- 609.00 KB
- 2022-05-26 16:47:29 发布
- 1、本文档共5页,可阅读全部内容。
- 2、本文档内容版权归属内容提供方,所产生的收益全部归内容提供方所有。如果您对本文有版权争议,可选择认领,认领后既往收益都归您。
- 3、本文档由用户上传,本站不保证质量和数量令人满意,可能有诸多瑕疵,付费之前,请仔细先通过免费阅读内容等途径辨别内容交易风险。如存在严重挂羊头卖狗肉之情形,可联系本站下载客服投诉处理。
- 文档侵权举报电话:19940600175。
CustomerRelationshipManagement--AWinningCustomerStrategySeminarpresentationApril2004
AgendaCustomerRelationshipManagementPresentation8:00-9:15Break9:15-9:30Case1–SanFabianSupplyCompany9:30-10:30Case2–SoloMobilePhoneCompany10:30-12:002Author/Division
WhatisCRMinyourmind?Whatiscustomerrelationshipmanagement?WhatdoesCRMbringtocompanies?AsurveyonseniormarketingexecutivesatFortune1000companiesindicatesawidespreadfrustrationaboutthereturnonCRMinvestmentsCRMinnotatechnologyterm,butinstead,astrategydrivenholisticmanagementapproachSource:BoozAllenHamiltonSurvey,20013Author/Division
CRMisacustomer-andvalue-basedmanagementapproachtoincreasethecompanyvalueCustomerRelationshipManagementisacustomer-andvalue-basedcompanyorientationwiththegoalofbuildingupandfullybenefitingfromlastingandprofitablecustomerrelationshipsthroughholisticandindividualizedmarketing,salesandserviceconceptsusingstate-of-the-arttechnologiesCRMdefinitionIdentifyingthetopcustomersandexploitingthemaximumshareoftheirexpensebudgetsRaisingtheefficiencyofcustomermanagementEstablishingcustomerloyaltyand"lifetime"relationshipsFullyexploitingthepotentialcustomersegmentsbyacquiringnewcustomersTherebyincreasingthecompanyvalueCRMobjectives4Author/Division
CustomerRelationshipManagementdiffersfromclassicalmarketinginmanywaysTraditionalmarketingCustomerrelationshipmanagementObjectivesGeneratesalesCreatealoyalcustomerFocusAcquisitionphaseTotalcustomerlife-cycleTimeframeShorttermMediumtolongtermPerformanceindicatorsMarketshare,salesShareofwallet,customerprofitability,customervalueCustomerknowledgeDemandsfromcustomersegmentsIndividualpreferencesandneedsProductStand-aloneproductIntegrationofproductsandservicesPriceGeneraldiscountsPricedifferentiationonthebasisofcustomerloyaltySaleschannelsTraditionalsaleschannels(multi-level)"Disintermediation",multichannelmanagementCommunicationUnidirectionalcommunicationInteractivedialogwithcustomersandcommunities,24hrs./7dayavailability5Author/Division
CRMistheholisticapproachtoacustomer-valuebasedcompanyorientation–fourenablerssetuptheframe...CreateGainUnderstandRetainORGANIZATIONSTRATEGYCULTURECRM-StrategyHolisticapproach/top-managementissueDefinitionoftargetsegmentsandcustomersValue-basedprioritizationOrganizationandprocessesCustomer-orientedstructuresandprocessesCustomerprocess/touchpointinnovationOrganizationalanchoringoftheCRMresponsibilityTECHNOLOGYTechnologySystemintegrationUseofe-technologiesSelectionofsystem/technologypartnersCultureandchangemanagementConsolidatingthecustomervalueorientationManagementprocessesandincentivesystemsContinuouschangemanagementandimprovementprocessesCustomervalueCRMenablers6Author/Division
CRMcreateslastingstrategiccompetitiveadvantages"Understand"marketsandcustomers"Create"superiorcustomeroffers"Retain"profitablecustomers"Gain"profitablecustomersBuildingupsuperiorcustomerknowledgeIdentifyingtargetsegmentsanddevelopingtargetcustomerspecificmarketing,salesandserviceconceptsFocusingonthehighest-valuecustomersRaisingtheentrybarriersforcompetitorsbybuildinguplastingrelationshipswiththecustomersDevelopinga"learningrelationship"inlong-termcustomerrelationshipsRaisingtheentrybarriersforcompetitorsthroughspecificproductandserviceoffersHighercompetitivebarriersbycoveringallsaleschannelsLoweringconflictpotentialthroughtheproactiveintegrationofthevariouschannelsRaisingcustomers"costsofchangingsuppliersbycoveringallneedsCreateGainUnderstandRetainORGANIZATIONSTRATEGYCULTURETECHNOLOGYCustomervalue7Author/Division
