär

2013

Deutsche Telekom USA: Churn Rate verbessert

USA - Prepaid treibt Gesamtkundenzahl nach oben

Einzelne positive Signale bei unverändert bestehenden Herausforderungen kennzeichnen das Geschäftsjahr 2012 von T-Mobile USA. Das Unternehmen steigerte seine Kundenzahl gegenüber dem Jahresende 2011 um rund 200.000 auf 33,4 Millionen Kunden. Erstmals seit 2009 legte damit die Kundenzahl auf Jahresbasis wieder zu. Grund war der wachstumsstarke Prepaid-Bereich: Hier stieg die Kundenzahl unter der Marke T-Mobile um mehr als eine Million. Gleichzeitig legte der monatliche Umsatz in dieser Kundengruppe im vierten Quartal im Jahresvergleich um 11,2 Prozent zu. Er lag bei 27,7 Dollar und damit bei der Hälfte des Umsatzes eines Vertragskunden. Bei den eigenen Vertragskunden war im Gesamtjahr ein Rückgang der Kundenzahl um rund 2 Millionen Kunden zu verzeichnen. Dabei hat sich die churn rate (Wechslerrate) im Vergleich der vierten Quartale um 0,5 Prozentpunkte auf 2,5 Prozent verbessert. T-Mobile USA will in diesem Bereich dank der Vereinbarung mit Apple über die gemeinsame Vermarktung von Produkten 2013 sowie der umfassenden Netzmodernisierung und des LTE-Ausbaus weitere Fortschritte erzielen. T-Mobile USA hat daher im vergangenen Jahr die Netzinvestitionen um knapp 7 Prozent erhöht, im Vergleich der Jahresschlussquartale betrug der Anstieg sogar 63 Prozent.

 

Quelle: pressebox.de

Fr

30

Nov

2012

Wie Social Media den Kunden Churn beeinflusst

Mehr als die Hälfte aller Führungskräfte identifizieren Kundenabwanderung (Churn) als oberste Bedrohung für ihr Unternehmen. Die Kundenbindung ist entscheidend für den Unternehmenserfolg , deshalb muss die Verringerung des Kunden Churn ein zentrales Unternehmensziel sein.

 

Quelle: cmswire

 

 

Fr

30

Nov

2012

Leap Wireless: Churn steigt

Der Mobilfunkbetreiber Leap Wireless International meldet einen niedriger als erwarteten Quartalsumsatz und einen Anstieg des Kunden Churn. Der durchschnittliche Umsatz pro Kunde (ARPU) stieg im dritten Quartal im Vergleich zum Vorjahr von 41,25$ auf 41,95$. Die Churn Rate stieg um 1 Prozentpunkt auf 4,8%. Die Aktie fällt um knapp 8%.

 

Quelle: Reuters

 

 

Do

29

Nov

2012

Sky Deutschland: Churn leicht erhöht

Das solide Wachstum bei Kundenverträgen habe trotz eines erhöhten Churn erreicht werden können (annualisierter Anstieg auf 13,7% vs. 9,9% in Q2). Eine vom Management erhoffte Erhöhung der Kundenbindung durch eingeführte Zusatzdienste (HD, Sky+) lasse somit noch auf sich warten.

 

Quelle: aktiencheck.de