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How does a company like Custom Research serve its clients and make a profit?
What trends in the industry at the time the case was written are important to
note?
What are the pros and cons of having the same person selling a research
project to a customer and actually carrying out the research?
re all their clients equally profitable? Evaluate the procedure used by Jeff Pope
in dividing customers into categories of profitability. What are the problems in
the way the analysis has been done?
Why not keep all clients that cover direct costs? On the other hand, what are the
problems associated with serving clients based on their profitability?
Should Custom Research continue to serve all of its customers? If not, which
customers would you suggest keeping? (How should Customer Research decide
which customers to serve and which to neglect?) What criteria would you use in
making this decision?
In general, how would you deal with customers you don't want to keep?
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Judy Corson and Jeff Pope, cofounders of Custom Research Inc., realized they
could grow their company by cutting their customer base in half.
Judy Corson and Jeff Pope stared in disbelief at the chart they had just made. ^he
numbers in front of them were staggering--staggeringly bad, that is.
^he year was 1988. Holed up in a meeting room at the Holiday Inn across the
street from their Minneapolis office, the cofounders of Custom Research Inc. had
gathered in a high-stakes meeting with consultants and top CRI managers to
figure out why the then 14-year-old marketing research company had stopped
growing. CRI had more customers than ever, and dozens of them were household
names. ^he company had a manageable number of employees. But looking at the
chart they had just drawn, Corson and Pope suddenly understood what was
wrong.
t that meeting Corson and Pope and their team had divided CRI's customers into
four categories, based on the companies' perceived value to CRI's bottom line,
and plotted the customers on a chart. Only 10 of CRI's 157 customers fell into the
most desirable category (bringing in a high dollar volume and a high profit
margin). whopping 101 customers contributed very little to the top or bottom
line. Many, explains Pope, "weren't profitable at all when you factored in the
selling costs." Corson adds, "We looked at this and said, 'Wow!"
In short, CRI was spending much too much time and valuable employee resources
on too many unprofitable customers. nd the effect on the company's business
was palpable. Corson and Pope had been so busy tracking the progress of their
top customers--a group of 30 or so large companies--that they had never really
ranked their 127 other customers. fter all, those "second tier" companies
included such big names as ^exas Instruments, Harcourt Brace, and Young &
Rubicam. î
But the chart they had drawn for themselves made clear in an instant the
problem with their business. nd it forced Pope and Corson to make a dramatic
decision. ^o jump-start CRI's growth, they would have to systematically dump a
large number of their existing customers, and then ruthlessly screen new ones to
make sure they passed muster. In effect, the company's new growth strategy was
to turn away revenues--revenues it had come to count on.
^hat 1988 meeting marked the beginning of a complete overhaul of CRI's business
model. nd the results have been staggering--but this time staggeringly good. In
1987, CRI had 157 customers and nearly $11 million in revenues. By earlier this
year, CRI had reduced its customer base to just 78 but estimates that its revenues
will be boosted by 175%, to $30 million. nd perhaps most important, during that
same period, the company has more than doubled its profits.
CRI has spent years perfecting a system that gets to the heart of one-to-one
marketing: the idea that you treat different customers differently. Promising new
customers, like potential employees, are eagerly screened through a series of
interviews before and after they start with CRI. ^here are individual plans for
customer "promotion," regular reviews, and special perks, and the company takes
great pains to measure and to try to exceed customer expectations. But, after all
that, if customers aren't pulling their weight, they can be effectively "fired," just
as employees can be. In fact, customers even face an informal version of the six-
month review. "We know within six months if it's working," says Corson. "We
won't follow someone over the cliff."
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Until they hit a plateau, Pope, 56, and Corson, 55, who had become partners after
leaving positions at Pillsbury, had watched their business grow without much
difficulty. ^he plan to turn customers away was a scary leap of faith.
