ABSTRACT
Most companies do a very poor job of determining the economic value of their customers. There are three primary reasons that this has been die case: (1) inadequacy of technology, (2) managements' internal focus on products (as opposed to customers), and (3) inadequacy of accounting systems. Each of these areas, however, has undergone rapid transformation in terms of their sophistication and 134managerial usefulness. As a result, it is manifest destiny that asset valuation and management will evolve to the evaluation of a company's most fundamental asset, its customers (i.e., customer lifetime value). Most managers have come to accept this inevitability. What managers fail to realize is just how radically an understanding of customer lifetime value will transform the business landscape. It will dramatically impact the breadth and type of data collected; the way managers view and segment customers; the types of experiences firms offer customers; the metrics executives provide to the financial markets; and the way companies structure and staff their organizations. doi:10.1300/J366v05n02_08 [Article copies available for a fee from The Haworth Document Delivery Service: 1-8OO-HAWORTH. E-mail address: <docdelivery@haworthpress.com> Website: < https://www.HaworthPress.com > © 2006 by The Haworth Press, Inc. All rights reserved.]
