BSC客戶管理流程

客戶管理流程戰(zhàn)略地圖CUSTOMERMANAGEMENTPROCESSESSTRATEGYMAPS工業(yè)時(shí)代

IndustryEra

策略→產(chǎn)品導(dǎo)向–“Ifwebuildit,theywillcome.”成功要素有效率的作業(yè)流程管理→在顧客可以負(fù)擔(dān)的價(jià)格下產(chǎn)生誘人的利潤(rùn)成本管理經(jīng)濟(jì)規(guī)模品質(zhì)產(chǎn)品創(chuàng)新→擴(kuò)大市場(chǎng)占有率及收入顧客管理的重點(diǎn)：交易transaction→行銷、販?zhǔn)垲櫩完P(guān)系的建立并非優(yōu)先處理的事項(xiàng)新經(jīng)濟(jì)

NewEconomy

強(qiáng)調(diào)顧客關(guān)系的重要性，但是流程作業(yè)管理與產(chǎn)品創(chuàng)新仍然是成功的要素。計(jì)算機(jī)、通訊技術(shù)、因特網(wǎng)以及數(shù)據(jù)庫(kù)軟件之發(fā)展已經(jīng)將權(quán)力的平衡從制造者轉(zhuǎn)移至消費(fèi)者?！M(fèi)者主導(dǎo)市場(chǎng)提供個(gè)性化的服務(wù)在網(wǎng)絡(luò)上發(fā)表對(duì)產(chǎn)品的感想顧客管理的流程不再只有“產(chǎn)生交易”，必須進(jìn)一步協(xié)助企業(yè)爭(zhēng)取、保有目標(biāo)顧客并與目標(biāo)顧客發(fā)展長(zhǎng)遠(yuǎn)且為企業(yè)帶來利潤(rùn)的關(guān)系。CustomerValuePropositionSelectionAvailabilityQualityPriceOrganizationCapitalFigure4-1CustomerServiceSupplyProductionDistributionRiskManagementOperationalManagementProcessesSelectionAcquisitionRetentionGrowthCustomerManagementProcessesOpportunityIDR&DPortfolioDesign/DevelopLaunchInnovationProcessesEnvironmentSafetyandHealthEmploymentCommunityRegulatoryandSocialProcessesInternalPerspectiveHumanCapitalInformationCapitalCultureLeadershipAlignmentTeamworkLearningandGrowthPerspectiveCustomerPerspectiveFinancialPerspectiveFunctionalityServicePartnershipBrandProduct/ServiceAttributesRelationshipsImageImproveCostStructureIncreaseAssetUtilizationLong-TermShareholderValueExpandRevenueOpportunitiesEnhanceCustomerValueProductivityStrategyGrowthStrategyStrategyMapsKaplan/NortonP.106顧客管理的四個(gè)流程選擇顧客SelectCustomers爭(zhēng)取顧客AcquireCustomers保有顧客RetainCustomers發(fā)展顧客關(guān)系Growrelationshipswithcustomer客戶關(guān)系管理必須包含以上所有流程之執(zhí)行一般企業(yè)多疏忽”選擇客戶”與”保有客戶”CustomerValuePropositionSelectionAvailabilityQualityPriceFigure4-2CustomerManagementProcessesUnderstand

segmentsScreenunprofitable

customersTargethigh-value

customersManagethebrandCustomerSelectionCommunicatevalue

propositionCustomizemass

marketingAcquire/convert

leadsDevelopdealer

networksCustomerAcquisitionPremiumcustomer

service“Solesource”

partnershipsServiceexcellenceLifetimecustomersCustomerRetentionCross-sellingSolutionsellingPartnership/

integrated

managementCustomer

educationCustomerGrowthInternalPerspectiveCustomerPerspectiveFinancialPerspectiveFunctionalityServicePartnershipBrandProduct/ServiceAttributesRelationshipsImageImproveSalesProductivityLong-TermShareholderValueExpandRevenueOpportunitiesEnhanceCustomerValueProductivityStrategyGrowthStrategyStrategyMapsKaplan/NortonP.108選擇客戶

