CLV: Electronic Arts

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Del curso dictado por University of Pennsylvania

Introduction to Marketing

calificación

University of Pennsylvania

Introduction to Marketing

calificación

Curso 1 de 6 en SpecializationBusiness Foundations

Taught by three of Wharton's top faculty in the marketing department, consistently ranked as the #1 marketing department in the world, this course covers three core topics in customer loyalty: branding, customer centricity, and practical, go-to-market strategies. You’ll learn key principles in - Branding: brand equity is one of the key elements of keeping customers in a dynamic world in which new startups are emerging constantly. - Customer centricity: not synonymous with customer service, customer centricity starts with customer focus and need-gathering. - Go-to-market strategies: understand the drivers that influence customers and see how these are implemented prior to making an investment. Complete this course as part of Wharton's Business Foundations Specialization, and you'll have the opportunity to take the Capstone Project and prepare a strategic analysis and proposed solution to a real business challenge from Wharton-governed companies like Shazam and SnapDeal or to a challenge faced by your own company or organization. Wharton-trained staff will evaluate the top submissions, and leadership teams at Shazam and SnapDeal will review the highest scoring projects prepared for their companies.

De la lección

Applied Marketing (Optional)

These short lectures apply marketing principles taught in the course to current examples. Content in these lectures may deepen your understanding of course concepts, but won't be tested directly on the quizzes or exam.

The Brand Named Jennifer2:15

Awesomeness TV1:17

Playboy in China1:19

Barriers to, and Challenges of, Customer Centricity5:08

Pay It Forward: Google and Others3:08

CLV: Electronic Arts3:02

Rewarding CLV: Merial4:08

Customer Analytics Initiative3:32

New Start-ups in Customer Centricity4:26

Conoce a los instructores

Barbara E. Kahn
Professor of Marketing and Director, Jay H. Baker Retailing Center
The Wharton School
Peter Fader
Professor of Marketing and Co-Director of the Wharton Customer Analytics Initiative
The Wharton School
David Bell
Xinmei Zhang and Yongge Dai Professor, Professor of Marketing
Marketing

I love seeing case studies of customer centricity in action.

And of course, I've shared a bunch with you already,

many of which were studies, real world, but I had nothing to do with them.

So whether it's the Harrah's casino chain, whether it's Tesco and so on, it's

nice to look at some of those studies, but sometimes they're a few years old.

Sometimes things change a little bit as the conversation gets passed down

from one person to another.

So I'd like to talk about a couple of the case studies that I've had the chance to

really see and, in some cases, to nudge along.

One of the great cases that I love to talk about is Electronic Arts.

So many of you are probably familiar with Electronic Arts, the big gaming company.

And if you think about that kind of company or

that industry in general, it tends to be very much a product-centric business.

Very much it's all about blockbusters,

it's all about what's going to be the next big game.

Can we come up with that great idea?

Can we get a lot of people to buy it and talk about it?

And all of the things that I was talking about product centricity.

And for some games, and for some companies, sometimes that works just fine.

We come up with a great idea, we sell the hell out of it, we keep the volume up,

we get the cost down, everything that we covered.

But at the same time,

we recognized that there's an opportunity to be customer-centric instead.

So why don't we look at our customers?

Let's look at the game players and

try to figure out, who are the most valuable players we have out there?

What kind of games do they like?

And can we use that insight to help us develop new games?

So in other words,

we're really making it customer driven instead of purely product driven.

And I love talking about and working with Electronic Arts, in this regard.

Because yes, they're terrific on the creative side and coming up with games.

But they're equally terrific when it comes to

a lot of the customer oriented metrics and insights that I've been talking about, or

at least hinting at in our time together.

So for instance, I mentioned lots of time, customer lifetime value.

And for a lot of companies, I'm saying, you gotta do it, you gotta do it.

And for a lot of companies, it tends to be a barrier.

Well, Electronic Arts is calculating customer lifetime value all the time.

And in fact, they're updating those CLE estimates on a regular basis so

they can understand who those best customers are.

So they can understand what kinds of acquisition strategies are going to

bring in the best kinds of customers.

So they can understand what kinds of games or

features within games are going to be most appealing to the most valuable customers.

So I don't want to say it's completely transformed the organization.

I don't want to say that they've given up on any product-centeric practises at all.

That wouldn't be be true.

But they're achieving just a much nicer balance.

They're doing a lot of the customer-centric things to either inform,

or clarify, or

supplement a lot of the product oriented things that they're doing.

And so it's just really nice to look at a big company, and

not necessarily one that was born in the online space, like an Amazon.

But one that really was born around product-centric practices and

seeing them go through the pivot to find the better balance.

I'm eager to see what the next few years will have in store for them.

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