Handpicking customers was a high-stakes strategy. t the time, CRI had no
guaranteed contracts to cushion the risk. (^hat's still true today.) What's more, it
seemed as if every day another marketing-research firm was born, ready to
undercut CRI's prices. -
^he founders calculated they'd need to reap about 20% to 30% more business
from some two dozen companies to help make up for the roughly 100 customers
they planned to "let go" within two years.
nxiety levels rose. For one thing, could CRI replace bad sales with good fast
enough? Pope and Corson believed that their biggest customers "could be even
bigger yet" if the sales staff were freed up to focus on those accounts. "But,"
recalls Pope, "believing in your head is one thing; your heart's another."
nd there was a thornier issue: no one wanted to be the one to tell a current or
potential customer "Sorry, we can't do that." ccount managers were quick to
make a case for why this or that customer should be excluded from the new
guidelines. "It was greatly uncomfortable to let go of those [marginal] clients,"
recalls Samantha Ball, who was new in sales at the time. Jon Palmquist, a
longtime account manager, explains the ambivalence that prevailed: "When your
job is to bring in new business, you don't want restrictions on what new business
you can bring in."
But little by little, CRI began enforcing its new standards with existing customers.
Small groups of employees rehearsed what they'd say to an old customer who
called with one of those once-in-a-blue-moon projects. Everyone knew CRI made
little or no money on those sporadic contacts. Senior vice-president Ginger Sack
remembers how one General Mills employee routinely called once a year, at
Christmas time. "I had to turn him down," she says.
Paring down the customer list was most difficult on salespeople who had little
experience dealing with major customers. But it was hard on everyone. "It was
scary on the front line," recalls Sack, who notes that everyone was thinking,
"What if my three clients don't pan out?"
More important, what if big customers rejected CRI's bid to get closer? But to
hear customers tell it, they didn't mind the extra attention. "I noticed a stronger
relationship, and that there were more CRI people deployed at us. It was
impressive," says Robert Smith, who was then a director of marketing research at
Dow Brands and is now at Maytag Corp.
Such glowing customer reviews began to translate into increased sales and profits
in 1989. By 1992, CRI had successfully overhauled its system, and there was an
impressive leap in sales, to $16 million--up 45% over 1987's figure.
Over time, even the salespeople were relieved. Instead of beating the bushes,
they were able to focus on--and be compensated for--how well they developed
the customers CRI had already carefully screened.
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Rounds, a 20-year veteran of CRI, was appointed to her current position in 1996,
after playing an unofficial gatekeeping role--along with Corson, Pope, and others--
for several years. When a new query comes in, Rounds tries to get crucial
information from the prospect right away. It's a delicate balancing act, one that
requires both diplomacy and reporting skills. "I'm trying to get five to six key
questions answered," she explains. "I ballpark the budget for a project and ask if
that sounds right. I'll hear, 'Yes, that sounds right,' or, gulp, '^hat's our yearly
budget!' In the end I know what the customer's story is and if they're buying what
we're selling.
"When I explain CRI and how we do things, many take themselves out of the
running," Rounds continues. "^hat makes it easy to make referrals." She
maintains a short list of respected (indirect) competitors to whom she can refer
rejected prospects, making her a de facto "help desk" for the industry. Rounds
estimates that of the 20 to 30 such callers she talks with a month, only 2 or 3 are
bona fide leads. few dejected callers respond with the question "What's the
matter--don't you need business?" Rounds reports. "But 99% understand what
we're trying to do."
Making the Rounds cut is a big deal for prospective customers. Once they do, they
are fed into a CRI system tailored to serve their individual needs. Welcome to
CRI's freshman class.
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Lisa Gudding is the very picture of a rising young sales star. t once enthusiastic
and thoughtful, the 33-year-old account manager possesses the kind of disarming
charm they can't teach at the Dale Carnegie school. "I never knew I could love
work so much," she says.
Gudding is, as they say, a "find"--a loyal employee who over the past eight years
has worked her way up from a position as a research assistant. ^oday part of her
sales role is to help freshman customers find their way up the organizational
ladder as well. CRI's sales criteria for first-year accounts, notes Gudding, are
"much higher than when I first started in sales four years ago. ^he hurdle keeps
going up." ^hat means she must be ever more diligent in scoping out which of her
freshmen have the potential to go all the way--to second-year "sophomore"
status and eventually to "core" partner.
Making such assessments is part of everyone's job at CRI, where knowledge about
customers is a currency more highly valued than product knowledge or even
technical expertise. "You learn not only a function but also about the client, the
client's business, and the competitive nature of that business," says Samantha
Ball, who started at CRI in 1980 as a telephone interviewer.
