CRM-客戶關(guān)系ppt課件

1、Customer Relationship Management (CRM) Workshop21st October, 2000Shanghai, China.Why - CRMToday, businesses are subject to stronger, more rapidly changing forces:Globalization;Deregulation;Convergence of industriesMoreover an influential newcomer is heree-business, the Internet and the Web.Why - CRM

2、Todays customers askNot only for superior qualityBut also for responsive serviceThis can only be provided byCustomer Relationship Management (CRM).Why - CRMCRM is notA conceptA project.Why - CRMCRM is a business strategy that aims to understand,anticipate andmanagethe needs of an organizations curre

3、nt and potential customers.Why - CRMIn practice, CRM is a process ofAcquiringRetaining andGrowingprofitable customers.Why - CRMCRM requireA journey of strategic development,Process management,Organizational andTechnical changeWhereby a company can better manage its own enterprise (front and back off

4、ice) around customer behaviors.Why - CRMTo be effective in managing the customer relationship, an organization mustDefine its customer strategyCreate a channel and product strategyUnderstand the importance of a robust and integrated infrastructure strategy.Why - CRMAdvantages over traditional mass-m

5、edia driven marketingReduces advertising costMakes it easier to track the effectiveness of a given campaignAllows organizations to compete for customers based on service, not price.Why - CRMPrevents overspending on low-value clients or underspending on high-value onesSpeeds up the time it takes to d

6、evelop and market a product (the marketing cycle)Improves use of the customer channel, thus making the most of each contact with a customer.A Small Percentage of the Customer Base Provides a Majority of the Revenues and Profits1Source: The Advisory Board Company, “Retail Lending, Vision of the Futur

7、e Council on Financial Competition, 1994; “All Consumers Are Not Created Equal, Garth Hallberg, 199584%RevenuesProfitsUS Diet CokeDrinkers% Total Diet CokeVolume Consumed33.3%33.3%33.3%13%3%20%76%Credit CardRelationshipsCredit CardProfitsHigh-usage, high-revolver card relationshipsProfits produced b

8、y high-usage, high revolver accounts1.14%22%24%40%53%36%14%3%Dollars Spent Per MonthSegment IV$100+Segment III$50-100Segment II$25-50Segment I$25A small percentage of customers account for a large percentage of profits.36%89%Source: Pricewaterhouse Coopers researchDISTRIBUTION OF CUSTOMERSESTIMATED

9、PROFIT DISTRIBUTION.Why - CRMFour types of CRMProspectingLoyaltyCross-sell / Up-sellWin back and save.Customers Life StageAdvocateSupporterCustomerProspectLoyalty segmentRetail StorePhoneDirect MailInternetChannelSingleAdultsChildlessCouplesYoungFamiliesEstablishedFamiliesMatureAdultsLife StageMedia

10、 Campaign.Customer Acquisition and ManagementStage IBroad customer segments identifiesStage IICustomer needs behaviors and values clarifiedStage IIIVirtual intimacy with individuals achieved.The Value ProcessRelation perceived as highly valuableHigh degree of customer satisfactionHigh degree of loya

11、ltyValue of relation high for both partiesSelected CustomersCRM Strategy.The Path to Strategic Customer CareCustomer Satisfaction/LoyaltyCustomers Lifetime ValueThe MarriageThe RelationshipThe CourtshipCustomer RetentionStrategic Customer CareCustomer AcquisitionCRM.Measuring Loyalty in the CRM Proc

12、essCustomer Satisfaction/LoyaltyCustomers Lifetime ValueCRMCustomer Retention(2)Strategic Customer Care(3)Customer Acquisition(1)DialogShare of LifeRelationShare of WalletTransactionProduct.Transformed customer acquisition and managementTransformation of Organization Involves Six Crucial AreasTechni

13、cal Architecture and ToolsInformation, Feedback and LearningStrategy and GoalsProcessesSkill SetsOrganization.Six Crucial AreasStrategy and GoalsEstablishing strategies and goals in focusing on the most profitable prospects and customers and properly handling the less profitable oneSegments of custo

14、mers are chosen specifically for acquisition, management, cross-sales and retentionShould be committed by the companys CEO or the board.Six Crucial AreasSkills SetsExpert assessment and implementation of evolving technology (current hardware and software availability, customer analysis application)

