Category: Digital

Monday Reads – 03/02

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Photo by Daria Shevtsova on Pexels.com

We are into the second month of the new decade already! It’s been an interesting weekend, especially in sports, with the Australian Open Finals and the Super Bowl, not to mention the Six Nations Rugby.

This weeks’ articles focus on culture in tech.

Social Capital in Silicon Valley – A very interesting read on what really makes Silicon Valley the centre of tech innovation and entrepreneurship.  “Silicon Valley works the way it does, as successfully as it does, because it has a rich social contract that governs everyone’s behaviour. Without that social contract, Silicon Valley tech becomes just another industry, or just another bubble.”

Some More Reflections On Silicon Valley – A continuation on the above theme, but a more personal and direct take on the culture in Silicon Valley.

How do Indian entrepreneurs differ from their Silicon Valley counterparts? – India has a much shorter history when it comes to tech start-ups. This article touches upon some of the ways the culture within the Indian start-up ecosystem differs from Silicon Valley’s.

How Startup Culture In India Differs From The U.S. – Some more points of differences.

The Indian Startup Circus – A no-holds-barred look at some of the stuff that does not get discussed much about (at least in public) when it comes to Indian start-up culture.

 

So in how many years does Pop Culture repeat itself?

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Photo by Mike on Pexels.com

One of the ‘truisms’ of pop culture that I grew up accepting was that pop culture fashion reemerges every 20 years. Not that I analysed it or researched it, I just accepted it. One of the reasons could be that, the soundtrack to my growing up years in the 1990s was dominated by bands such as Led Zeppelin who dominated the airwaves in the 1970s. Followed by the sound of grunge music, which again, can be said to be a reinterpretation of the generally angry and pessimistic decade that followed the glorious 60s.

I dropped out of the pop culture bandwagon soon afterwards, when my taste in music settled into the classic rock of the 60’s and 70’s. But I just hung on to this belief as just something that pops out of my consciousness and goes back again.

Finally, today, I decided to do some research into this. Not a lot, just some casual search online (on a Search Engine that was getting popular 20 years ago). And, not really surprisingly, found that there is no real consensus on this topic. This article, one of the first I came across, perfectly encapsulates this uncertainty.

Digging further, another article confidently put it down as 30 years, backing it up with some interesting analysis. But hold on, it’s not 30, but 40, states this article with references to ‘Mad Men’ and other examples.

One thing of which there can be no doubt is that we are now living in the Digital Age. With attention spans getting shorter and shorter, this article puts out an interesting hypothesis. The age of 20 year cycles might be over, to be replaced by shorter, possibly 10 year cycles.

So what started out just as an exercise in curiosity turned into something more thought-provoking? Will the 20 (or 30, or 40) year cycle continue to hold true for future generations? Or would the rapid and on-going lifestyle changes, driven by the digital revolution, mean that cultural trends are going to be more unpredictable going forward? Just another of the glorious uncertainties of this Information Age that we are fortunate to be living in!  

What is your Customer Life Time Value?

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Life Time Value, or LTV, is one of the most important metrics when it comes to any business, but especially for an online business. It is, therefore, a big surprise for me that few companies that I have been associated with use this metric actively when it comes to managing their business.

LTV simply measures the value of a customer to your business. To calculate it, you need to have an understanding of how long can you get some revenue from your customer (the Life Time) and the total revenue you can receive from the customer during that period of time (the Value).

Let’s take an example. Let’s assume that the average customer purchases from your site for a period of 2 years, and makes purchases worth Rs. 2,500 in the first year and Rs. 1,000 in the second. Let’s also assume that you make a flat 20% margin on the sales.

So, in this case, the two-year LTV of your customers would be Rs. 500 (Rs. 2,500 * 20%) + Rs. 200 (Rs. 1,000 * 20%) = Rs. 700.

This means that, on an average, you make Rs. 700 from every customer you acquire.

An immediate application of this is that you now have a target for your Customer Acquisition Cost (CAC). If you wish to make a profit from every customer you acquire, then you cannot spend more than Rs. 700 to acquire a customer. Or, if you wish to make a profit of Rs. 200 per customer, then your CAC has to be less than Rs. 500.

Given the challenges with multi-channel and multi-device attribution, in my opinion, Customer Acquisition Cost, or CAC, should be the primary metric driving customer acquisition. However, I find very businesses adopting this, but that is a topic for another article!

Understanding LTV at an individual customer level also helps businesses create a highly targeted Customer Relationship Management strategy. One can create segments of users based on their relationship to the standard or expected Lifetime purchase behaviour and craft tailored messages, including offers, to those users who might be below the average LTV. Similarly, users with high LTV can be identified and developed as potential promoters / influencers.

So why do very few businesses adopt this key metric?