From the moment Gudding receives a lead from Rounds, she's working on it--
researching the prospective customer's company, its industry, and the
background of the individuals involved. She plays the role of a reporter,
uncovering what was lacking in the customer's dealings with other market-
research firms and thus finding out where the real opportunity lies for CRI. But
even more, she's a matchmaker. In the earliest face-to-face meetings with a
potential customer, she's already thinking about which combination of CRI people
would be the best fit for the account. "^here's a conscious attempt to match
personalities," she says--even if that means taking herself off the account.
Earlier this year Rounds gave Gudding a lead regarding merican Century
Investments. Gudding was clearly the right salesperson--her banking-industry
experience allowed her to establish a quick rapport with the financial-services
firm. CI's Michael Henderson agreed to a meeting in Minneapolis, where he gave
Gudding an indication of how much business CRI stood to gain. So far, so good.
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Once a potential customer has passed muster with Rounds and Gudding (or one
of eight other account managers), it must also be approved by one of CRI's nine
account teams. Each team, typically handling anywhere from one to five major
customers, focuses on growing the business from its existing accounts. ^hat way
not only is it less tempting for a team to accept questionable customers, it's
nearly impossible for it to do so. "We're able to say, 'Honestly, I don't think we
can do this," says executive vice-president Jan Elsesser, who oversees the drive to
grow new and current accounts. ^he account teams price all projects and put the
kibosh on unprofitable-sounding ones.
But once prospects pass the team test, they are quickly lavished with attention. In
most cases, before the first project even begins, the customer receives a phone
call or visit from one of CRI's four most senior executives. "We do this initial
interview with every new client," says Corson. ^hat meeting is followed by a letter
from a CRI senior executive summing up the customer's stated expectations for
the project.
Not long ago, Elsesser chatted with several marketing-research analysts at CI
(which, to date, has given CRI three projects in quick succession). ngela Murray,
one of CI's senior marketing analysts, was happy to set up the conference call.
"We talked broadly about my relationships with other research firms and how we
can do things differently," says Murray. "Jan explained CRI's philosophy [of
focusing on fewer customers], and that was appealing to me. You want to feel as
if you've got some clout."
In turn, the team that is assigned to the new customer uses the interview to form
its own plan for meeting--or even exceeding--expectations for the project, from
designing the study to presenting the results. "Flawless execution" is what Robert
nderson, director of marketing research for Pillsbury Brands, calls it.
Pillsbury--which has stepped up its work with CRI in recent months--has gone so
far as to set up work space for CRI's "platinum team" in a Pillsbury building, and
nderson is planning to send some of his own staff to CRI to attend training
classes.
Because CRI spends so much time with its freshmen, the staff can quickly tell who
will drop out the first year and who will go on to join the sophomore class. It's a
small group: the company needs only half-dozen or so new customers a year,
each worth an average of about $200,000, to keep the pipeline flowing. "We
don't intentionally rank the freshmen, but we do have a sense of who has the
most potential," explains Elsesser. ^op freshmen, she says, have the potential to
double the sales they bring CRI, "and we've talked to them about that."
sophomore is expected to show real growth in sales and profits by year two. If
not--unless there is some compelling reason to keep the account--CRI prepares to
cut bait. If a customer makes it through sophomore year, it is in for the Rolls-
Royce treatment. ^oday just 36 companies provide 86% of CRI's sales and 96% of
its profits. nd CRI employees try to treat those 36 as if their world revolved
around each one of them. Because it does.
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"Our job as a team is to bring the client forward," explains Sack. "^he whole team
is focused on getting new business. Everyone gets the [profit-and-loss
statement]." In 1988, there were three people on the Procter & Gamble team
doing limited work. ^oday the team has swelled to 12, while sales with P&G have
increased about a hundredfold. CRI is now a P&G "approved vendor," with direct
access to P&G's internal E-mail system and research database.
In fact, some people at P&G say they couldn't function without CRI. "I've been
working with them on everything I do," says Leanne Schimpf, a research
supervisor on the Pringles brand. She considers CRI to be on an equal footing with
P&G's own internal research group. "Other suppliers wait for you to call them,"
she says. "[CRI takes] the initiative. ^hat's an added value because we're so busy
around here."
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How does CRI constantly know when and how to take that initiative with
customers? ^hrough the help of staffers like Jon Palmquist, who is now a senior
vice-president and manager of new-product development. Palmquist isn't
assigned to any particular team. In fact, she worries about of CRI's customers.
It's her job to find and develop new products for current customers---sometimes
before the customers even know they need the products. Her sales territory:
unlimited.
