The McKensey Quarterly

Chart Focus Newsletter November 2008

New ideas for customer segmentation

As the mobile-services industry starts to mature, executives must find new ways to sustain growth—especially by generating value from existing customers. Customer life-cycle management, though a likely and proven strategy, presents a vexing challenge to prepaid mobile operators: the nature of their transactions does not permit the exchange of vital marketing details, such as age, gender, and address. Operators therefore resort to blanket promotions that risk destroying value by needlessly cutting prices or offering free services. But companies can find alternate ways to overcome the data shortfall, as our experience shows. One solution is for marketers to look more closely at their billing systems, which conceal a wealth of information; to create segments, often as small as 100,000 subscribers; and to plan tailored promotions for each group.

The exhibit below illustrates one prepaid mobile operator’s strategy to reduce churn rates by segmenting subscribers through their usage patterns. Tracking the number of days before a customer is “lost” helped the company to introduce promotions most likely to increase usage and retention while minimizing revenue lost to scattershot offers and unnecessary discounts.

To learn more, read “Getting more from prepaid mobile services” (February 2008).


Also of Interest

February 2007
The true value of mobile phones to developing markets
A study of wireless markets in developing countries shows that the economic value of wireless activity there is significantly higher than its value to wireless operators alone.

August 2006
Capitalizing on customer insights
To stimulate growth in today’s marketing environment, companies must identify and prioritize opportunities at points where proliferating segments, channels, and product categories intersect.

 

August 2006
Managing your business as if customer segments matter
How should marketers manage performance as markets polarize and customers’ needs fragment?

June 2006
Profiting from Proliferation
Marketers are struggling to balance an explosion of new customer segments, sales and service channels, media, products, and brands at a time of increasing costs and complexity. How can companies cope with these levels of proliferation?

Show us where you see innovation

McKinsey’s forthcoming publication What Matters is a collection of short essays by leading thinkers, scholars, and CEOs on big topics: climate change, globalization, healthcare, sustainability, the credit crisis, innovation, and more. In one of these, author and designer John Thackara writes, “If you want to find solutions that make a difference, the best place to look may be the community center down the street.”

We agree that innovation is often best when it comes from small, widely distributed experiments. So we’re inviting you to send us digital images of things that represent innovation in your part of the world. We will reproduce a broad sampling of these images in What Matters as a photo-essay and make them available online.

Please send your images to us at innovation_matters@mckinsey.com. Tell us what the innovation is in your photograph, and please limit the size of the image to 5 megabytes.  

By submitting your image to McKinsey & Company, you agree to allow us to publish it in What Matters, in print and online. The images will not be used for any other purpose. Please be sure to send only images that you own, as we may not have the right to publish images that come from others, including those from your company’s or others’ web sites.

Did you miss last month’s Chart Focus?

“Placing bets in a turbulent economy”
Most executives know that turbulent and confusing times are times of opportunity, but they fear to place big bets in a fast-moving, seemingly chaotic game. A "portfolio of initiatives"—small projects that leverage competencies they know and understand—gives companies a better chance to control their destiny.