CustomerSelection首先，按照特性characteristics與喜好preference，將市場(chǎng)劃分成區(qū)塊選擇目標(biāo)客戶，創(chuàng)造獨(dú)特unique且可辯護(hù)defensible的價(jià)值主張valueproposition不同客戶所帶來的利潤(rùn)差異確認(rèn)投資在最能獲利的機(jī)會(huì)中執(zhí)行者應(yīng)花費(fèi)同等的時(shí)間與精力在選擇及投資目標(biāo)客戶,如同選擇與投資資產(chǎn)、房產(chǎn)、及設(shè)備避免嘗試成為所有可能客戶的最佳供應(yīng)者客戶細(xì)分

CustomerSegmentation客戶細(xì)分應(yīng)該以客戶價(jià)值主張為基礎(chǔ)客戶想要從產(chǎn)品或服務(wù)中獲得的好處細(xì)分方式舉例：使用強(qiáng)度useintensity：Heavy、light、none想要獲得的好處：價(jià)格、服務(wù)、表現(xiàn)、關(guān)系、品牌辨識(shí)度忠誠(chéng)度：無、普通、強(qiáng)烈、死忠committed態(tài)度：不滿意、滿意、愉悅delighted客戶細(xì)分

CustomerSegmentation因?yàn)榭蛻粝埠秒y以直接觀察，因此通常以較易觀察到的特性取代。例如：–人口學(xué)因素Demographicfactor：年齡、收入、財(cái)產(chǎn)、性別、職業(yè)、種族–地理因素：國(guó)家、地區(qū)、城市、鄉(xiāng)下–生活型態(tài)：Value-oriented、luxury-oriented客戶細(xì)分

