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Balancing Acquisition and Retention Spending for Firms with Limited Capacity

Author

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  • Anton Ovchinnikov

    (Darden Graduate School of Business, University of Virginia, Charlottesville, Virginia 22903)

  • Béatrice Boulu-Reshef

    (Darden Graduate School of Business and Department of Economics, University of Virginia, Charlottesville, Virginia 22903)

  • Phillip E. Pfeifer

    (Darden Graduate School of Business, University of Virginia, Charlottesville, Virginia 22903)

Abstract

This paper discusses the interaction between revenue management and customer relationship management for a firm that operates in a customer retention situation but faces limited capacity. We present a dynamic programming model for how the firm balances investments in customer acquisition and retention, as well as retention across multiple customer types. We characterize the optimal policy and discuss how the policy changes depending on capacity limitations. We then contrast the modeling results with those of a behavioral experiment in which subjects acted as managers making acquisition and retention decisions. In the modeling part of the paper, we introduce a concept of the value of an incremental customer (VIC), and show that when capacity is unlimited, VIC equals customer lifetime value (CLV), but when capacity is limited, VIC is much smaller and changes dynamically depending on the number of customers and their mix. As a result, the optimal spending is constant and depends on CLV for the firms with unlimited capacity, but changes dynamically and is generally unrelated to CLV when capacity is limited. In the experimental part, we introduce a concept of conditional optimality for the analysis of state-dependent decisions. Applying this concept to our data, we document a number of decision biases, specifically the subjects' tendency to overspend on retaining high-value customers and underspend on lower-value customers retention and acquisition. We show that providing CLV information exacerbates these biases and leads to a loss of net revenue when capacity is limited, but providing information about the marginal costs of acquisition and retention eliminated these biases and increases net revenue.Data, as supplemental material, are available at http://dx.doi.org/10.1287/mnsc.2013.1842 . This paper was accepted by Yossi Aviv, operations management.

Suggested Citation

  • Anton Ovchinnikov & Béatrice Boulu-Reshef & Phillip E. Pfeifer, 2014. "Balancing Acquisition and Retention Spending for Firms with Limited Capacity," Management Science, INFORMS, vol. 60(8), pages 2002-2019, August.
  • Handle: RePEc:inm:ormnsc:v:60:y:2014:i:8:p:2002-2019
    DOI: 10.1287/mnsc.2013.1842
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    1. Pfeifer, Phillip E. & Ovchinnikov, Anton, 2011. "A Note on Willingness to Spend and Customer Lifetime Value for Firms with Limited Capacity," Journal of Interactive Marketing, Elsevier, vol. 25(3), pages 178-189.
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    Cited by:

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    6. Mehrdad Memarpour & Erfan Hassannayebi & Navid Fattahi Miab & Ali Farjad, 2021. "Dynamic allocation of promotional budgets based on maximizing customer equity," Operational Research, Springer, vol. 21(4), pages 2365-2389, December.
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    9. Ben Ali, M. & D’Amours, S. & Gaudreault, J. & Carle, M-A., 2018. "Configuration and evaluation of an integrated demand management process using a space-filling design and Kriging metamodeling," Operations Research Perspectives, Elsevier, vol. 5(C), pages 45-58.

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