15、allow for CRM program Marketing knowledge (DM, media employment and Telemarketing) and customer analysis skills are required to blend into a total skill set in managing the CRM program.Six Crucial AreasOrganizationExisting Product or channel-orientedNewAdding in functional expertise such as risk, de

16、cision science and information technologyPerforming statistical modeling, design unique value propositionsChanges may involve multi-department.Six Crucial AreasProcessesRedefine acquisition marketing and customer management processesLeverage rich customer insightsMarketing, tracking, sales, fulfillm

17、ent and servicing processes are fully aligned with customer and prospect expectations.Six Crucial AreasTechnical architecture and ToolsWell-planned systems infrastructure through which information (product consumed, purchase pattern etc.) can be captured and sharedTechnology from reporting to deskto

18、p computation is seamlessly integrated and enables team members to make effective decisions and drives tactical actions.Six Crucial AreasTechnical architecture and ToolsRight kind of information technology staff(CIO), hardware (IBM ), software (database engine- Sybase, Oracle) and networks to proces

19、s data andUse the more sophisticated information-based models needed to create unique value propositions for prospects and customers.Six Crucial AreasInformation, Feedback and Learningcustomer-centric information management drives planning and operationsMarketing processes supported by systematic fe

20、edback on the results of campaignsinformation becomes competitive weapon in managing relationships “one-to-one while maximizing efficiency, growth and profitability.The tools for CRMThe PartsThe WebActs as the eyes, ears and month of the process byAbsorbing and presenting information to the user and

21、 by collecting the responsesOther traditional toolsDirect mailFaxOrdering system.The tools for CRMThe PartsThe Data Warehouse / Data MiningServe as the brain and central nervous systemAbsorbing the information being pass to it by the web, contact center (mail, telemarketing etc.) and/or ordering sys

22、temThen using CRM application to formulate a response based on current, external and historical informationUsing demographic and psychographics model, “Think and provide advice .The tools for CRMThe PartsThe Work Flow Management SystemServes as the arms and legs that support the data warehouse and e

23、xecute its decision.The tools for CRMThe Work Flow Management Systemautomate the procedures by which documents, information and tasks are passed among participantsdefined work rules or sequences of activitiesallows users to route customer communications , along with an associated “virtual folder tha

24、t combines documents, faxes, or Web pages containing information about the customer.Using the tools : Database Marketing, Data Warehousing and Data Mining.Database MarketingStrategy MarketingChannel ManagementSales ProductivityCustomer CareCustomer Equity / Relationship MarketingNew Product Developm

25、ent.Customer Data WarehouseCustomer Data WarehouseStrategic Marketing(Board, Marketing Dept.)Channel Management(Marketing, Channel Management)Customer Equity / Relationship Marketing(Marketing)Customer Care(Marketing, Customer Relationship Dept.)Sales Productivity(Sales Dept.)New Product(R & D, prod

26、uct development).Strategic Marketingby allowing you to better segment the customer baseknowing who your customers are;their preferences and likelihood to switch;different pricing options can be proposedWill make direct marketing program more cost effective.Channel Managementascertain channel prefere

27、nces - through which channel (CVS, supermarket etc.) do they want product or services deliveredcustomers can be moved to lower cost channel with incentive.Sales Productivityby knowing channel preferences and existing purchase pattern;resources can be better allocated and balanced.Customer careabilit

28、y to customize offers ;create true one-to-one marketing ;customer satisfaction, care andultimately customer loyalty can be achieved.Customer Equity / Relationship Marketingwith different loyalty level among customers ;some can be enticed easily by low-cost introductory offermore targeted offers can

29、be developed and implemented.Costs for CDWInitial Investment CostsHardware & softwareRunning (Operation) CostsUpdated with current information and practicesEnhancement CostsAdded in demographics, purchase habits and preferences.Costs for CDWWorkforce CostsMaintaining the CDW, including the users in

30、the marketing, IT and sales dept.e-Customer Relationship ManagementChallenges in delivering true electronic-Customer Relationship ManagementConsistencyThe ability to provide Customer relationship building services at all timeDeveloping an integrated Interaction Channel StrategyBalanceGetting it Righ