CustomerSegmentation

此種取代當(dāng)然僅有在這些易觀察的特性與客戶的喜好有直接相關(guān)的時(shí)候才有價(jià)值Statisticaltechniques：–Clusteranalysis–identifyinghomogenouscustomersegments–Conjointanalysis–measuringcustomerpreferencesandneeds–Discriminantanalysis–separatingcustomersintodistinctsegments選擇擇目目標(biāo)標(biāo)細(xì)細(xì)分分市市場(chǎng)場(chǎng)Selecttargetedsegments企業(yè)業(yè)選選擇擇的的顧顧客客會(huì)會(huì)影影響響企企業(yè)業(yè)的的能能力力；；相相對(duì)對(duì)的的，，企企業(yè)業(yè)的的資資源源、、能能力力、、策策略略也也會(huì)會(huì)決決定定其其最最佳佳客客戶戶在典典型型的的流流程程中中，，企企業(yè)業(yè)的的策策略略會(huì)會(huì)影影響響對(duì)對(duì)顧顧客客的的選選擇擇case選擇擇顧顧客客之之目目標(biāo)標(biāo)與與測(cè)測(cè)量量指指針針目標(biāo)了解客戶區(qū)區(qū)塊劃分篩選不會(huì)帶帶來利潤(rùn)的的客戶unprofitablecustomer目標(biāo)對(duì)準(zhǔn)高高價(jià)值的客客戶品牌管理測(cè)量指標(biāo)各區(qū)塊貢獻(xiàn)獻(xiàn)的利潤(rùn)目標(biāo)區(qū)塊的的市場(chǎng)占有有率不會(huì)帶來利利潤(rùn)的顧客客比例NumberofStrategicaccounts顧客調(diào)查：：Brandawarenessandpreferences爭(zhēng)取客戶CustomerAcquisition爭(zhēng)取客戶是是客戶管理理中最困難難且最昂貴貴的流程與與經(jīng)經(jīng)過選擇之之新目標(biāo)客客戶溝通價(jià)價(jià)值主張使用入門產(chǎn)產(chǎn)品(犧牲牲品、優(yōu)惠惠折扣商品品)與客戶戶建立關(guān)系系Inexpensiveenough產(chǎn)品解決問問題的方式式，在客戶戶心目中留留下深刻印印象品質(zhì)完美無無瑕–避避免顧客客在首次購(gòu)購(gòu)買就遇到到問題產(chǎn)品可以因因?yàn)樵鲑?gòu)公公司的其它它產(chǎn)品或是是服務(wù)，產(chǎn)產(chǎn)生升級(jí)的的效果Case爭(zhēng)取客戶之目目標(biāo)與測(cè)量量指標(biāo)目標(biāo)溝通價(jià)值主主張Customizemassmarketing爭(zhēng)取新客戶戶發(fā)展和經(jīng)銷銷商之間的的關(guān)系測(cè)量指標(biāo)Brandawareness(survey)客戶對(duì)于活活動(dòng)的反應(yīng)應(yīng)狀況在行銷活動(dòng)動(dòng)中試用產(chǎn)產(chǎn)品的客戶戶數(shù)變成活動(dòng)客客戶的比例例爭(zhēng)取每個(gè)新新客戶的成成本預(yù)估爭(zhēng)取到到的新客戶戶未來一生生中所創(chuàng)造造的價(jià)值經(jīng)銷商記分分卡經(jīng)銷商調(diào)查查回饋保有顧客CustomerRetention保有客戶比比持續(xù)加入入親客戶來來代替老客客戶花費(fèi)便便宜很多忠實(shí)顧客因因?yàn)榭隙ㄆ菲放破焚|(zhì)與與服務(wù)，不不在乎花多多一點(diǎn)點(diǎn)的的價(jià)錢他們甚少換換品牌，因因此競(jìng)爭(zhēng)者者需要加大大折扣的幅幅度才可以以吸引他們們的注意持續(xù)傳送基基本的價(jià)值值主張服務(wù)品質(zhì)保保證設(shè)立客服中中心響應(yīng)顧顧客的需求求：訂貨、、產(chǎn)品運(yùn)送送、問題題解決、提提供信息等等保有顧客CustomerRetention比customerloyalty更有價(jià)值值的-customercommitment向其它人推推薦他對(duì)公公司的產(chǎn)品品或服務(wù)感感到滿意若若是對(duì)公公司有不滿滿意的地方方，會(huì)將問問題反映給給公司，使使公司有機(jī)機(jī)會(huì)改進(jìn)，，而不是叛叛逃向競(jìng)爭(zhēng)爭(zhēng)者。測(cè)量方式：：–顧客提提出的建議議數(shù)–老顧客客推介之人人數(shù)–經(jīng)過老老顧客推介介后確實(shí)成成為新顧客客之人數(shù)保有顧客CustomerRetentionCustomerapostles(使徒、、提倡者））-高度值值得信賴且且權(quán)威的committedcustomerWal-Mart’’s推薦vs雜雜貨店推薦薦Toyota認(rèn)可––低成成本、零缺缺陷、交貨貨迅速Customerowner-讓客戶參與與新產(chǎn)品的的設(shè)計(jì)、推推廣提升服服務(wù)的方式式Apostles以以及owners所所創(chuàng)造的終終身價(jià)值比比大量沒有有能力延攬攬新客戶或或是提供有有效建議的的忠實(shí)客戶戶更多保有客戶之之目標(biāo)與測(cè)測(cè)量指標(biāo)目標(biāo)提供頂級(jí)客客戶服務(wù)創(chuàng)造具加值值效果的伙伙伴關(guān)系測(cè)量指標(biāo)頂級(jí)客戶的的人數(shù)頂級(jí)客戶對(duì)對(duì)品質(zhì)的評(píng)評(píng)價(jià)解決客戶問問題或是抱抱怨所需要要的時(shí)間客戶的要求求無法在初初次回應(yīng)達(dá)達(dá)到使客戶戶滿意的比比例單一來源合合約產(chǎn)生的的金額及其其占收入比比例目標(biāo)提供優(yōu)質(zhì)服服務(wù)創(chuàng)造高忠誠(chéng)誠(chéng)度的客戶戶測(cè)量指標(biāo)服務(wù)層次Servicelevels,bychannel各種項(xiàng)目客客戶的花費(fèi)費(fèi)數(shù)介紹新客戶戶之?dāng)?shù)量既有客戶介介紹之新客客戶人數(shù)Apostlecustomers的見證數(shù)忠實(shí)客戶對(duì)對(duì)提升產(chǎn)品品及服務(wù)的的建議數(shù)保有客戶之之目標(biāo)與測(cè)測(cè)量指標(biāo)發(fā)展顧客關(guān)關(guān)系與價(jià)值值CustomerGrowth客戶管理流流程的終極極目標(biāo)-增增加客戶的的價(jià)值用入門商品品獲得新顧顧客后，提提供客戶其其他更高利利潤(rùn)的產(chǎn)品品來拓展顧顧客的終身身價(jià)值Cross-sell：在貨貨物售出后后，提供加加值的特色色及服務(wù)。。Partner：針針對(duì)目標(biāo)顧顧客的需求求發(fā)展specificsolutions。case發(fā)展客戶關(guān)關(guān)系與價(jià)值值之目標(biāo)與與測(cè)量指標(biāo)標(biāo)測(cè)量指標(biāo)每客戶使用用產(chǎn)品數(shù)高于入門產(chǎn)產(chǎn)品之商品品所產(chǎn)生之之利潤(rùn)共同發(fā)展服服務(wù)協(xié)議之之?dāng)?shù)量售后服務(wù)產(chǎn)產(chǎn)生之收入入/利潤(rùn)可提供附加加價(jià)值服務(wù)務(wù)之?dāng)?shù)量單一來源合合約數(shù)量利益共享協(xié)協(xié)議數(shù)量利益共享協(xié)協(xié)議帶來的的收入花在客戶身身上的時(shí)間間目標(biāo)Cross-sellcustomersSolutionselling與客戶建立伙伴關(guān)關(guān)系CustomerValuePropositionFigure4-3CaseMarineEngineeringSelectionAcquisitionRetentionGrowthInternalPerspectiveCustomerPerspectiveFinancialPerspectiveLowerLife-CycleProductCost$/bblSeamlessProfessional