Palmquist has become the ultimate sales sleuth--combing through project notes,
interviewing customers, sitting in on team planning meetings, and reading
between the lines. "I get ideas from our [core] partners," she explains. "You
understand their business, and you can capitalize on what they need, sometimes
a little ahead of when they need it, sometimes in response to a demand."
In short, CRI doesn't have "marketing people" or a marketing plan. Instead, the
company has 36 individual "Surprise and Delight" plans, one for each major
customer. ^he teams prepare the plans, which are reviewed and amended every
quarter, with Palmquist often weighing in. One lucky customer doesn't know it
yet, but it's about to receive some custom software, compliments of CRI. "^his is a
huge client, and I know the senior managers will appreciate it," says Corson.
Such perks are all part of the company's strategy for success. "Every quarter CRI
would send us a list of value-added activities they would have charged another
client for that wasn't a partner," recalls Robert Smith, formerly of Dow Brands. "It
was pretty staggering." fter one project, he wrote the company, "^hank God for
CRI."
But CRI is always trying to up the ante. t year's end, all Surprise and Delight plans
undergo another revision after the company's ambitious annual review of all its
core partners and a few strategic freshmen. CRI's 17 senior vice-presidents
conduct some 30 to 50 one-on-one interviews with customer contacts. ^he
review is both CRI's report card and an industry snapshot. "It's our marketing
research, but it's all clients specific--another tenet of one-to-one marketing,"
notes Corson.
Of course, learning about the needs of individual customers is a lot easier, Corson
points out, when you're focusing on 36 major customers "rather than 150."
Still, there have been glitches. Since it has been instituted, the system has not
produced glowing success stories all the time. For example, the "red team" was so
disastrous that it was disbanded after finishing a year in--you guessed it--the red.
Some clients--like Ford Motor Co.--never did make it to partner status despite
great expectations. Furthermore, the loss of any VIP customer hurts--a lot. For
example, CRI took a sales hit of about $2 million in 1993, Pope says, after
Northwest irlines grounded its research work with the company. "^here's an ebb
and flow to this," notes manager Pat Hughes, who recently lost Dow Brands when
the company was sold. But that hole was soon filled--by a former customer who
came back to CRI.
Now the teams view customers not as a onetime hit or miss but as part of a
continuing cycle. ^he way Corson looks at it, the lifetime value of her customers is
"infinite." Even those customers that don't pan out the first time are never
written off: they could be future prospects.
Pillsbury is a good case in point. One of those questionable accounts 10 years ago,
Pillsbury officially joined CRI's freshman class earlier this year. CRI gave Pillsbury a
brand-new page in the customer book and had the same high hopes for the
account it has for every hot freshman. Both sides spent long hours interviewing
one another before deciding to advance their renewed relationship to the partner
stage. "It's a learning curve we're both on," says Pillsbury's Robert nderson. He
adds, "^hey understand they'll get a significant amount of our spending." In
return, CRI employees are contributing to the intellectual capital at Pillsbury,
where CRI team members can be found in the hallways and in research-project
meetings. nderson attests, "It's already begun paying off."
What has given CRI the confidence to break so many of the old marketing rules?
It's simple: the company understands its customers much better now. nd it
should. With 50% fewer customers than it had a decade ago--and with 50% more
employees--CRI can afford to devote more attention to each customer. ^en years
ago, the ratio of employees to customers was about one to two; today, with
approximately 130 employees, that ratio is nearly reversed. t the same time,
revenues per employee have doubled.
Every year now, Corson takes delight in a call she knows she will receive. Like
clockwork, a yellow pages salesperson tries to get her to take out a bigger ad.
Corson's reply is always the same. "Now why would I want to do that?" she asks.
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ccc In assessing which customers to keep, CRI calculated the profit for
each one by subtracting all direct costs and selling expenses from the total
revenues brought into CRI by that customer for the year. (^hink of it this way:
What costs would you not incur if this customer went away?) ^he cutoff points for
"high" and "low" scores were purely subjective--they corresponded to CRI's goals
for profit volume and profit margin.
High Volume High Volume
Low Margin High Margin
customers customers
Low Volume Low Volume
Low Margin High Margin
customers customers
bout half these customers were new ones that CRI figured would become more
profitable over time. ^he other half were right on the line--on the verge of
high/high.
t the top: ^hese were customers who had pared down their suppliers and clearly
valued an ongoing relationship with CRI. ^hey accounted for 29% of sales.