31、t between Self-Service and Agent-Assisted Interactions.e-Customer Relationship ManagementTechnologyAdopting the Right Technology at the Right TimeChange ManagementRecognizing that this is Radical ChangeCustomer ExpectationsGauging Customer Expectations of Wed-Based ServiceLegacy Customer Care Enviro

32、nmentBuild on a solid foundation of staff culture.The Planning for Implementing of CRM.Set precise goalInvolve all departments affectedUse the Best Employees in the EnterpriseInfluence the OrganizationCo-ordinate with other Enterprise initiatesFollow the Projects progress carefullyRespect interfaces

33、 conversions and data transferInvolve many individualsFind a process ownerSpeed progress through a sense of urgencyMake it attractive to participate in the projectCommunicate continually with interested partiesStay coolThrough training and educationProfitability of implementationAvoid over specializ

34、ed solutionsBe critical in choice of methodPrepare implementation wavesFocus on quick winBusiness-Oriental SolutionsProject ManagementChange ManagementImplement Strategy and PlanningSteps to Success.CRM DOESNT JUST happenIt needs A proper CRM visionStrategyAction plan andMechanism to measure, monito

35、r and manage that plan.The Four Step ProcessStep OneDetermining and Aligning the CRM VisionSet the goal of battle (maintain or increase market share, increase consumption by 10%)Where the CRM road was eventually to lead (the degree of loyalty to be increased so to get into intimacy level) Pointed th

36、e organization in that direction.Performance Alignment: The Four Step ProcessSTEPONECRMVISION.The Four Step ProcessThree critical measuresThe organizations understanding of its customerIts understanding of its own organization andIts commitment to continuous improvement in quality service.The Four S

37、tep ProcessStep TwoDeveloping the CRM StrategyUnderstand the customerWho the customers were and their needsCustomer purchasing patternThe impact of marketing and/or communication effortsCurrent level of customer satisfaction.The Four Step ProcessStep TwoDeveloping the CRM StrategyThe information was

38、 then used toPlot the current customers needs, wants and expectationsPredict where customer needs, wants and expectations were growingPredict future customer needs, wants and expectations.The Four Step ProcessStep TwoUnderstanding the OrganizationPeople and skills to make it happenOrganization align

39、edInfrastructure that allowed it to happenThe required systems and processes that paved the way to being more customer responsiveServices and products that customers wantedMarket strategy that captured customer attention.The Four Step ProcessStep TwoUnderstanding the OrganizationA performance measur

40、ement system that monitored all required componentsThe proper balance of controls.Key Organization RequirementsCUSTOMERPerformanceMeasurementService/Product Offering & Marketing StrategyPeople&SkillsInfra StructureSystem & ProcessOrganizationAlignmentControlsScorecards.Performance Alignment: The Fou

41、r Step ProcessSTEPONECRMVISIONThree CriticalSuccess FactorsUnderstandYourCustomerUnderstandYourOrganizationCommit To ContinuousImprovement In QualityServiceConduct a Gap AnalysisLeads to the CRM StrategySTEPTWO.The Four Step ProcessStep Three Strategic Performance alignment (SPA)Building the SPA Pro

42、gram to ensure the three critical success factors were knitted together and continued to support moving the organization towards its vision.The Four Step ProcessStep three SPAObjectiveA continuous desire to improve management practicesTo focus organizational efforts on customer needs, wants and expe

43、ctationsAssess progress in meeting need, want and expectationEnsure the information to make necessary and best customer change decision was available.The Four Step ProcessStep three SPACustomer Performance Measurement SystemTo find out what the customers need, want and expectProviding customers need

44、 before they knew it.The Four Step ProcessStep three SPA (Organizational Performance Measurement System)Evaluation CriteriaPeople and skillsStructureService and product offeringMarket strategyProcessInfrastructure and enabling supports.The Four Step ProcessStep three SPA (Organizational Performance

45、Measurement System)The information will then enable toHire the right peopleProvide the necessary training to improve current peopleDefine the roles appropriatelyDetermine the products to be produced to meet customers need.The Four Step ProcessStep three SPA (Organizational Performance Measurement Sy

46、stem)The information will then enable toTarget communications to ensure most impactImplement processes that move it forwardEnsure that it could accomplish its CRM vision.The Four Step ProcessStep three SPAQuality Service Performance Measurement SystemService beliefs have to be developedWhat does my

