顧客價(jià)值管理PPT課件

1、Page 1Customer Value ManagementCustomer Value Management一一. Customer Value & Customer Relationship Value . Customer Value & Customer Relationship Value 1 1、Customer ValueCustomer Value（CVCV）客戶讓渡價(jià)值客戶讓渡價(jià)值：從客戶出發(fā)的價(jià)值從客戶出發(fā)的價(jià)值客戶關(guān)系價(jià)值客戶關(guān)系價(jià)值：從企業(yè)出發(fā)的價(jià)值從企業(yè)出發(fā)的價(jià)值customer customer delivered valuedelivered v

2、aluecustomer customer relationship relationship valuevalueCustomer Value Customer Value 第1頁(yè)/共32頁(yè)Customer Value ManagementCustomer Value ManagementPage 2CDVCDV：customer delivered valuecustomer delivered value 顧客總價(jià)值減去顧客總成本的凈值顧客總價(jià)值減去顧客總成本的凈值CDV=TCVCDV=TCVTCCTCC1 1Zero valueZero value：TCV=TCC TCV=TCC 物有

3、所值物有所值 價(jià)值相當(dāng)，缺乏爭(zhēng)力價(jià)值相當(dāng)，缺乏爭(zhēng)力2 2Positive valuePositive value：TCVTCC TCVTCC 物超所值物超所值 超額價(jià)值，競(jìng)爭(zhēng)力強(qiáng)超額價(jià)值，競(jìng)爭(zhēng)力強(qiáng)3 3Negative valueNegative value：TCVTCC TCVTCC 物低所值物低所值 值低于價(jià)，淘汰出局值低于價(jià)，淘汰出局customer delivered valuecustomer delivered value1 1、Customer ValueCustomer Value（CVCV）Philip Kotler第2頁(yè)/共32頁(yè)P(yáng)age 3Customer Value M

4、anagementCustomer Value ManagementTCVTCV：total customer valuetotal customer value 產(chǎn)品滿足顧客需求的效用總和產(chǎn)品滿足顧客需求的效用總和TCV=f (PdTCV=f (Pd、PsPs、I I、S) S) P2ISP2ISPdPd：product value productproduct value productPsPs：person value producers, sellers person value producers, sellers I I ：Image value popularity, reput

5、ation Image value popularity, reputation S S ：Service value pre-sale, sale, after-salesService value pre-sale, sale, after-sales1 1、Customer ValueCustomer Value（CVCV）第3頁(yè)/共32頁(yè)Customer Value ManagementCustomer Value ManagementPage 4TCCTCC：total customer costtotal customer cost 顧客為獲得與實(shí)現(xiàn)產(chǎn)品的價(jià)值所付出的代價(jià)總和顧客為

6、獲得與實(shí)現(xiàn)產(chǎn)品的價(jià)值所付出的代價(jià)總和MoMo： Money costMoney cost： MiMi： Mind costMind cost： T T： Time costTime cost： P P： Physical costPhysical cost： TCC=f (MiTCC=f (Mi、MoMo、T T、P) P) M2TPM2TP1 1、Customer ValueCustomer Value（CVCV）第4頁(yè)/共32頁(yè)P(yáng)age 5customer customer delivered valuedelivered valuecustomer customer relationsh

7、ip relationship valuevalueCustomer Value Customer Value Customer Value ManagementCustomer Value ManagementCDV=TCVCDV=TCVTCCTCC2 2、Customer Relationship ValueCustomer Relationship Value（CRVCRV）Can be measured under the support of the perfection of accounting system.Can be measured under the support o

8、f the perfection of accounting system.Can you measure itCan you measure it？第5頁(yè)/共32頁(yè)Customer Value ManagementCustomer Value ManagementPage 6CRVCRV：customer relationship valuecustomer relationship valuecustomer relationship valuecustomer relationship value Enterprise establish, maintain and develop th

9、e relationship with customers. Enterprise establish, maintain and develop the relationship with customers.ProfitaProfitabilitybility客戶關(guān)系客戶關(guān)系獲利能力獲利能力LifetimLifetime e客戶關(guān)系客戶關(guān)系壽命壽命AbilityAbility客戶能力客戶能力價(jià)值價(jià)值RecommeRecommendationndation客戶推薦客戶推薦價(jià)值價(jià)值PotentiPotentialal客戶潛在客戶潛在價(jià)值價(jià)值2 2、Customer Relationship V