Marketing-MixarecoreelementsofcustomerrelationshipstrategyMarketing-MixTargetMarketproductplacepricepromotionMarketing-Mixprovidesadecision-makingmethodfordecidinghowtomanagethecustomerrelationshipDifferentiatedproducttargetingdifferentcustomersegmentProductcustomization:design,function,packagingServicelevelPricestrategy:e.g.chargepricepremiumforvaluablecustomersegmentPaymenttermsSpecialdiscountsSelectofMarketingCommunicationvehicletobetterreachtargetcustomer:TVads,PR,SponsorshipEventsforvaluablecustomersVIPclubEffectivechannelstrategy:one-to-onevisit,callcenter,stores…Variouschannelcombinationtomoreefficientlyservetargetcustomers8Author/Division
ThethreemainapplicationareasofCRMOperationalCRMAnalyticalCRMCRMcomponentsCollaborativeCRMcampaignmanagementAutomaticallydistributionERP-integrationCustomerserviceDataMining/DataWarehousePurchaseprobabilityForecastingCustomersegmentationCross-selling-potentialRegional-purchase-behaviorChannel-managementFace-to-FaceCall-CenterBrief/FaxWeb/Mail9Author/Division
TherearequiteafewobstaclestoeffectivelyapplyCRMLackofmarketingfundamentalsLackofclearvaluepropositionandfailuretotargetcustomersTechnologyisintroducedbeforecompaniesmastermarketingfundamentalsRelianceonmassmarketingPoordataqualityIncompleteinformationInaccurateinformationInadequatedatacollectionsystemsLimitedexternalsourcesofdata(e.g.,noorfewlist-rentalcompanies)PoordirectmarketingskillsLackofexperiencedstatisticiansandmarketingprogramdevelopersLackofoutsourcingresources,suchasdirect-mailortelemarketingagenciesHeavyemphasisonacademicandoverlysophisticatedanalysesOrganizationalweaknessesNostrongcentralizedmarketingorproductgroupstodriveCRMCRMregardedasasmall,low-prioritymarketingareaFlawedperformancemeasurements;limitedsupportresources,e.g.,callcenteroperators;littleornocross-functionaleffort10Author/Division
AbilitytodifferentiateproductBuyingtransactionfrequencyAccesstocustomerinformationAppropriateprogramDifferentindustrieshavedifferentdemandonCRMprogramExampleindustriesValueofcustomerLowHighNoneProgramchoiceWeakStrongNoYesNoYesDatacaptureChangebehaviorDifferentiationDatacapture,differentiationDatacaptureNoneRealestateCommoditytrading,non-brandedgoodsNewspapersThemeparks,museums,playhousesAirlines,hotels,creditcards,telecoms,bankingMembershipservices(e.g.,travel),mail-orderclubsDepartmentstores,retailersGrocery,gasstationsHighLowHighLow11
MainobjectivesofCRMinGermantopcompanies[%]1)Increasesalesforexistingproduct/servicerangeVeryimportant/importantEmpiricalresultsconfirmthemainobjectiveforpursuingaCRMstrategyistoincreasecustomerloyaltyMediumLessimportant/notimportantIncreasesalesbycross-/up-sellingWinnewcustomersIncreasecustomerretention/loyaltyIncreaseefficiency/reducecostsinmarketingIncreaseefficiency/reducecostinsalesIncreaseefficiency/reducecostsinserviceIncreaseefficiency/reducecostsinITutilization1)Cross-industrystudy,200topcompaniesinGermanySource:RolandBergerResearch200177149582517592021934354291758271554311543352212Author/Division
CRMapplicationexamplesHotelAirlineTelecomLoyaltyclubmembership:PointscollectionandrewardCustomerdatabasetosupportquickcheck-inandcustomizedservice(Newspaperintheroom,fruitsandwelcomenotes…)Proactivelydrivesalesleadsbycombiningupcomingtradeshowandconferenceinformationwithconsolicatedcustomerdatatobetterservehighvaluecustomers:corporateaccountandbusinesstravelerMileagecard:mileagecollectionandrewardAirportspecialloungeforvaluablecustomersDifferentiatedservicefordifferentvaluecustomersVIPclub:VIPcustomercangetfastandpersonalizedserviceUsemulti-channeltoapproachcustomersandtofulfillcustomerservice:callcenter,VIPcustomerrepresentatives,Stores,website,etc.Leveragecustomerdatabasetodoup-sellandcross-sell,andmoreimportantly,toreducechurnIndustry(B2B)GlobalAccountmanagement:accountprofilingKeyaccountmanagerfor‘A-class’customersDifferentiatedpaymentpractice:e.g.extendedtermofpayment13Author/Division