CRI once believed it could make many of these customers more loyal, but time
revealed that this group wanted to work with various suppliers.
^hese were small customers who were very profitable. Was there more potential
for sales?
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CUS^OMER CUS^OMER B
Revenues $203,320 $156,000
Direct costs $174,856 $113,162
Selling costs $14,232 $3,120
Profit* $14,232 $39,718
Profit margin 7% 25%
*lso known as "contribution margin," or what's left over to help cover the
company's overhead and contribute to profits.
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Not all customers are equal. So you need a
ranking system. Never mind trying to calculate the "net present value of all future
profits." You probably don't have enough data to calculate the "lifetime value" of
each of your customers. Instead, the authors recommend you score your
customers on any number of variables--gross margins, repeat business, referrals,
and so forth--that matter to you.
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c Once you've ranked your customers, you
can prioritize your time, spending lots more of it on your most valuable
customers. In return, customers may be more willing to share their purchasing
plans and make you part of the process.
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"You can't just ask the questions," says Beth Rounds, CRI's chief gatekeeper and
reporter-in-residence. "I backtrack a lot. Sometimes I explain why I'm asking the
question." Nevertheless, for anyone looking for a systematic way to rate over-the-
transom sales prospects, this is a good "script."
cccc cc bad answer: "I found you in the yellow pages."
Unlike many companies, CRI doesn't ask this question so it can decide how to
divvy up the marketing dollars. "If someone finds us in the yellow pages, they
have no reason to use us over anyone else," CRI cofounder Judy Corson explains.
"So it's a crucial question." good answer: " colleague of mine worked with you
at another company."
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c c ^hat's akin to asking someone how much money he or
she makes, but Rounds often makes a ballpark guess on the project--and then
gauges the prospect's response.
So why spend time with the rest? "It fits well with who CRI is," she says. "Do unto
others....You never know where people will go."
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Founded in 1974 and based in Minneapolis, privately owned CRI conducts survey
marketing research for a wide range of firms. ^he bulk of its projects assist clients
with new product development in consumer, medical, and service businesses.
Revenues of more than $21 million in 1996 place CRI among the 40 largest firms
in the highly fragmented,$4 billion marketing research industry that is
characterized by low entry costs and tough competition. ^he firm credits a
reputation for quality for making it one of only a handful of companies that has
remained independent while growing over the past two decades.
Besides its Minneapolis headquarters, the firm has electronically linked offices in
San Francisco and Ridgewood, N.J., as well as telephone interviewing centers in
St. Paul, Minn., and Madison, Wis. It employs approximately 100 full-time staff
members, most of whom are cross-trained to create the flexibility needed to
accommodate the demands and schedules of research projects.
Choosing in 1988 to concentrate its business on high-volume, repeat customers,
CRI has reduced the number of clients it serves. In 1995, CRI's clients numbered
67, down from 138 clients in 1988; the number of larger clients during this period
increased from 25 to 34. ^his emphasis on large accounts has paid off with a
doubling in revenues, achieved without increasing staff size.
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In recent years, CRI senior management aimed for a new level of consistency and
competence in delivering quality services by organizing, systematizing, and
measuring quality. CRI's steering committee distilled requirements for each
research project to four essentials: accurate, on time, on budget, and meeting or
exceeding client expectations. Before the first survey data are collected, criteria
defining these requirements are determined in consultation with clients when CRI
executives and project team leaders interview clients and they do that
extensively.
Customers have ample opportunity to advice and critique CRI. t the end of each
project, clients are surveyed to solicit an overall satisfaction rating based on the
customers' expectations. Each month the results of the client feedback are
summarized and distributed to all employees. Internally, end-of-project
evaluations also are conducted for CRI support teams and key suppliers. Personal
interviewing contractors, for example, are evaluated on performance and
contribute ideas for improving the quality of their service.
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CRI uses a "high tech-high touch" approach to satisfying customers. On the "high
touch" side, CRI uses its flat organizational structure and relatively small size to
assure that information flows freely within the company. Just as importantly, they
view continuous improvement as part of their jobs. Staff members are surveyed
annually, giving CRI senior managers specific feedback.
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CRI views its major software supplier as a key partner. ^he long-standing
relationship extends to annual planning sessions during which CRI shares its goals
and the two firms determine how the software maker can contribute to meeting
goals.