ManagementSharedGoalsandRewardsImageofa

SystemsIntegratorProductAttributesRelationshipsImageIncreaseShareholderValueRevenuefromIntegratedProductsImproveProductivityIncreasecustomervalueBuildtheFranchiseFocusOnlyon

StrategicAccountsEducateStrategicAccounts

onGain-Sharing

PartnershipCreate

“SoleSource”PartnershipsCreateIntegrated

ManagementSystemObjectiveMeasure#strategicaccounts#no-biddecisionsProposalsuccessrate%revenuefrom

solesource

contractsNewmanagement

systemavailabilityCustomerValuePropositionFigure4-4Case：MetroBankSelectionAcquisitionRetentionGrowthInternalPerspectiveCustomerPerspectiveFinancialPerspectiveProvideTailoredFinancialSolutionsValue-PricedKnowledgeable

SolutionsTrustedAdviserProduct/ServiceAttributesRelationshipsImageIncreaseShareholderValueGrowNonlendingIncomeImproveProductivityIncreasecustomervalueBuildtheFranchiseIdentify,

Upgrade,orExit

UnprofitableAccountsGrowandRetainHigh-value

Customers(HVC)ProvidePremiumServicetoRetainHVCsBroadentheRelationshipwith

HVCsObjectiveMeasure%unprofitable

customers#HVCleads(campaign

responserate)LeadconversionrateHVCrequestfulfillmenttime#top10customer-

identifiedissuesresolvedHoursspentwithHVCs%HVCswith>3productsGrowLendingIncomeSuperiorCustomerServiceCustomerValuePropositionFigure4-5Case：AcmeChemicalsSelection*Acquisition*Retention*Growth*InternalPerspectiveCustomerPerspectiveFinancialPerspectiveCompetitiveProductPortfolioNegotiatedValuePricingWin-WinPartnershipProduct/ServiceAttributesRelationshipsIncreaseShareholderValueRevenuefromNew

ProductsandCustomersImproveProductivityIncreaseCustomerValueBuildtheFranchiseUnderstandMarket

