《顾客价值管理CV》PPT课件.ppt

Customer Value Management,Teacher：Li Shan E-mail： Mob：139-8171-8889,Customer Value Management,一. Customer Value & Customer Relationship Value 客户价值与客户关系价值 二. Customer Lifetime Value & Customer Profitability 客户终身价值与客户获利能力 三. Customer Asset Management 客户资产管理 四. Customer Pyramid Management 客户金字塔管理,Page 2,Page 3,Customer Value Management,一. Customer Value & Customer Relationship Value,1、Customer Value（CV）,客户让渡价值：从客户出发的价值,客户关系价值：从企业出发的价值,Customer Value Management,Page 4,CDV：customer delivered value, 顾客总价值减去顾客总成本的净值,CDV=TCVTCC 1Zero value：TCV=TCC 物有所值 价值相当，缺乏争力 2Positive value：TCVTCC 物超所值 超额价值，竞争力强 3Negative value：TCVTCC 物低所值 值低于价，淘汰出局,customer delivered value,1、Customer Value（CV）Philip Kotler,Page 5,Customer Value Management,TCV：total customer value, 产品满足顾客需求的效用总和,TCV=f (Pd、Ps、I、S) P2IS,Pd：product value product Ps：person value producers, sellers I ：Image value popularity, reputation S ：Service value pre-sale, sale, after-sales,1、Customer Value（CV）,Customer Value Management,Page 6,TCC：total customer cost, 顾客为获得与实现产品的价值所付出的代价总和,Mo： Money cost： Mi： Mind cost： T： Time cost： P： Physical cost： ,TCC=f (Mi、Mo、T、P) M2TP,1、Customer Value（CV）,Page 7,Customer Value Management,CDV=TCVTCC,2、Customer Relationship Value（CRV）,Can be measured under the support of the perfection of accounting system.,Can you measure it？,Customer Value Management,Page 8,CRV：customer relationship value,customer relationship value, Enterprise establish, maintain and develop the relationship with customers.,2、Customer Relationship Value（CRV）,Customer Value Management,Page 9,Customer Value Management,二. Customer Lifetime Value & Customer Profitability,1、Customer Lifetime Value（CLV）, Enterprise may benefit from the customers in the future sum, which can be measured。,CLV =,近似CLV = （M - C）* (1+i)/(1-r+i)- AC,M： 顾客在t时期创造的收入income C： 企业t时期对顾客的营销沟通成本 communication costs r： 顾客保留率 customer retention rate i： 每个时期的折现率discount rate AC：顾客获取成本customer acquisition costs,利润乘数,Customer Value Management,Example（P17） Problem1: 网络服务商每月收取1位顾客使用费30元，每月在这位顾客上花费的可变成本10元，每年对这位顾客的营销费用30元，顾客每月的转换率2%，每月折现率1%。问：顾客终身价值是多少？ Problem2:网络服务商现在想降低每年的营销费用到15元，估计顾客每月的转换率会增加到4%。问：服务商是否应该降低营销费？,Page 10,近似CLV = （M - C）* (1+i)/(1-r+i)- AC,Customer Value Management,Key Factors for CLV: （now/future) Customer purchases （now/future) Customer profit/ cost Customer retention rate Customer discount rate （P19）,Page 11,1、Customer Lifetime Value（CLV）,Page 12,Customer Value Management,1、Customer Lifetime Value（CLV）,5 stages: 获取、提升、成熟、衰退、离网(A/B/C/D/E),对中国电信的启示,公众客户处于不同生命周期阶段对电信的价值及其需求均有所不同，也意味着电信对其管理与服务方式的不同 对公众客户的标准化管理与服务应基于不同的生命周期阶段,在不同生命周期阶段需考虑不同问题,如何发现并获取潜在客户？,阶段A （Acquisition）：客户获取,如何把客户培养成高价值客户？,阶段B： （Build-up） 客户提升,如何使客户使用新电信产品? 如何培养顾客忠诚度？,阶段C： (Climax) 客户成熟,如何延长客户“生命周期”？,阶段D： (Decline) 客户衰退,如何赢回客户？,阶段E： (Exit) 客户离网,客户价值,多种价值创造杠杆在不同时期应用,发现尚未使用电信产品或正使用竞争对手产品的客户 通过有效渠道提供合适价值定位获取客户,刺激需求的产品组合/服务,交叉销售 针对性营销 高价值客户的差异化服务,高危客户预警机制 高危客户挽留举措,高价值客户赢回方法,Example,Page 13,Customer Value Management,2、Customer Profitability（CP）, 客户能给企业带来的利润大小,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 customer.“,Unprofitable customers can have high customer lifetime values.,Page 14,Customer Value Management,2、Customer Profitability（CP）,（1） Customer acquisition costs,顾客获取成本 = 获得1位顾客需要发送的目录数量 * 每份目录的成本 = 发出一份目录的成本/顾客回应率,Page 15,Customer Value Management,2、Customer Profitability（CP）,说明： 从左表中我们可以看出，不对用户群特征进行研究，对10%的客户进行市场活动，获得的客户响应人数百分比只能是10%； 进行了用户群特征研究，我们对10%目标客户做市场活动，就可以获得约53.4%的顾客响应。 采用定向销售分析后，不仅提高了市场活动的命中率，也减少了市场活动的经费。