058麥肯錫-CRM行業(yè)趨勢(shì)

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SA-SU0050-030611-A4

LEADINGTRENDSINCRM

AlejandroPicos,Principal

BusinessTechnologyOfficeLatinAmerica

June13,2003

1

SA-SU0050-030611-A4

THREETOPICSFORTODAY

CRM:Hypevs.reality

Winnersareaddressingthreecoretrends

Keyactionstoaccelerateimpact

SA-SU0050-030611-A4

YEAR2000CRMCHALLENGES…

?Real-timepersonalization

?Limitlesscustomization

?1-to-1relationships

?Immediate,multi-channelinteractions

?Automatedmarketingcampaigns

?EndofBricks-and-Mortar

2

?Recognitionandtailoredofferings

?Boundedflexibility

?Segment-basedmarketing

?24-hourresponsetimes

?Tech-facilitatedmarketing

?Multi-channel(bricksandmortaraliveandwell)

SA-SU0050-030611-A4

…ANDYEAR2003CRMREALITIES

?Real-timepersonalization

?Limitlesscustomization

?1-to-1relationships

?Immediate,multi-channelinteractions

?Automatedmarketingcampaigns

?EndofBricks-and-Mortar

3

Superiiorreturn

Aboveaverage

return

Average

return

Below

average

returnto

shareholder

SA-SU0050-030611-A4

CRMDRIVINGSUPERIORRETURNSFOR

LEADINGFINANCIALPLAYERS

Customer

valuemanagement

?Segmentation?Customer

lifetimevalue?Behavior/

propensity

modeling

Customerexperiencemanagement

?Branchsalesforceautomation

?Websiteexperiencemanagement

?Callcenteroptimization

4

SA-SU0050-030611-A4

WHATSEPARATEDHYPEFROM

REALITY?

Limitedconsumer?Overllyyfocusedontraffiicversusvalue

alignment?Unrealisticexpectationsforbehaviorchange

Largelearningcurve

?Testandlearntakestime

?Fewskiilledresourcestoleadeffort

Overwhelmingamountofdata

?Massiveamountsofchannel/productlogdata

?Complexlinkagestooffllinedatasources

Challengingexecutiion

?Over-investedintech,vs..peopleandprocesses

?Muchmoretimeandresourcesthanplanned

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6

SA-SU0050-030611-A4

…ATTHESAMETIME,THECRMBARCONTINUESTORISEFORIMPACT

.Expectationsfortailoredinteractionsandcontentmorerealisticandneeded

.Criticaltosecurerelevantcustomerpools

.Limitedfundsfortechnologyspend,particularlyasrecessionconcerncontinueonaglobalbasis

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Source:McKinseyanalysis

SA-SU0050-030611-A4

ITPROJECTPORTFOLIOBREAKDOWN

Percentofspend,2002(asof11/7)DISGUISEDUSEXAMPLE

44

100

19

16

21%ofITbudgetdeployed

innewfunctionality(CRM, Webandnewproducts)

8

7

New

products

CRM

Internet/OperationsApplicationInfra-

Intranetmainte-structure

nance

Total

8

Source:McKinsey’sproprietaryPFSSurvey(basedonhigh&middleincomegroups)

SA-SU0050-030611-A4

LOCALLY,CUSTOMERSEGMENTSSEEKINGCHANGEAREAMAJORITY…

N=3,198

400

409

504

400

585

400

Percent100%=500

age

46

47

Change45

56

59

64

64

resistors

55

54

53

44

41

36

36

Change

seekers

BrazilColombiaMex.ArgentinaVzla.ChilePeru

SA-SU0050-030611-A4

…ANDLOCALBANKSCONTINUETO

DISPLAYIMPRESSIVEWEBPRESENCE…

December–2002

Numberonlineusers

%oftotalclients

Millions

32,0

31,2

5,0

4,8

4,7

36,2

BankofAmerica(U.S.)*

BancodoBrasil(Brazil)

Bradesco(Brazil)

4,0

3,9

40,0

FirstUnion–Wachovia(U.S.)

37,1

3,6

33,0

33,0

3,3

Barclays(U.K.)

WellsFargo(U.S.)