Up-sellandcross-sellCustomerFeedbackDatacollectionChannelmixtoapproachpotentialcustomersFriendlycustomerinterfaceMulti-channelserviceVIPcustomervalue-addedserviceInformationontheBillNewsLetterCallcentertocollectfeedbackUnderstandreasonstochurnLeveragecustomerdatabasetobuildchurnwarningsystemProactivepromotetocustomerswithinclinationtochurnLoyaltyprogramAcquisitionChurnreductionCustomerServiceVisitourshop!!!GreatdealonMMSCallcenterproductrecommendationProduct/servicedemonstrationatstoreProductinformationonthebillExample:MobileOperatorappliesCRMleversineachcustomerlifecyclestageMobileOperatorExample14Author/Division
Forconsumergoodscompanies,channelpartnersaswellasconsumersareboththeircustomersMobilePhoneCompanyExampleMobilePhoneCompanyChannel:wholesaler/retailerOperatorServiceEnd-user(consumer)SellHandsetsubsidySellSellUnderstandcustomerneedsisthebasisforasuccessfulcustomerrelationshipmanagementEnd-user/consumeristhemaincustomer,whosedemandmustbeanalyzedindepthandbewell-segmentedAtthesametime,CRMalsoneedstobeusedtofosterrelationshipswithchannelpartners15Author/Division
ConsumergoodscompaniesshouldapplydifferentCRMstrategyandactionstodifferentcustomertypesChannel:wholesaler/retailerOperatorEnd-user(consumer)MobilePhoneCompanyDisguisedExampleCustomerDemandsCRMleversHighdistributionmarginandlargevolumeIn-timedeliveryandlowstockcostGoodtechnologyandservicesupportHighcustomersatisfactionrateGolden-channelaward:offerawardtobestperformancewholesaler/retailerBetterproductofferingsTechnologycallcentertotimelysupportchannel’srequestontechsupportIncorporatechannel’ssupplychainsystemtoMobilePhoneCompany’ssupplychainsystemtorealizejust-in-timesupplyHighARPUMorenewsubscriberandlowerchurnrateHighercustomersatisfactionrateIncorporatespecialmobileoperatorfunctions/programsintoproductdesignCarryoperatorlogoontheproductTechnologycallcentertooffertimelytechsupportOfferspecialdiscountstoMobileVIPcustomersHighpriceperformanceratioBetterqualityguaranteeandcustomerserviceFeelingofownershipandcarebymobilephonecompanyBetterproductdesigntoserveaspecificcustomersegmentCustomerdatabaseandtargetedpromotionConsumerclub–morevalue-addedfunctionstoclubmembersServicenetworkandcallcenter16Author/Division
CaseStudiesWewilldotwocasesinthenexthours.Oneisanindustrialgoodscompany,andtheotherisconsumergoodscompanyLet’sseehowcustomerrelationshipcanworkinthesecompanies17Author/Division
CaseStudy&Exercises–SanFabianSupplyCompany
BriefIntroductionSituationComplicationResolutionDemandforconstructionmaterialhasdecreasedsinceMacDowellexpandeditsproductioncapacityPhilippineisstillarelationshipdrivenbusinessworldandthewaytodobusinessisdifferentWealthisconcentratedinPhilmarketOneofthelargestsuppliersofbuildingmaterialsinPhilippineTheexclusivedistributorofMacDowellproductsinPhilippineHasgoodreputationforwell-trainedandaggressivesalesforceAmanufacturerofnoncombustible,chemically-resistantmaterialIscurrentlyplaguedbyplantovercapacityandeagertoboostsalesMarketSanFabianMacDowell(MD)MacDowell(MD)WishtoincreasesalesbyhavingmoredealerscarryingtheirproductsWanttotakeuponitselfthewholesaledistributionroleSanFabianhadbeenfillingTherefore,itwantstoterminateexclusivedistributoragreementwithSanFabianWon’ttakeanon-exclusivecontractButMDproductscontributesalottoSanFabiansalesandnetincomeItisnoteasytogetexclusiveagreementwithothersupplierSanFabianWhatwillMacDowelldowithcustomerrelationshipwithSanFabian?HowwillSanFabianreactfacingthechangefromMacDowell19Author/Division