,某移动全球通GPRS定向销售回应率曲线说明,Example,（1） Customer acquisition costs,Page 16,Customer Value Management,2、Customer Profitability（CP）,（2） Customer balance,Page 17,Customer Value Management,2、Customer Profitability（CP）,（3）客户终身价值分析,Page 18,Step #1: Avoid their acquisition in the first place Step #2: Bear in mind potential rescue operations Step #3: Catch the possibility of abandonment Step #4: Draw up a costbenefit analysis Step #5: Ensure familiarity with your environment Step #6: Facilitate biting the bullet,Michael Haenlein and Andreas Kaplan (2009) propose a six-step approach for dealing with unprofitable customers, a framework they refer to as the ABCs of Unprofitable Customer Management,Customer Value Management,2、Customer Profitability（CP）,Customer Value Management,三. Customer Asset Management,Page 20,Customer Value Management,三. Customer Asset Management,Value of assets,Three factors to influence: Quality Price Convenient,Customer Value Management,三. Customer Asset Management,Brand Equity,A brand is a name or symbol used to identify the source of a product. Brand equity is an intangible asset that depends on associations made be the consumer.,Three factors: Brand awareness (Brand familiarity) Brand attitude (Brand association) Corporate Ethics,Customer Value Management,三. Customer Asset Management,Relationship assets,Relationship assets between customers and company on behalf of the strength of the relationship.,Loyalty rewards programs Special privileges planning Community development planning Knowledge accumulation plan,Customer Value Management,三. Customer Asset Management,Value of assets,Brand Equity,Relationship assets,质量、价格和便利的努力,广告价值提升,平衡战略,为当前客户提升价值,品牌激增方案,广告维持方案,威驰方案,Strategic triangle,Customer Value Management,四. Customer Pyramid Management,Platinum Gold Iron Lead,Customer Value Management,四. Customer Pyramid Management,Platinum Segment Characteristics Typically, the platinum segment consists of the most loyal customers. These customers arent overly concerned with product price. These customers are concerned with value and quality of the merchandise the purchase They also are the heaviest users of the products. These customers are the most likely to invest in and try new product.,Customer Value Management,四. Customer Pyramid Management,Platinum Segment Most businesses keep platinum customers by offering incentive programs. Store specific credit cards Discounts based on the amount of spending Frequent shopper programs Special customer services,Customer Value Management,四. Customer Pyramid Management,Gold Segment Characteristics The gold segment differs from the Platinum segment because most gold segment customers are more price sensitive. Gold segment customers dont purchase as much as platinum segment customers. Gold segment customers arent as loyal to one retailer and will go to competitors if the price is right.,Customer Value Management,四. Customer Pyramid Management,Gold Segment Retailers that would like to turn gold segment customers into platinum segment customers have a couple of different options. Frequent shopper programs Return customer discounts Price matching,Customer Value Management,四. Customer Pyramid Management,Iron Segment Characteristics Iron segment customers most likely are not loyal to any one retail business. These customers are very price conscious and will shop many places to get the best price. These customers are not likely to spend much at any one store. Iron segment customers dont deserve any special treatment because of the small amount of business they provide to a single retail business.,Customer Value Management,四. Customer Pyramid Management,Iron Segment Turning an iron segment customer into a gold segment customer is very difficult. Some ways that might be accomplished include the following: Price matching Sales on specific merchandise Advertising Comparable merchandise at discount prices,Customer Value Management,四. Customer Pyramid Management,Lead Segment Characteristics Lead segment customers are the ”problem” customers. These customers are the most likely to actually cost a business money by being customers. Lead segment customers demand a lot of attention for very little spending. In this segment, abuse of return privileges are very common.,Cu