worth ninety­-five hundred dollars more than

12:48 Feb 20, 2017 

kudos to me for guessing abt the lifecycle!

12:42 Feb 20, 2017 

I think this is the study the author is referring to:
http://www.bain.com/publications/articles/the-economics-of-l...

To estimate the financial impact of these behaviors, team members used industry-average net interest margins on deposits and loans and industry-average overhead and other costs to create an average retail bank profit-and- loss (P&L) statement. They then converted this to an average customer-level P&L by simple division. Next, they plugged promoter, passive and detractor behavior into a simple model to estimate the financial impact of their different behaviors, converting them to lifetime value by discounting the future cash flows. Based on that analysis, a promoter is worth roughly $9,500 more to a bank than a detractor (see Figure 1). In fact, detractors have a negative lifetime value: They actually destroy value for shareholders and employees.

12:23 Feb 20, 2017 

I think we can agree on that :)

12:21 Feb 20, 2017 

It's all pure guesswork anyways, until/unless we have a broader context or the "term" explained

12:14 Feb 20, 2017 

As soon as you bring in the customer lifecycle term, it becomes a single event of finite length. That length may be several years but it's still one event.

12:00 Feb 20, 2017 

for obvious reasons, you cannot measure the impact the promoters (customer advocates they call them here) have on the overall performance (unless you gauge the overall customer satisfaction score, which is not mentioned here). so what you can measure is the total revenues you earn on promoters and get an average "worth" of each, i.e. your revenue per customer. measuring this is always tied to a timeframe - even if you introduce a vague "customer lifecycle" or "average customer lifecycle" based on customer attrition (how long an average customer sticks with the bank)