10、alueCustomer Relationship Value（CRVCRV）第6頁(yè)/共32頁(yè)Customer Value ManagementCustomer Value ManagementPage 7Customer Value ManagementCustomer Value Management二二. Customer Lifetime Value & Customer Profitability. Customer Lifetime Value & Customer Profitability1 1、Customer Lifetime ValueCustomer L

11、ifetime Value（CLVCLV） Enterprise may benefit from the customers in the future sum, Enterprise may benefit from the customers in the future sum, which can be measured which can be measured。CLV = CLV = 近似近似CLV = CLV = （M - CM - C）* * (1+i)/(1-r+i)- AC(1+i)/(1-r+i)- ACM M： 顧客在t時(shí)期創(chuàng)造的收入incomeincomeC C： 企

12、業(yè)t時(shí)期對(duì)顧客的營(yíng)銷溝通成本 communication costscommunication costsr r： 顧客保留率 customer retention ratecustomer retention ratei i： 每個(gè)時(shí)期的折現(xiàn)率discount ratediscount rateACAC：顧客獲取成本customer acquisition costscustomer acquisition costs 0)1/()(ittiiACirCM利潤(rùn)乘數(shù)利潤(rùn)乘數(shù)第7頁(yè)/共32頁(yè)Customer Value ManagementCustomer Value ManagementExa

13、mpleExample（P17P17） Problem1:Problem1: 網(wǎng)絡(luò)服務(wù)商每月收取網(wǎng)絡(luò)服務(wù)商每月收取1 1位顧客使用費(fèi)位顧客使用費(fèi)3030元，每月在這位顧客上花費(fèi)的可變成元，每月在這位顧客上花費(fèi)的可變成本本1010元，每年對(duì)這位顧客的營(yíng)銷費(fèi)用元，每年對(duì)這位顧客的營(yíng)銷費(fèi)用3030元，顧客每月的轉(zhuǎn)換率元，顧客每月的轉(zhuǎn)換率2%2%，每月折現(xiàn)率，每月折現(xiàn)率1%1%。問(wèn)：。問(wèn)：顧客終身價(jià)值是多少？顧客終身價(jià)值是多少？ Problem2: Problem2:網(wǎng)絡(luò)服務(wù)商現(xiàn)在想降低每年的營(yíng)銷費(fèi)用到網(wǎng)絡(luò)服務(wù)商現(xiàn)在想降低每年的營(yíng)銷費(fèi)用到1515元，估計(jì)顧客每月的轉(zhuǎn)換率會(huì)增元，估計(jì)顧客每月的轉(zhuǎn)換率會(huì)增

14、加到加到4%4%。問(wèn)：服務(wù)商是否應(yīng)該降低營(yíng)銷費(fèi)？。問(wèn)：服務(wù)商是否應(yīng)該降低營(yíng)銷費(fèi)？Page 8近似近似CLV = CLV = （M - CM - C）* * (1+i)/(1-r+i)- AC(1+i)/(1-r+i)- AC第8頁(yè)/共32頁(yè)Customer Value ManagementCustomer Value ManagementKey Factors for CLV:Key Factors for CLV: （now/future) Customer purchasesnow/future) Customer purchases （now/future) Customer profi

15、t/ costnow/future) Customer profit/ cost Customer retention rateCustomer retention rate Customer discount rateCustomer discount rate（P19P19）Page 91 1、Customer Lifetime ValueCustomer Lifetime Value（CLVCLV）第9頁(yè)/共32頁(yè)P(yáng)age 10Customer Value ManagementCustomer Value Management1 1、Customer Lifetime ValueCust

16、omer Lifetime Value（CLVCLV）5 stages: 5 stages: 獲取、提升、成熟、衰退、離網(wǎng)獲取、提升、成熟、衰退、離網(wǎng)( (A/B/C/D/E)A/B/C/D/E)對(duì)中國(guó)電信的啟示對(duì)中國(guó)電信的啟示 公眾客戶處于不同生命周期階段對(duì)電信的價(jià)值及其需求均有所不同，也意味著電信對(duì)其管理與服務(wù)方式的不同 對(duì)公眾客戶的標(biāo)準(zhǔn)化管理與服務(wù)應(yīng)基于不同的生命周期階段在不同生命周期階在不同生命周期階段需考慮不同問(wèn)題段需考慮不同問(wèn)題 如何發(fā)現(xiàn)并獲取潛在客戶？階段A （Acquisition）：客戶獲取 如何把客戶培養(yǎng)成高價(jià)值客戶？階段B：（Build-up）客戶提升 如何使客戶使用新電