In my opinion, these are some of the challenges:

  • Lack of awareness and understanding of the metric – In general, most people are comfortable with pure transactional metrics. How many customers, sales, revenue did we make? And how much did we spend to make this sales? LTV, by definition, is a long-term metric. A business might only make profits from acquired customers after 6 months, 1 year or longer.
  • LTV is not a leading metric – As I mentioned previously, LTV is a long-term metric. For a new business, it might take up to a couple of years before they can realistically calculate their LTV. In the interim, they rely on more immediate (or leading) metrics to measure and run their business. And once they get comfortable with this, there is a natural and understandable reluctance to shift to another metric.
  • Lack of appropriate measurement for channel of customer acquisition – Measuring visits and conversions from a marketing channel is pretty straight-forward. However, tracking of new customer acquisition is a slightly trickier exercise. It typically requires some additional technical requirements to map a new customer back to the channel (either first or last) that led to that customer visiting your site and making their first purchase.
  • It takes time and effort to move the LTV needle – By it’s very nature, it takes a lot of time and sustained effort to move the needle when it comes to LTV. So, any business that wants to work with this metric would typically have to look at some element of the metric where short term movements are visible. For example, it could be one cohort of users, or a specific period in the Life Time, as opposed to the full LTV. As you can imagine, this brings in a degree of complexity from an analytics perspective that many businesses might not be resourced effectively for.
  • Team structures and goals – LTV is a difficult metric to break down for the various teams that are directly responsible for it. Many marketing teams are still structured on a channel basis. And it can be difficult to translate the LTV goal into an effective metric that operations and delivery teams can manage to.

Despite these challenges, I believe that every organisation, especially digital native ones, should have Life Time Value (LTV) as one of the key metrics that they measure and grow. It can provide both strategic as well as tactical insights that can prove very useful to scale their business in a sustainable manner.

 

 

 

Digital Duopolies

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Photo by Christina @ wocintechchat.com on Unsplash

The big news in the Indian tech space this week was the acquisition of Uber Eats by Zomato. Other than the fact that Uber Eats was the only food delivery app on my phone (which has now been replaced by Zomato), the acquisition was interesting because it effectively means that we now have a duopoly when it comes to food delivery apps in India with Zomato and Swiggy battling it out head to head.

The same story seems to be playing out at many tech industries. Uber and Ola / Lyft when it comes to on-demand transformation, Apple and Android on mobile phones, Chrome and Internet Explorer on browsers, Amazon and Flipkart / Walmart for online shopping, Expedia and Booking for online travel, Google and Facebook when it comes to digital ad spending.

I am sure this phenomenon is not unique to digital businesses, but it does seem to happen more regularly and faster for tech businesses than more traditional ‘offline’ businesses. For example, we still have multiple auto manufacturers, airlines, hotel companies, mobile phone manufacturers, etc.

This led to me think about why this phenomenon of the rise of duopolies plays out so frequently with digital businesses. These are my thoughts:

The inherent low levels of differentiation between competing companies – Product development being relatively very quick, it is fairly common to see digital businesses in the same domain quickly iterate and evolve their products such that they offer pretty much the same features and benefits as the others. When this happens, the choice of provider boils down to either personal preference (brand) or price.

Low costs of entry – The relatively low cost of entry means that, as soon as a new market opportunity opens up, many brands start up to compete for a chunk of the pie.

Consolidation – Initially, as the market grows rapidly, most of these new entrants are able to show decent growth and capture a decent share of the market. However, as the growth starts slowing with increasing industry maturity, some of these brands start to see a struggle in keeping up with the industry leaders. What causes some of these brands to surge ahead while other struggle at this stage is a topic for another article, but the result is that soon, the market throws up a few (typically 2 – 3) clear winners. At this stage, the rest have a few options:

  1. Continue with a smaller share of the market with low growth potential
  2. Shut down
  3. Merge with one of the market leaders.

One of the factors influencing the decision would be the key investors in the brand. If it’s a Venture Capital backed entity, chances are they would take the third option above to make some returns on their investment. Self-funded companies might take the first option. If it’s a branch of another business with larger interests in other markets, they might take the second option to focus their resources in their core business.

The net result of all of these stages (which could occur in the space of just a few years) is the emergence of duopolies. My guess is that, if there we no constraints, we would end up with monopolies. Till, that is, the market becomes so large and the incumbent so entrenched, that the time is ripe for disruption!

 

A New Teaching Gig

MITADT University campus
MITADT University campus

I have recently started a new teaching assignment, with the Institute of Product Leadership. I am teaching Digital Marketing to students in the first year of their Full Time MBA Course in Applied Data Science and Technology Management.

The classes are conducted in the campus of MITADT at Loni, Pune. MIT is a well know engineering college. I am familiar with and have visited their campus at Kothrud in South West Pune during my time studying at the Government College of Engineering (COEP), Pune. But this was a new campus for me. In fact, it was the first time I was visiting Loni, about 15 kms to the East of Pune, on the road to Solapur.

I was staying at a hotel in Mundhwa, or Koregaon Park Annexe. This is right in the heart of the city. And it had its advantage in that there were good street food options a couple of minutes walk from the hotel. I did not want to travel to Pune and not try the local street food and was delighted that I could indulge in this conveniently.

Sunset - Pune Koregaon Park
Sunset – Pune Koregaon Park

The commute to Loni took around 40 minutes one way. The campus is a pleasant one. Not very large, but with imposing buildings, dominated by the towering World Peace Dome. As with most educational campuses, it had well maintained lawns and numerous trees. The classrooms on the other hand, though, were relatively small and very school-like in its feel.  Having said that, it did have its benefits of being more intimate, leading to a greater degree of interactivity than in larger rooms.

One of the enjoyable moments for me occurred while I was taking a post-lunch stroll in the campus. The Mula-Mutha river forms the northern boundary of the campus, while immediately outside the main entrance to the South runs the main Mumbai – Solapur railway line. One frequently hears the passage of trains anywhere in the campus. This reminded me of my own engineering college, which, though located nearly twenty kilometres to the West in the heart of Pune city, had the exact same geographical layout, bordered by the river to the North and the railway line to the South.

I enjoyed teaching the course and look forward to subsequent visits.