{"id":7027041,"date":"2026-08-04T15:49:14","date_gmt":"2026-08-04T15:49:14","guid":{"rendered":"https:\/\/peraltafinancing.com\/analytics\/kevin-hillstrom-minethatdata-top-12-analysis-customer-life-cycle\/"},"modified":"2026-08-04T15:49:14","modified_gmt":"2026-08-04T15:49:14","slug":"kevin-hillstrom-minethatdata-top-12-analysis-customer-life-cycle","status":"publish","type":"post","link":"https:\/\/fivemor.com\/?p=7027041","title":{"rendered":"Kevin Hillstrom: MineThatData: Top 12 Analysis: Customer Life Cycle"},"content":{"rendered":"


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Here’s one of the analyses that “some” clients really appreciate. What you see below isn’t the full analysis, it’s a portion of the table with easy-to-understand metrics.<\/span><\/p>\n

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Every business has a “DNA”, a hard-written code that dictates where the brand goes. The brand depicted above possesses the classic “discounting” DNA. It’s a lazy, stupid brand (it’s from my “Beans: The Internet’s Largest Variety Store” study).<\/span><\/p>\n

As the customer matures, AOV increases from about $42 at a first order to $48 after ten orders. On the surface, this should be a good thing. It’s not. We can see that the increase in AOV is manufactured. Look at Average Margin Value (margin dollars per order). We start at $29, loyal customers finish at $31. AOV increases by 14% as the customer becomes more loyal. AMV increases by just 6% as the customer becomes more loyal. The brand (like so many) is creating empty calories … discounting to get the customer to spend more, not pushing gross margin far enough in the process (and hint – that’s what matters).<\/span><\/p>\n

Look at the percentage of an order that is represented by new merchandise.<\/span><\/p>\n