SegmentsBest-in-Class

Franchise/Distribution

TeamsExcelat

CustomerInteractionSeamless

IntegrationwithCustomersValueChainObjectiveMeasureMarketshareCustomer

profitabilityDistributionreportcardDistributor

satisfactionCustomerreportcard#projectsinvolvingchemicaland

pharmaceutical

expertiseIncreaseRevenue

perCustomerLeading-Edge

ServicesImproveSales

Productivity與客戶構(gòu)面之連結(jié)客戶價(jià)值主張張品牌形象客戶關(guān)系選擇客戶保有客戶獲得客戶客戶成長(zhǎng)CasesSelectionAcquisitionRetentionGrowthMarineEngineer目標(biāo)客戶：想要和供應(yīng)者建立伙伴關(guān)系而非單純價(jià)格取向形象：超級(jí)系統(tǒng)整合者提供各個(gè)專案及服務(wù)整合性管理流程MetroBank目標(biāo)客戶：HVCs形象：值得信賴的財(cái)務(wù)顧問提供需要專業(yè)顧問的客戶個(gè)人化的財(cái)務(wù)解答優(yōu)質(zhì)的客戶服務(wù)客戶使用更多的服務(wù)AcmeChemicals市場(chǎng)成熟潛力客戶極少目標(biāo)客戶：擴(kuò)展來自既有客戶之利益價(jià)格可以協(xié)商但是仍然具有競(jìng)爭(zhēng)性客戶對(duì)leading-edge服務(wù)之需求建立雙贏關(guān)系客戶構(gòu)面之目標(biāo)與測(cè)量量指標(biāo)目標(biāo)透過誘人的價(jià)價(jià)值主張?zhí)嵘蛻魸M意度度提升客戶忠誠(chéng)誠(chéng)度創(chuàng)造瘋狂追星星族測(cè)量指標(biāo)非常滿意之客客戶比例客戶保有狀況況客戶關(guān)系深度度客戶介紹產(chǎn)生生生意之比例例與財(cái)務(wù)構(gòu)面之連結(jié)客戶價(jià)值主張張品牌形象客戶關(guān)系選擇客戶保有客戶獲得客戶客戶成長(zhǎng)創(chuàng)造新的收入來源源增加客戶價(jià)值值財(cái)務(wù)構(gòu)面之目標(biāo)與測(cè)量量指標(biāo)目標(biāo)創(chuàng)造新的收入入來源增加每位客戶戶的收入增加客戶獲利利率降低銷售成本本測(cè)量指標(biāo)來自新客戶的的收入來自新產(chǎn)品、、新服務(wù)的收收入客戶支出占率率客戶獲利能力力未創(chuàng)造利潤(rùn)之之客戶比例銷售支出/總收入各種不同管道道之銷售成本本使用電子交易易之客戶比例例與學(xué)習(xí)成長(zhǎng)構(gòu)構(gòu)面之連結(jié)有效的客戶管管理流程需要要以下支持：：?jiǎn)T工能力、、資訊系統(tǒng)、、組織文化氣氣候HumanCapital新能能力–數(shù)據(jù)庫(kù)行行銷、datamining、顧顧客分析、callcenters、customerinteractioncenter、網(wǎng)頁(yè)設(shè)計(jì)計(jì)HumanCapital-各個(gè)流程所需需的能力流程能力Customerselection市場(chǎng)分析Customeracquisition溝通、談判技巧了解客戶環(huán)境、需求、提出價(jià)值主張Customerretention服務(wù)品質(zhì)管理、貨物配送管理溝通、快速解決客戶問題Customergrowth客戶關(guān)系關(guān)系了解客戶的組織、行業(yè)、特殊工作，提供優(yōu)秀的咨詢顧問、解決客戶問題InformationCapital資訊技術(shù)以及及相關(guān)的分析析技術(shù)（datamining、、activity-basedcustomerprofitabilitymeasurement)使組織得以以提供客戶化化、個(gè)性化的的服務(wù)Land’sEnd––寄不同同的目錄給不不同顧客區(qū)塊塊的顧客1-800-F–自動(dòng)動(dòng)提醒顧客重重要日期A––監(jiān)測(cè)個(gè)個(gè)人購(gòu)買狀況況并推薦與顧顧客購(gòu)買書籍籍類似的書籍籍，以及同類類型顧客購(gòu)買買的書籍InformationCapital流程能力CustomerselectionClusteranalysis–人口學(xué)特性、喜好Customeracquisition資料庫(kù)行銷databasemarketing、電子行銷telemarketingCustomerretentionCRMCustomerservicecentersCustomergrowth網(wǎng)際網(wǎng)絡(luò)

