HUBBLE CONTACT LENSE CASE STUDY: Rosen finds your analysis of differential advantage compelling and thinks that Hubble may be able to leverage this insight in the future as the organizations scales activities, customers, and revenue. As an immediate next step, however, Rosen would like to continue to feed the Hubble customer acquisition engine with relatively minor tweaks. Hubble has been growing using its traditional customer acquisition model, but the younger consumers it is attracting tend to be less loyal. They cancel their subscriptions more quickly than their older counterparts and thus (in the face of constant or even increasing customer acquisition costs) are less valuable to Hubble. In light of this troubling trend, Rosen is interested in approaches that involve acquisition of current wearers of competing conventional and/or extended wear contact lens solutions (aged 24-40) with the idea of turning them into subscribers of Hubbles daily disposable product; this is a distinct group of targets from the customers Hubble has been pursuing with its acquisition efforts, wearers of competing daily disposable contacts. (Please feel free to review the Industry Dynamics information on pages 4-5 of the case for more information about categories of contact lens in the market.) Q) What three marketing objectives do you advocate Hubbles executive team use for measuring the success of Hubbles marketing efforts aimed at the revised customer target(s) over the next decision cycle?