1. Define the organizational metrics that contribute to overall customer value. Ensure all aspects of the Customer relationship are considered, including marketing, acquisition, customer care, billing and receivables.

   Example: Organizations that take on more loss exposure due to their inherent products and services put more emphasis on credit risk decisioning, while other organizations that have means to limit loss exposures (i.e. pay or you are cut off) may increase emphasis on attrition and profitability while keeping credit risk decisioning static, etc.

2. Continually improve customer interaction by proactively predicting client behavior for opportunities and risks throughout the client lifecycle.
   1. Targeting potential customers
   2. Selecting/acquiring new customers
   3. Managing customer value
   4. Recovering customers
   The value equation remains the same. In order to reach this common value, decisioning criteria such as data used, outcomes and ratios to common goals needs to be differentiated at each touch point.

   Example: As the customer lifecycle continues, credit worthiness may not take center stage as it did at the beginning of the lifecycle. Therefore, decisioning strategies and the data used will be different.

3. Use the equation to treat clients consistently and in accordance with their current value throughout all divisions and channels of customer interaction.

Companies successful in implementing uCVM™ treat the client holistically and consistently through all divisions. When implemented properly the power of uCVM™ becomes evident. Businesses use client segmentation, risk, and value predictions to get the right message to the right client at the right time. By treating each client pro-actively and appropriately throughout their lifecycle, customer profit potential and business growth objectives are realized.

The result is a powerful strategy that enables tremendous improvement in operating metrics, EBITA, and shareholder value.

• Consistent Treatment
• Current Value