17、信產(chǎn)品? 如何培養(yǎng)顧客忠誠(chéng)度？階段C：(Climax)客戶成熟 如何延長(zhǎng)客戶“生命周期”？階段D：(Decline)客戶衰退 如何贏回客戶？階段E：(Exit)客戶離網(wǎng)客戶價(jià)值客戶價(jià)值多種價(jià)值創(chuàng)造杠桿多種價(jià)值創(chuàng)造杠桿在不同時(shí)期應(yīng)用在不同時(shí)期應(yīng)用 發(fā)現(xiàn)尚未使用電信產(chǎn)品或正使用競(jìng)爭(zhēng)對(duì)手產(chǎn)品的客戶 通過(guò)有效渠道提供合適價(jià)值定位獲取客戶 刺激需求的產(chǎn)品組合/服務(wù) 交叉銷售 針對(duì)性營(yíng)銷 高價(jià)值客戶的差異化服務(wù) 高危客戶預(yù)警機(jī)制 高?？蛻敉炝襞e措 高價(jià)值客戶贏回方法Example第10頁(yè)/共32頁(yè)P(yáng)age 11Customer Value ManagementCustomer Value Manageme

18、nt2 2、Customer ProfitabilityCustomer Profitability（CPCP） 客戶能給企業(yè)帶來(lái)的利潤(rùn)大小客戶能給企業(yè)帶來(lái)的利潤(rùn)大小Philip Kotler “A profitable customer is a person, household or a company that overtime, yields a revenue stream that exceeds by an acceptable amount the companys cost stream of attracting, selling and servicing the cu

19、stomer.Unprofitable customers can have high customer lifetime values.CLVCLVCPCP第11頁(yè)/共32頁(yè)P(yáng)age 12Customer Value ManagementCustomer Value Management2 2、Customer ProfitabilityCustomer Profitability（CPCP）（1 1） Customer acquisition costs Customer acquisition costs顧客獲取成本顧客獲取成本 = = 獲得獲得1 1位顧客需要發(fā)送的目錄數(shù)量位顧客需要發(fā)

20、送的目錄數(shù)量 * * 每份目錄的成本每份目錄的成本 = = 發(fā)出一份目錄的成本發(fā)出一份目錄的成本/ /顧客回應(yīng)率顧客回應(yīng)率第12頁(yè)/共32頁(yè)P(yáng)age 13Customer Value ManagementCustomer Value Management2 2、Customer ProfitabilityCustomer Profitability（CPCP）說(shuō)明：說(shuō)明：從左表中我們可以看出，不對(duì)用戶從左表中我們可以看出，不對(duì)用戶群特征進(jìn)行研究，對(duì)群特征進(jìn)行研究，對(duì)10%10%的客戶進(jìn)的客戶進(jìn)行市場(chǎng)活動(dòng)，獲得的客戶響應(yīng)人數(shù)行市場(chǎng)活動(dòng)，獲得的客戶響應(yīng)人數(shù)百分比只能是百分比只能是10%10%；進(jìn)行

21、了用戶群特征研究，我們對(duì)進(jìn)行了用戶群特征研究，我們對(duì)10%10%目標(biāo)客戶做市場(chǎng)活動(dòng)，就可以目標(biāo)客戶做市場(chǎng)活動(dòng)，就可以獲得約獲得約53.4%53.4%的顧客響應(yīng)。的顧客響應(yīng)。采用定向銷售分析后，不僅提高了采用定向銷售分析后，不僅提高了市場(chǎng)活動(dòng)的命中率，也減少了市場(chǎng)市場(chǎng)活動(dòng)的命中率，也減少了市場(chǎng)活動(dòng)的經(jīng)費(fèi)?；顒?dòng)的經(jīng)費(fèi)。某移動(dòng)全球通某移動(dòng)全球通GPRSGPRS定向銷售定向銷售回應(yīng)率回應(yīng)率曲曲線說(shuō)明線說(shuō)明Example（1 1） Customer acquisition costs Customer acquisition costs第13頁(yè)/共32頁(yè)P(yáng)age 14Customer Value Man

