Looking for basic and simple solutions Have a great need for Hubspot products need consulting (want to sell consulting) Shorter selling cycle Great impact – get immediate value (see quickly more traffic leads) Con High churn rate – mainly concentrated on SEO Revenue generated is less Unstable Marketer Mary Pro Lower churn rate longer relationship High revenue per customer Usage of more inbound tools buy more from Hubspot Give information to make the product better (know more) Con
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HubSpot Case Questions 1. Do you agree with HubSpot that the ³rules of marketing´ have changed? If so‚ how? Isinbound marketing the answer? Why or why not? 2. Is HubSpot finding and serving the right set of customers? Given its position as a start-up company‚ should it widen its focus to serve any customer that comes its way? Or should they narrow their target by focusing exclusively on either the Owner Ollies or Marketer Marys? Or alternatively‚ by focusing exclusively on either B2B or
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MKDM ASSIGNMENT – 2 (HUBSPOT CASE) Advantages in serving Owner Ollies: * Owner Ollies were relatively easier to sell comapared to Marketer Marys * Cost of acquisition is less ($ 1‚000). * Derived greater value from Hubspot. * 1.67 million potential customers (Pg-11‚ Table-C‚ considering small and very small businesses). * With usage of CMS‚ tend to stay longer. Disadvantages in serving Owner Ollies: * Higher churn rate compared to Market Marys. Advantages in serving Market
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CUSTOMER LIFETIME VALUE: MARKETING MODELS AND APPLICATIONS Paul D. Berger Nada I. Nasr ABSTRACT Customer lifetime value has been a mainstay concept in direct response marketing for many years‚ and has been increasingly considered in the field of general marketing. However‚ the vast majority of literature on the topic (a) has been dedicated to extolling its use as a decisionmaking criterion; (b) has presented isolated numerical examples of its calculation/determination; and (c) has considered
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Paper No. T.9-2.1‚ pp. 1-4 The 6th PSU-UNS International Conference on Engineering and Technology (ICET-2013)‚ Novi Sad‚ Serbia‚ May 15-17‚ 2013 University of Novi Sad‚ Faculty of Technical Sciences MODIFIED CLV CONCEPT FOR USE IN TURBULENT ECONOMIES Milan Brkljač‚ M.Sc.* * e-mail: brkljacm@uns.ac.rs Abstract: Doing business in modern economies and markets is challenge for all market participants. In order to fulfill needs of their customers companies are putting efforts in implementation of
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handy Facebook stats and charts A publication of 47 Handy Facebook Stats and Charts By Amanda Sibley Amanda Sibley is a member of the paid marketing team at HubSpot. She helps create and manage paid advertisements and external vendors to help generate leads across various platforms. Amanda is also a regular contributor to the HubSpot blog‚ where she writes about various topics across inbound marketing. FOLLOW ME ON TWITTER @AMANDASIBLEY1 HuBSpOT’S ALL-IN-ONE MARkETINg SOFTWARE brings
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Customer Lifetime Value (SMALL BOOK 167-177) * Customer lifetime value (CLV)‚ is the net present value of the cash flows attributed to the relationship with a customer. * The use of customer lifetime value as a marketing metric tends to place greater emphasis on customer service and long-term customer satisfaction‚ rather than on maximizing short-term sales. * Two approaches to CLV: * Disaggregate (“spreadsheet”)– Complex and cumbersome‚ but allows you to build in any assumptions
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ultimate inbound marketing glossary the ultimate inbound marketing glossary 3 IS THIS BOOK RIGHT FOR ME? Not quite sure if this ebook is right for you? See the below descr Premium 14260 Words 58 Pages Hubspot: Inbound Marketing and Web 2.0 Case 3: HubSpot: Inbound Marketing and Web 2.0 HubSpot is a dynamic and promising startup that has recently reached its 1‚000 customer milestone. The company‚ led by founders Brian Halligan and Dharmesh Shah‚ offers an intuitive and easy-to-use marketing software
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Customer Lifetime Value - A Case Study 1 CLV * Group 1: 7 * Group 2: 11.875 * Group 3: 2.5 2 Questions a Your manager asks you what you think might explain the differences in p‚ r‚ and AC between the three groups. What would you say? i Group 1’s higher “p” could be due to the fact that this group of students doesn’t have the meal plan that undergrad students who live on (or close to) campus have. Additionally‚ some MBA students may have longer classes
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customers are elites‚ MBC could charge them a lot. The retention rate is good. Finally‚ the CLV of this campaign is the highest comparing to other segments. 5. Yes. By decreasing the contact cost per person from 1‚000 to 600‚ the acquisition cost for pursuing the Chiyoda ward sponsorship is also reduced to 7‚500. As the variable costs of the Little League customers remain unchanged and the retention rate is 65%‚ the CLV the Chiyoda ward is 4‚722 while Minato is 5714. However‚ the Chiyoda has twice the Little
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