–提升教育、合作組織資本OrganizationCapital客戶管理流程程需要新的組組織氣候-以以客戶為中心心，不再以產(chǎn)產(chǎn)品為導(dǎo)向。。Teamwork-分分享同樣的的信息、朝相相同目標(biāo)邁進(jìn)進(jìn)–Salesperson–進(jìn)進(jìn)行交易–Solutionsengineer,relationshippartner–設(shè)設(shè)計(jì)產(chǎn)品、服服務(wù)之portfolio–Callcenter–提提供follow-up學(xué)習(xí)與成長(zhǎng)構(gòu)構(gòu)面之目標(biāo)與與測(cè)量指標(biāo)目標(biāo)發(fā)展策略競(jìng)爭(zhēng)爭(zhēng)力吸引并保有杰杰出的人才發(fā)展客戶管理理資訊系統(tǒng)增加知識(shí)分享享測(cè)量指標(biāo)HumancapitalreadinessTurnoverofkeypersonnelCustomerapplicationportfolioreadiness擴(kuò)展知識(shí)管理系統(tǒng)之使使用人力資本資訊資本學(xué)習(xí)與成長(zhǎng)構(gòu)構(gòu)面之目標(biāo)與與測(cè)量指標(biāo)組織資本目標(biāo)建立以客戶為為中心的文化化建立個(gè)人目標(biāo)標(biāo)一致性測(cè)量指標(biāo)EmployeeculturesurveyPercentofemployeeobjectiveslinkedtoBSCcustomerprocessandoutcomemeasuresUnderstandsegmentsScreenunprofitablecustomersTargethigh-value

customersManagethebrandCustomerSelectionCommunicatevalue

propositionCustomizemassmarketingAcquire/convertleadsDevelopdealernetworksCustomerAcquisitionPremiumcustomer

service“Solesource”

partnershipsServiceexcellenceLifetimecustomersCustomerRetentionCross-sellingSolutionsellingPartnership/

integrated

managementCustomer

educationCustomerGrowthInternalPerspectiveMarketresearchProfitabilityanalysisMarket

communicationCustomerdatabaseCustomeranalysisE-polling/samplingProfitabilityanalysisCustomer-focused

culturePersonalgoal

alignmentBest-practicesharingTelemarketingProductlineknowledgeCustomercommunicationPartnermanagementDatabasemarketingLeadmanagementSalesforceautomationWebsitedesignCustomer-focused

culturePersonalgoal

alignmentBest-practicesharingCallcenterprotocolsProductline

knowledgeProblemresolutionCustomerfeedbackCustomerinteractioncenterProblemtracking

systemOrdermanagement

systemCustomer-focused

culturePersonalgoal

alignmentBest-practicesharingConsultativesales

skillsCustomer/industry

knowledgeProductline

knowledgeCustomerinformationfeedbackPortfolioplanning

modelsIntegratedorder

managementCustomer-focused

culturePersonalgoal

alignmentBest-practicesharingLearningandGrowthPerspectiveHumanCapitalInformationCapitalOrganizationCapitalFigure4-6LearningandGrowthStrategiesforCustomerManagementSummary任何策略的基基本要件-了解吸引客戶戶并保有客戶戶的價(jià)值主張張。Figure4-7ObjectiveMeasuresCreatenewsourcesofrevenueIncreaserevenuepercustomerIncreasecustomerprofitabilityImprovesalesproductivityRevenuefromnewcustomersShareofwalletProfitspercustomer(ABC)Costofsales(bychannel)UnderstandsegmentsScreenunprofitablecustomersTargethigh-valuecustomersManagethebrandCommunicatevaluepropositionCustomiz