22、agementCustomer Value Management2 2、Customer ProfitabilityCustomer Profitability（CPCP）顧 客 收 支 平 衡 分 析（P15）?？偷?年第2年第3年A每次購(gòu)買的邊際利潤(rùn)$10 $10 B顧客保留率100%75%C產(chǎn)品目錄郵寄成本0.5*12=$6$6 D每位顧客預(yù)期利潤(rùn)2*10-6=$140.75*(20-6)=$10.5E每位顧客的累計(jì)凈利潤(rùn)($3.50)$7 臨時(shí)客第一年第2年第3年A每次購(gòu)買的邊際利潤(rùn)$16 $16 $16 B顧客保留率100%50%25%C產(chǎn)品目錄郵寄成本0.5*12=$60.5*4=

23、$2$2 D每位顧客預(yù)期利潤(rùn)16-6=$100.5*(16-2)=$70.25*(16-2)=$3.5E每位顧客的累計(jì)凈利潤(rùn)($7.50)($0.50)$3 （2 2） Customer balance Customer balance第14頁(yè)/共32頁(yè)P(yáng)age 15Customer Value ManagementCustomer Value Management2 2、Customer ProfitabilityCustomer Profitability（CPCP）（3 3）客戶終身價(jià)值分析）客戶終身價(jià)值分析顧 客 終 身 價(jià) 值 分 析（P16）?？湍?2345678A每次購(gòu)買邊際利潤(rùn)

24、$10 $10 $10 $10 $10 $10 $10 $10 B顧客保留率100%75%56%42%32%24%18%13%C郵寄成本$6 $6 $6 $6 $6 $6 $6 $6 D每位顧客預(yù)期利潤(rùn)$14 $10.50 $7.90 $5.90 $4.40 $3.30 $2.50 $1.90 E每位顧客利潤(rùn)凈現(xiàn)值$12.70 $8.70 $5.90 $4.00 $2.80 $1.90 $1.30 $0.90 F每個(gè)顧客累計(jì)利潤(rùn)($4.80)$3.90 $9.80 $13.80 $16.60 $18.50 $19.80 $20.70 臨時(shí)客年12345678A每次購(gòu)買邊際利潤(rùn)$16$16$16

25、$16$16B顧客保留率100%50%25%12.50%6.25%C郵寄成本$6$2$2$2$2D每位顧客預(yù)期利潤(rùn)$10.00$7.00$3.50$1.75$0.88E每位顧客利潤(rùn)凈現(xiàn)值$9.10$5.80$2.60$1.20$0.50F每個(gè)顧客累計(jì)利潤(rùn)($8.40)($2.60)$0.00$1.20$1.70第15頁(yè)/共32頁(yè)P(yáng)age 16Step #1: Avoid their acquisition in the first placeStep #2: Bear in mind potential rescue operationsStep #3: Catch the possibili

26、ty of abandonmentStep #4: Draw up a costbenefit analysisStep #5: Ensure familiarity with your environmentStep #6: Facilitate biting the bulletMichael Haenlein andMichael Haenlein andAndreas KaplanAndreas Kaplan(2009) propose a six-step approach for dealing with unprofitable customers, a framework th

27、ey refer to as the ABCs of Unprofitable Customer Management(2009) propose a six-step approach for dealing with unprofitable customers, a framework they refer to as the ABCs of Unprofitable Customer ManagementCustomer Value ManagementCustomer Value Management2 2、Customer ProfitabilityCustomer Profita

28、bility（CPCP）第16頁(yè)/共32頁(yè)Customer Value ManagementCustomer Value Management三三. Customer Asset Management. Customer Asset ManagementCustomer Customer Asset Asset ValueofassetsBrandEquityRelationshipassets第17頁(yè)/共32頁(yè)P(yáng)age 18Customer Value ManagementCustomer Value Management三三. Customer Asset Management. Cust

29、omer Asset ManagementValueofassetsThree factors to influence:Three factors to influence:QualityPriceConvenient第18頁(yè)/共32頁(yè)Customer Value ManagementCustomer Value Management三三. Customer Asset Management. Customer Asset ManagementBrandEquityA brand A brand is a name or symbol used to identify the source

30、of a product.is a name or symbol used to identify the source of a product.Brand equity Brand equity is an intangible asset that depends on associations made be the consumer.is an intangible asset that depends on associations made be the consumer.Three factors:Three factors:Brand awareness (Brand fam

31、iliarity)Brand attitude (Brand association)Corporate Ethics第19頁(yè)/共32頁(yè)Customer Value ManagementCustomer Value Management三三. Customer Asset Management. Customer Asset ManagementRelationshipassetsRelationship assets between customers and company on behalf of the strength of the relationship.Loyalty rewa