Meritá(Finland)

2,5

27,5

Itaú(Brazil)**

*Figuresfor1Q03

**Estimate

***Figuresfor3Q02

9

Source:Annualreports;companypresentation;brokerreport;pressclippings

SA-SU0050-030611-A4

WITHSIZABLESEGMENTSSEEKINGA

HOLISTICOFFEREXPERIENCE

Top3reasonsforchoosingspecificproduct-Brazil

Percentofproductholders

Personalloanexample–High&middleincomegroup

Quickturnaroundonloan

approval

24

Competitiveinterestrates

12

Flexiblerepaymentterm

andmethods

Source:McKinsey’sPFSSurvey(basedonhigh&middleincomegroups)

40

10

11

SA-SU0050-030611-A4

THREETOPICSFORTODAY

CRM:Hypevs.

reality

Winnersareaddressingthreecoretrends

Keyactionstoaccelerateimpact

relationshipsandvalue

managecustomer

SA-SU0050-030611-A4

KEYTRENDSOFSUCCESSFULCRM

.Findinnovativewaysto

basedoninteraction

gatherkeysegmentdata

attitudinalprofilesto

.Leverageconsumer

.BuildCRMbymigration

targetedoffersthatdrive

incrementallydelivering

capabilities

resultsandtest

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relationshipsandvalue

managecustomer

SA-SU0050-030611-A4

KEYTRENDSOFSUCCESSFULCRM

.Findinnovativewaysto

basedoninteraction

gatherkeysegmentdata

attitudinalprofilesto

.Leverageconsumer

.BuildCRMbymigration

targetedoffersthatdrive

incrementallydelivering

capabilities

resultsandtest

13

SA-SU0050-030611-A4

KEYTRENDSOFSUCCESSFULCRM

KeyLevers

UsingCRMtodrivevalue

.Leverageinteractiondata

.

Findinnovativewaystogather

keysegmentdatabasedon

interaction

.Leverageconsumerattitudinal

profiilestomanagecustomer

relationshipandvaluemigration

.BuildCRMbyincrementally

deliveriingtargetedoffersthat

driveresultsandtestcapabilities

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15

SA-SU0050-030611-A4

GETBETTERDATABYUSINGIT

Gather

Giveback

Needtoexchangevaluewithcustomerstoencouragefurtheropennessandtrust,e.g.

?Channelusage

patterns

?Interactive

configurationtools

?Drivesegment

interactionapproach

andpricing

Gather

SA-SU0050-030611-A4

SEQUENCINGDATACOLLECTION

Financialindustryexample

Buildtrustthroughvalueexchange

?Askabout

additionalinfo

?Extrapolate

relatedevents

Action?Webbrowsing

?Investmentsmadeinthepast

?Sizablebalancetransfer

Example?Customer

inquirieson

funds

Gather

Gather

Giveback

Giveback

Giveback

Action?Makeproductsuggestions

?Refineproductsuggestion

?Interactive

menuof

investments

?Scheduleanspecialist

?Customizeinvestmentpackage

Example?Suggesttool

throughone

clickwindow

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TARGETEDOFFERS–ONSITE

SA-SU0050-030611-A4

MARKETING

.AmazonGoldboxprovides

targetedcustomeroffersinasequencedandinteractivefashion

.Offerschangeeverytimeandexpire–keepsnoveltyhigh,andallowsforadditionallearning

.Providesopportunitytotestpricesandoffersincontrolledenvironment

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SA-SU0050-030611-A4

KEYTRENDSOFSUCCESSFULCRM

KeyLevers

UsingCRMtodrivevalue

.Findinnovativewaystogather

keysegmentdatabasedon

interaction

.Rewardloyaltyinresponse

.Leverageconsumerattitudinal

profiilestomanagecustomer

relationshipandvaluemigration

.BuildCRMbyincrementally

deliveriingtargetedoffersthat

driveresultsandtestcapabilities

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19

SA-SU0050-030611-A4

COMMONPITFALLSOFTHEPASTAREBEINGOVERCOMED

Misunderstandingcustomerattitudesanddiscrectionaryresponse

Focusonmanagingattrition,notmigration

Overrelianceonsatisfactionasmetric

Uniformapplicationoftoolsacrossallcustomers

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Attitudes

?Emotive?Deliberative?Inertial?Varietyseeking

SA-SU0050-030611-A4

NEWCRMPARADIGMCONSIDERSUNDERLYINGCONSUMERATTITUDES

Customer

loyalty

Economicbehavior

Satisfaction

?Discretionandcontrol

overmigrationbehavior?Valueofrelationshipover

lifetime

?Satisfactionwith

previousprovider

?Satisfactionwith

currentprovider

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SA-SU0050-030611-A4

SATISFACTIONNOTSUFFICIENTTOEXPLAINMIGRATION

Consumerbank

Downwardmigrationrate

70

60

50

40

30

20

10

0

14%

12%

23%

24%

27%

CompletelySomewhatSomewhatVeryCompletely

dissatisfieddissatisfiedsatisfiedsatisf