CaseexerciseTask:Afterreadingthroughthecase,youarerequiredtoanswerfollowingquestionsWhatdoesSanFabiandoforMacDowell?WhatdoesMacDowelldoforSanFabian?WhatchangeisMacDowellproposingandwhy?WhatbenefitsandrisksMacDowellwillgetfromthischange?IfyouarethemanagementofMacDowell,howwillyoutreatthisexclusivedistributorrelationship?WhatareSanFabian’salternativesifyouareinvitedtogiveadvicetoSanFabian?HowcanSanFabiancometoanagreeablesolutionwithMacDowell?20minutesreadinganddiscussion20Author/Division
KeytakeawaysItisalwaysaharddecisionrelatedtochannelmodels:exclusivevs.selectivevs.massdistribution,whichwecanoftenseeindailybusinessoperationThereisaninevitablelove/haterelationshipbetweenchannelmembers.Bothwantproducttobesold,buteachwantsmoreofthesalesmarginChannelprofitsaremaximizedwhencooperationovercomesconflict.Therefore,howtoachievewin-winbecomesthecriticaltopicDistributorsprovideavarietyofactivitiesonbehalfoftheirmanufacturers.Exclusivedistributionmodelcanstimulatedistributortomakegreatefforttopushthesales21Author/Division
CaseStudy&Exercises–SoloMobilePhoneCompany
Casebackground*SoloisaEuropeanmobilephonecompanywhoseproductareallGSMmobilephones.Itisamongthetopthreelargestmobilephonemanufacturerintheworld.SolohasenteredChinamarketin1995andperformedquitewellinChinabeforeyear2000.ItisthethirdlargestplayeronChinamarket,onlyaftertheglobalmobilegiantAAandBB.Soloenjoysgoodreputationofhighqualityandbusinesspeopletargeteddesign.IthadquitesoundcustomerbaseinChinaanditsbrandawarenessishigh.*Disguisedcase,alldataandcompanynameinthiscasearedisguisedSoloMobileSuccessin1990sChallengeandthreatsince2001Chinamobilephonemarketisstillgrowingquickly,butmoreandmoredominatedbyyoungandtrendyproducts.Youngpeopletendtochangetheirmobilephonesmorefrequently.Therefore,Solodecidedtochangeitsfocusandbrandimagesince2001,puttingmoreemphasisonyoungpeopleButtheeffortofchangingbrandpositioningseemstoweakenSolo’sbrandimage.Inarecentmarketsurvey,consumersresponsesshowtheirconfusionofthebrandimageofSoloFastgrowthoflocalbrand–TL,BD,AM,KK,etc.–formedhugethreattoglobalplayersonthemarket.Underthecompetitionpressure,Solo’smarketsharedecreasedfrom15%in2001to5%in2003WhatSoloshoulddotoregainthelostmarketshare?23Author/Division
TheChinesemobilephonemarketisthefastestgrowingmobilephonemarket*ProjectionCAGR+18%ChinaMobilePhoneMarketSize(allstandards,mio.units)GSMCDMA33’452’355’162’869’777’4***FY7’59’810’812’24Author/Division
Trendy,FashionableandMulti-functionmobilephonesbecomethemainstreamincompetitionMorefashionabledesignColordisplayandPoly-phonicringtoneImbeddedcamera,games,MP3CompeteontrendydesignandmorefunctionsVariousformfactors:Clamshell,block,slider,flip,rotateWhilepriceisgoingdownanddownSoloMobile25Author/Division
NoonehadexpectedthefastgrowthoflocalmobilemanufacturersSoloMobileLocalmanufacturersgainmarketsharemuchfasterthanexpectedWinningfactorsoflocalmobilephonemanufacturersLocalbrandmarketshare%Channelcoverageandcontrol:localmanufacturerusemoresalespeopleandtendtobuildownchannelinsteadofusingagentsHighpenetrationin2nd-3rdTiercitiesandruralareas(whereinternationalplayersareweak)MoreaggressiveadvertisementBetterunderstandmostlocalconsumer’stastefordesignandofferluxurydesignandpackagephones(e.g.putdiamondonthecover)CheaperpriceLocalbrand’schannelcoverageandpenetrationismostdistinctivefrominternationalplayers26Author/Division