32、rds programsSpecial privileges planningCommunity development planningKnowledge accumulation plan第20頁(yè)/共32頁(yè)Customer Value ManagementCustomer Value Management三三. Customer Asset Management. Customer Asset ManagementValue of assetsBrand EquityRelationship assets質(zhì)量、價(jià)格和便利的努力廣告價(jià)值提升平衡戰(zhàn)略為當(dāng)前客戶提升價(jià)值品牌激增方案廣告維持方案威

33、馳方案Strategictriangle第21頁(yè)/共32頁(yè)Customer Value ManagementCustomer Value Management四四. Customer Pyramid Management. Customer Pyramid ManagementPlatinumGoldIronLead第22頁(yè)/共32頁(yè)Customer Value ManagementCustomer Value Management四四. Customer Pyramid Management. Customer Pyramid ManagementPlatinum Segment Chara

34、cteristicsPlatinum Segment CharacteristicslTypically, the platinum segment consists of the most loyal customers.Typically, the platinum segment consists of the most loyal customers.lThese customers arent overly concerned with product price.These customers arent overly concerned with product price.lT

35、hese customers are concerned with value and quality of the merchandise the purchaseThese customers are concerned with value and quality of the merchandise the purchaselThey also are the heaviest users of the products.They also are the heaviest users of the products.lThese customers are the most like

36、ly to invest in and try new product.These customers are the most likely to invest in and try new product.第23頁(yè)/共32頁(yè)Customer Value ManagementCustomer Value Management四四. Customer Pyramid Management. Customer Pyramid ManagementPlatinum SegmentPlatinum SegmentlMost businesses keep platinum customers by

37、offering incentive programs.Most businesses keep platinum customers by offering incentive programs.Store specific credit cardsStore specific credit cardsDiscounts based on the amount of spendingDiscounts based on the amount of spendingFrequent shopper programsFrequent shopper programsSpecial custome

38、r servicesSpecial customer services第24頁(yè)/共32頁(yè)Customer Value ManagementCustomer Value Management四四. Customer Pyramid Management. Customer Pyramid ManagementGold Segment CharacteristicsGold Segment CharacteristicslThe gold segment differs from the Platinum segment because most gold segment customers ar

39、e more price sensitive.The gold segment differs from the Platinum segment because most gold segment customers are more price sensitive.lGold segment customers dont purchase as much as platinum segment customers.Gold segment customers dont purchase as much as platinum segment customers.lGold segment

40、customers arent as loyal to one retailer and will go to competitors if the price is right.Gold segment customers arent as loyal to one retailer and will go to competitors if the price is right.第25頁(yè)/共32頁(yè)Customer Value ManagementCustomer Value Management四四. Customer Pyramid Management. Customer Pyrami

41、d ManagementGold SegmentGold SegmentlRetailersthatwouldliketoturngoldsegmentcustomersintoplatinumsegmentcustomershaveacoupleofdifferentoptions.FrequentshopperprogramsReturncustomerdiscountsPricematching第26頁(yè)/共32頁(yè)Customer Value ManagementCustomer Value Management四四. Customer Pyramid Management. Custom

42、er Pyramid ManagementIron Segment CharacteristicsIron Segment CharacteristicslIron segment customers most likely are not loyal to any one retail business.Iron segment customers most likely are not loyal to any one retail business.lThese customers are very price conscious and will shop many places to

43、 get the best price.These customers are very price conscious and will shop many places to get the best price.lThese customers are not likely to spend much at any one store.These customers are not likely to spend much at any one store.lIron segment customers dont deserve any special treatment because

44、 of the small amount of business they provide to a single retail business.Iron segment customers dont deserve any special treatment because of the small amount of business they provide to a single retail business.第27頁(yè)/共32頁(yè)Customer Value ManagementCustomer Value Management四四. Customer Pyramid Managem

45、ent. Customer Pyramid ManagementIron SegmentIron SegmentlTurninganironsegmentcustomerintoagoldsegmentcustomerisverydifficult.lSomewaysthatmightbeaccomplishedincludethefollowing:PricematchingSalesonspecificmerchandiseAdvertisingComparablemerchandiseatdiscountprices第28頁(yè)/共32頁(yè)Customer Value ManagementCustomer Value Management四四. Customer Pyramid Management. Customer Pyramid ManagementLead Segment CharacteristicsLead Segment Characteris