47、staffs and organization able to be believe in order to reach and sustain our CRM vision?What values and principles must be championed throughout the organization?.STEPTHREEPerformance Alignment: The Four Step ProcessSTEPONECRMVISIONThree CriticalSuccess FactorsUnderstandYourCustomerUnderstandYourOrg

48、anizationCommit To ContinuousImprovement In QualityServiceConduct a Gap AnalysisLeads to the CRM StrategySustaining the CRM vision through Strategic Performance AlignmentSPAProgramSupports CustomerUnderstandingThe CustomerPM SystemThe OrganizationalPM SystemSupports OrganizationUnderstandingQuality

49、ServicePM SystemSupports ContinuousQuality Service Create Standards Measure, Monitor, Manage Practice Continuous ImprovementSTEPTWO.The Four Step ProcessStep FourEnsuring CRM SuccessCreating the right environmentStaged evolution moving from platform to platformPerformance Framework PlatformPerforman

50、ce Information PlatformPerformance Improvement Platform.STEPTHREEPerformance Alignment: The Four Step ProcessSTEPONECRMVISIONThree CriticalSuccess FactorsUnderstandYourCustomerUnderstandYourOrganizationCommit To ContinuousImprovement In QualityServiceConduct a Gap AnalysisLeads to the CRM StrategySu

51、staining the CRM vision through Strategic Performance AlignmentSPAProgramSupports CustomerUnderstandingThe CustomerPM SystemThe OrganizationalPM SystemSupports OrganizationUnderstandingQuality ServicePM SystemSupports ContinuousQuality Service Create Standards Measure, Monitor, Manage Practice Conti

52、nuous ImprovementSTEPTWOENSURING CRM SUCCESS Creating the right environment Moving through the PM PlatformsSTEPFOUR.The Shift RequiredThat:Controls and limits staff effortsWorries about compliance with rulesHolds onto past performance scoresEmphasizes:History - “What went wrong?Input and output targ

53、etsMeeting immediate externalCustomer service demandsReactive short term solutionsSymptoms of problemsThat is:Static, boring, restrictive environmentCritical, stiflingNegative, grey, coldFrom A Reactive Output Management EnvironmentThat:Creates staff value and inputMotivates, energizes, aligns effor

54、tsEnables enhanced performanceEmphasizesThe future - “How can we improve?People outcomesInternal/External customers satisfactionOpportunities leading to long-term successDrivers of successThat is:Creative, mobilized, activeSupportive, encouragingPositive, inviting, warmTo A Proactive Outcome Managem

55、ent EnvironmentA SHIFT:.Best Practices in outsourcing CRMCRM is not a project or a productCRM is a strategyWho will deliver against this strategy?Employees or third party supplier.Best Practices in outsourcing CRMDoing it internallyTechnological tools of the trade (IVRS, ACD, response systems)rapidl

56、y evolving and just as rapidly outdatedDifficult to maintain staff.Best Practices in outsourcing CRMTeleservice TrendsGlobalizationthe cost of a transatlantic call in the year 2000 is only one percent of what it was in 1987by 2021 it will be a mere 3 cents an hour.Best Practices in outsourcing CRMCh

57、oosing a Vendor/SupplierFunctional alignmentExperienceCross-functional needsVendor technologiesInternal controlsFocus on Controls.Case StudySwisscomUsed to be monopoly offering fixed line, mobile and Internet services to all customer segment in its home market and in eight other countries.Case Study

58、 - SwisscomResults achievedTwenty months after the liberalization of the market, Swisscom is still the dominant market leader in all service areas;The volume in fixed-line and mobile communication increased by 12 and over 60 % respectively.CRM ElementsStrategic Customer Relationship Management for S

59、wisscomPowerfulProductHousesNoCustomerInformationMarketLiberalizationHighWin-backCostsThe more we focus on customers, the higher the profitThe longer a customer is staying at a company, the higher the profitRetention of the most profitable customers in the most efficient and effective wayCustomerseg

60、mentationPositioningCRMRoad mapChallengesConsequencesCRM Vision.ProductportfolioPositioning Possibilities in the Telecommunication IndustryProductPortfolioCustomer CareService QualityExit CostsLevel 2Level 1Level 3Techno-logyTariffs and.Swisscoms Loyalty Road MapJokerProgramCross-andUp-sellingLife c