Table of contents for

Data-Driven Business Models

by Alan Weber

• Preface
   
• CHAPTER 1:
  Business Models: What They Are, How They Work, Why They Are Important
  • Elements of a Business Model
  • Business Modeling and Business Models
    • Fact-Based Decision Making
    • Cross-Silo Cooperation
  • Types of Business Models
    • Four Basic Business Model Structures
    • Autonomous Business Models
  • Business Models in the Environment
  • Creating and Competing with Business Models
  • Understanding the Internal Culture
    • Describing the Unique Value Proposition (UVP)
    • Information Flow Within the Business Model
    • Defining Which Behaviors Can Be Measured
       
• CHAPTER 2:
  Describing the Customers
  • Profiling
    • Mapping as a Profile Tool
  • Profit-Based Segmentation
  • Predictive Modeling
  • Descriptive Modeling
    • Multi-Channel Profiling
  • Overlay Data
  • Survey Data
  • Learning from Our Customers
     
• CHAPTER 3:
  Describing What Customers Do
  • Tracking Behavior
  • Measuring Lift
  • Break-Even(s)
    • Case Study: Variable Break-Even
  • Profitability by Campaign
    • Case Study: Profitability by Campaign
  • Predictive Modeling
  • Advocates, Buyers, and Tryers
    • RFM vs. RFA Analyses
    • Case Study: Recency-Frequency-Average Order (RFA)
       
• CHAPTER 4:
  Quantifying Customer Behavior
  • Lifetime Value
    • Case Study: Lifetime Value
  • Customer Value
  • Customer Value Index
    • Action Based on a Customer Value Index
       
• CHAPTER 5:
  Building Customer Data Files
  • The Progression of an Analysis
  • Merge/Purge Is the Foundation
  • Data Checks
  • Relational Versus Flat Databases
  • Data Format Versus Data Content
  • Different Data Sources Equal Different Data Meanings
  • Realistic Time-Frames
    • Case Study: Business-to-Business Medical Equipment Manufacturer
    • Case Study: Consumer Cataloger
  • Rapid Development Approach
     
• CHAPTER 6:
  Building a Contact Strategy
  • Segmentation Is Tactical; Marketing Is Strategic
  • Segmentation by Frequency of Contact
  • Understanding House File Segmentation
    • Who Should Be Contacted?
    • What Makes Segments Different?
    • What Offers Are Likely to Be Appropriate?
    • Which Customers AreLikely to Be Most Valuable?
    • When Should Contacts Be Made?
    • Where Do Best Customers Come From?
    • Which Media Are Most Effective in Making Contacts?
  • House File Inventory
    • Quantifying the House File Inventory
    • Building Budgets and Sales Projections Using the House File Inventory
       
• CHAPTER 7:
  The Process of Building a Business Model
  • Building a Team
    • Top Management as Director
    • Investors
    • Facilitators
    • Internal Lead Roles
    • Support Roles
    • Employees’Personal and Professional Strengths
  • Business Model Situation Analysis
  • Initial Review
    • Step One: Employ Database Marketing Methodology
    • Step Two: Load Data
    • Step Three: Data Check
    • Step Four: Data Hygiene
    • Step Five: Set Data Dictionary
    • Step Six: Create Reports Describing the Data
    • Step Seven: Data Mining
    • Step Eight: Exploring and Defining Relationships
    • Step Nine: Create Descriptive Statistics
    • Step Ten: Predictive and Descriptive Modeling
    • Step Eleven: Create Final Report Set and Define Update Report Set
    • Step Twelve: Develop and Implement Strategy Based on Findings
    • Step Thirteen: Adjustment Period and Scheduled Updates
    • Step Fourteen: Application Development
       
• CHAPTER 8:
  Changing the Business Model
  • The Pressure for Change
    • Hysteresis
    • Adoption Hurdles
    • Disruptive Technology
    • Disruptive Competition
    • Disruptive Marketplace
  • The Importance of Management Push
  • Obstacles to Change
    • Pressure for Immediate Success
    • Organization Charts Reflect Strategy
    • Managing Rewards and Measurements
    • Agents of Change Versus Agents of Inertia
    • Knowledge of the Business of the Enterprise Is Key
  • Driving Change
    • Organic Growth
    • Partnering
    • Acquisition
    • Creating a Subsidiary
    • Divestment
    • Specialization
    • New Media Channels
    • New Sales Channels
    • New Constituent Relationships
    • Consummating the Sale
    • Pricing
       
• CHAPTER 9:
  Case Studies
  • How Profiling Changed a Business Model
  • How Cluster Analysis Changed a Business Model
  • How Profit-Based Segmentation Changed a Business Model
  • How Predicative Modeling Improved
    • Subscription Marketing Effectiveness
• Index