Channelstructureischanging,whichgiveSolonewchallengesSoloMobileChangesinchannelstructureSolo(andotherinternationalplayers)useNationalDistributorfordistributionSoloNDCMCC(Operator)RDRetailerConsumerCurrentchannelstructureQuickdevelopmentofKRC(keyretailchains)inTier1cities,suchasGuoMei,SuNing,whoselldirectlytoconsumers.Mobileoperators(CMCCandUnicom)becomemoreaggressiveinhandsetbusinessbyheavilyusinghandsetsubsidyLocalmobilephonemanufacturer"ssuccessinownchannelbusinessmodelcallmarketattention.PeopletendtoawarethatNDmodelinvolvestoomanyleversinthechannelstructure,thusloweringdistributionefficiencyandmarketresponseandincreasingchannelcost.Internationalplayersarethinkingofusingprovincial/regionaldistributorsinsteadofNationaldistributorsinsomearea27Author/Division
SoloisunderheavypressureoflosingmarketshareandloweringbrandawarenessandimageSoloSeniorManagerMobileOperatorNationalDistributorConsumerOurmarketsharedecreasedfrom15%threeyearsagoto5%lastyearandwestillsawadownwardtrendthisyearWeplantoputmoreemphasisonhandsetsubsidyandplaymoreroleinhandsetdistribution.MobilemanufacturerM,N,SareallapproachingusforcooperationWehavelaunchedsomegoodproductslastyearandweinvestinadvertisement,butourpresenceinretailstoresarelowandconsumerscannotseeourproductsinalotstoresSoloMarketingManagerWecarryquitealotbrands.Whatwecareiswhichbrandcangivemebestprofit.WearealsounderpressureoflowermarginandtheemergenceofKRCsIknowSolobrand,butIcannottellwhetherIlikethemornot.Idon’tseetheirnewproductsmuch.SoloMobile28Author/Division
SoloisthinkingofacustomerrelationshipstrategytohelprecoverthebusinessWenoticedthatinthepastweputtoomuchemphasisonSell,SellandSell,butmisstherealcustomerrelationshipWearelaunchinganewphoneandwewanttoincorporatemorecustomerrelationshipstrategyintothesellingofthisproductWeneedsomeonetohelpustodevelopawinningcustomerrelationshipstrategy!!!SoloMobile29Author/Division
YouareinvitedbySolomanagementtodraftaproductmarketingandsalesstrategyforanewphonemodelCaseexerciseTask:YouactasoutsideconsultanttohelpSolotomaximizetheperformanceofitsnewphonemodelAllparticipantswilldivideinto6groups(5peopleagroup)Group1,2,3Group4,5,6DesigncustomerrelationshipstrategyforPhoneMX75targetingmassconsumermarket(throughdistributorandretailerchannels)DesigncustomerrelationshipstrategyforPhoneMY75targetingmobileoperator(CMCC)40minutesforpreparation5-10minuteseachgrouptopresent30Author/Division
Whatyoudeliverafter40minutesshouldbeabletoaddressfollowingquestionsProductfeatures/strategyPricingGroup1,2,3(retailmarketgroup)Group4,5,6(OperatorGroup)PromotionService/supportHowwillyoupositiontheproductandtargetconsumers?Whatkindofproductfeatures/functions/valueyouwanttotellretailmarketto:attracttargetconsumerandpersuadethechanneltocarrymoreproductsHowwouldyoupricethisproducttobetterserveitspositioningandtohitthemarketWhatkindofads/promotioncampaignsyouwanttobetterattractthecustomerandmakechanneltocarrymoreoftheproductsOtherCaseexerciseWhatkindofservice/channelsupportyoucanoffertoattractchannelpartners?Whatotheractionsyouwilltaketomaximizethepullandpusheffectonthemarket?Howwillyoupositiontheproductandwhatkindofproductfeatures/functions/valueyouwanttotelloperatortosigncontractwithyouonthisproduct?HowwouldyoupricethisproducttobetterattractoperatorIsthereanypromotion/adsSolocandotoincreasethevolumeoperatorwillingtobuyfromus?Whatkindofservice/channelsupportyoucanoffertobetterattractoperators?Whatotheractionsyouwilltaketocontributetothecontractwithoperatorandevenlong-termrelationship?31Author/Division