A large retailer split its customers by how they actually bought. A quarter of them made over half the sales.
Your best customers don't spend much more each visit. They come back more often.
A large retailer wanted to know where its next growth would come from. I led the work inside the business. We started with its own customer data, before looking at the market.
We split a year of active customers into groups by how they actually bought, not by age or postcode.
| Group | Share of customers | Share of sales | Came back next year |
|---|---|---|---|
| Loyal | 26% | 54% | 70% |
| One-time | 51% | 22% | 32% |
Half the customers bought once. Nearly a third of all baskets held a single item. People were coming in with one job to do, doing it and leaving.
The gap between the two groups was how often they came. Loyal customers bought five or more times a year, and their baskets were only slightly bigger.
The two biggest product categories barely shared customers: only 15% bought from both. Those customers spent about three times as much as everyone else, mostly because they came back more often.
Nearly half of all customers bought from one category only.
The customers were counted from payment cards, and some people carry more than one. The numbers were not exact. The behaviour they showed was real.
Research into the wider market followed. Its largest opportunity was the one our own numbers had already pointed to: getting existing customers to buy across more of the range.
It changed the focus in marketing. We chased three things: frequency, acquisition and product overlap.
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