西门子供应链培训材料3.ppt

CustomerRelationshipManagement-AWinningCustomerStrategy,SeminarpresentationApril2004,Agenda,CustomerRelationshipManagementPresentation8:00-9:15Break9:15-9:30Case1SanFabianSupplyCompany9:30-10:30Case2SoloMobilePhoneCompany10:30-12:00,WhatisCRMinyourmind?,Whatiscustomerrelationshipmanagement?WhatdoesCRMbringtocompanies?,AsurveyonseniormarketingexecutivesatFortune1000companiesindicatesawidespreadfrustrationaboutthereturnonCRMinvestments,Source:BoozAllenHamiltonSurvey,2001,CRMisacustomer-andvalue-basedmanagementapproachtoincreasethecompanyvalue,CustomerRelationshipManagementisacustomer-andvalue-basedcompanyorientationwiththegoalofbuildingupandfullybenefitingfromlastingandprofitablecustomerrelationshipsthroughholisticandindividualizedmarketing,salesandserviceconceptsusingstate-of-the-arttechnologies,CRMdefinition,IdentifyingthetopcustomersandexploitingthemaximumshareoftheirexpensebudgetsRaisingtheefficiencyofcustomermanagementEstablishingcustomerloyaltyandlifetimerelationshipsFullyexploitingthepotentialcustomersegmentsbyacquiringnewcustomersTherebyincreasingthecompanyvalue,CRMobjectives,CustomerRelationshipManagementdiffersfromclassicalmarketinginmanyways,Traditionalmarketing,Customerrelationshipmanagement,Objectives,Generatesales,Createaloyalcustomer,Focus,Acquisitionphase,Totalcustomerlife-cycle,Timeframe,Shortterm,Mediumtolongterm,Performanceindicators,Marketshare,sales,Shareofwallet,customerprofitability,customervalue,Customerknowledge,Demandsfromcustomersegments,Individualpreferencesandneeds,Product,Stand-aloneproduct,Integrationofproductsandservices,Price,Generaldiscounts,Pricedifferentiationonthebasisofcustomerloyalty,Saleschannels,Traditionalsaleschannels(multi-level),Disintermediation,multichannelmanagement,Communication,Unidirectionalcommunication,Interactivedialogwithcustomersandcommunities,24hrs./7dayavailability,CRMistheholisticapproachtoacustomer-valuebasedcompanyorientationfourenablerssetuptheframe.,Create,Gain,Understand,Retain,ORGANIZATION,STRATEGY,CULTURE,CRM-Strategy,Holisticapproach/top-managementissueDefinitionoftargetsegmentsandcustomersValue-basedprioritization,Organizationandprocesses,Customer-orientedstructuresandprocessesCustomerprocess/touchpointinnovationOrganizationalanchoringoftheCRMresponsibility,TECHNOLOGY,Technology,SystemintegrationUseofe-technologiesSelectionofsystem/technologypartners,Cultureandchangemanagement,ConsolidatingthecustomervalueorientationManagementprocessesandincentivesystemsContinuouschangemanagementandimprovementprocesses,Customervalue,CRMenablers,CRMcreateslastingstrategiccompetitiveadvantages,Understandmarketsandcustomers,Createsuperiorcustomeroffers,Retainprofitablecustomers,Gainprofitablecustomers,BuildingupsuperiorcustomerknowledgeIdentifyingtargetsegmentsanddevelopingtargetcustomerspecificmarketing,salesandserviceconceptsFocusingonthehighest-valuecustomers,RaisingtheentrybarriersforcompetitorsbybuildinguplastingrelationshipswiththecustomersDevelopingalearningrelationshipinlong-termcustomerrelationships,Raisingtheentrybarriersforcompetitorsthroughspecificproductandserviceoffers,HighercompetitivebarriersbycoveringallsaleschannelsLoweringconflictpotentialthroughtheproactiveintegrationofthevariouschannels,Raisingcustomerscostsofchangingsuppliersbycoveringallneeds,Marketing-Mixarecoreelementsofcustomerrelationshipstrategy,Marketing-Mix,TargetMarket,product,place,Marketing-Mixprovidesadecision-makingmethodfordecidinghowtomanagethecustomerrelationship,DifferentiatedproducttargetingdifferentcustomersegmentProductcustomization:design,function,packagingServicelevel,Pricestrategy:e.g.chargepricepremiumforvaluablecustomersegmentPaymenttermsSpecialdiscounts,SelectofMarketingCommunicationvehicletobetterreachtargetcustomer:TVads,PR,SponsorshipEventsforvaluablecustomersVIPclub,Effectivechannelstrategy:one-to-onevisit,callcenter,storesVariouschannelcombinationtomoreefficientlyservetargetcustomers,ThethreemainapplicationareasofCRM,OperationalCRM,AnalyticalCRM,CollaborativeCRM,DataMining/DataWarehouse,PurchaseprobabilityForecastingCustomersegmentationCross-selling-potentialRegional-purchase-behavior,TherearequiteafewobstaclestoeffectivelyapplyCRM,LackofclearvaluepropositionandfailuretotargetcustomersTechnologyisintroducedbeforecompaniesmastermarketingfundamentalsRelianceonmassmarketing,IncompleteinformationInaccurateinformationInadequatedatacollectionsystemsLimitedexternalsourcesofdata(e.g.,noorfewlist-rentalcompanies),LackofexperiencedstatisticiansandmarketingprogramdevelopersLackofoutsourcingresources,suchasdirect-mailortelemarketingagenciesHeavyemphasisonacademicandoverlysophisticatedanalyses,NostrongcentralizedmarketingorproductgroupstodriveCRMCRMregardedasasmall,low-prioritymarketingareaFlawedperformancemeasurements;limitedsupportresources,e.g.,callcenteroperators;littleornocross-functionaleffort,Abilitytodifferentiateproduct,Buyingtransactionfrequency,Accesstocustomerinformation,Appropriateprogram,DifferentindustrieshavedifferentdemandonCRMprogram,Exampleindustries,Valueofcustomer,Low,High,None,Programchoice,Weak,Strong,No,Yes,No,Yes,Datacapture,Changebehavior,Differentiation,Datacapture,differentiation,Datacapture,None,RealestateCommoditytrading,non-brandedgoods,Newspapers,Themeparks,museums,playhouses,Airlines,hotels,creditcards,telecoms,banking,Membershipservices(e.g.,travel),mail-orderclubs,Departmentstores,retailers,Grocery,gasstations,High,Low,High,Low,MainobjectivesofCRMinGermantopcompanies%1),Increasesalesforexistingproduct/servicerange,Veryimportant/important,EmpiricalresultsconfirmthemainobjectiveforpursuingaCRMstrategyistoincreasecustomerloyalty,Medium,Lessimportant/notimportant,Increasesalesbycross-/up-selling,Winnewcustomers,Increasecustomerretention/loyalty,Increaseefficiency/reducecostsinmarketing,Increaseefficiency/reducecostinsales,Increaseefficiency/reducecostsinservice,Increaseefficiency/reducecostsinITutilization,1)Cross-industrystudy,200topcompaniesinGermany,Source:RolandBergerResearch2001,77,14,9,58,25,17,59,20,21,93,4,3,54,29,17,58,27,15,54,31,15,43,35,22,CRMapplicationexamples,Hotel,Airline,Telecom,Loyaltyclubmembership:PointscollectionandrewardCustomerdatabasetosupportquickcheck-inandcustomizedservice(Newspaperintheroom,fruitsandwelcomenotes)Proactivelydrivesalesleadsbycombiningupcomingtradeshowandconferenceinformationwithconsolicatedcustomerdatatobetterservehighvaluecustomers:corporateaccountandbusinesstraveler,Mileagecard:mileagecollectionandrewardAirportspecialloungeforvaluablecustomersDifferentiatedservicefordifferentvaluecustomers,VIPclub:VIPcustomercangetfastandpersonalizedserviceUsemulti-channeltoapproachcustomersandtofulfillcustomerservice:callcenter,VIPcustomerrepresentatives,Stores,website,etc.Leveragecustomerdatabasetodoup-sellandcross-sell,andmoreimportantly,toreducechurn,Industry(B2B),GlobalAccountmanagement:accountprofilingKeyaccountmanagerforA-classcustomersDifferentiatedpaymentpractice:e.g.extendedtermofpayment,Up-sellandcross-sell,CustomerFeedback,DatacollectionChannelmixtoapproachpotentialcustomersFriendlycustomerinterface,Multi-channelserviceVIPcustomervalue-addedservice,InformationontheBillNewsLetterCallcentertocollectfeedback,UnderstandreasonstochurnLeveragecustomerdatabasetobuildchurnwarningsystemProactivepromotetocustomerswithinclinationtochurnLoyaltyprogram,Acquisition,Churnreduction,CustomerService,Visitourshop!GreatdealonMMS,CallcenterproductrecommendationProduct/servicedemonstrationatstoreProductinformationonthebill,Example:MobileOperatorappliesCRMleversineachcustomerlifecyclestage,MobileOperatorExample,Forconsumergoodscompanies,channelpartnersaswellasconsumersareboththeircustomers,MobilePhoneCompany,Channel:wholesaler/retailer,Operator,Service,End-user(consumer),Sell,Handsetsubsidy,Sell,Sell,UnderstandcustomerneedsisthebasisforasuccessfulcustomerrelationshipmanagementEnd-user/consumeristhemaincustomer,whosedemandmustbeanalyzedindepthandbewell-segmentedAtthesametime,CRMalsoneedstobeusedtofosterrelationshipswithchannelpartners,ConsumergoodscompaniesshouldapplydifferentCRMstrategyandactionstodifferentcustomertypes,Channel:wholesaler/retailer,Operator,End-user(consumer),CustomerDemands,CRMlevers,HighdistributionmarginandlargevolumeIn-timedeliveryandlowstockcostGoodtechnologyandservicesupportHighcustomersatisfactionrate,Golden-channelaward:offerawardtobestperformancewholesaler/retailerBetterproductofferingsTechnologycallcentertotimelysupportchannelsrequestontechsupportIncorporatechannelssupplychainsystemtoMobilePhoneCompanyssupplychainsystemtorealizejust-in-timesupply,HighARPUMorenewsubscriberandlowerchurnrateHighercustomersatisfactionrate,Incorporatespecialmobileoperatorfunctions/programsintoproductdesignCarryoperatorlogoontheproductTechnologycallcentertooffertimelytechsupportOfferspecialdiscountstoMobileVIPcustomers,HighpriceperformanceratioBetterqualityguaranteeandcustomerserviceFeelingofownershipandcarebymobilephonecompany,BetterproductdesigntoserveaspecificcustomersegmentCustomerdatabaseandtargetedpromotionConsumerclubmorevalue-addedfunctionstoclubmembersServicenetworkandcallcenter,CaseStudies,Wewilldotwocasesinthenexthours.Oneisanindustrialgoodscompany,andtheotherisconsumergoodscompanyLetsseehowcustomerrelationshipcanworkinthesecompanies,CaseStudy&ExercisesSanFabianSupplyCompany,BriefIntroduction,Situation,Complication,Resolution,DemandforconstructionmaterialhasdecreasedsinceMacDowellexpandeditsproductioncapacityPhilippineisstillarelationshipdrivenbusinessworldandthewaytodobusinessisdifferentWealthisconcentratedinPhilmarketOneofthelargestsuppliersofbuildingmaterialsinPhilippineTheexclusivedistributorofMacDowellproductsinPhilippineHasgoodreputationforwell-trainedandaggressivesalesforceAmanufacturerofnoncombustible,chemically-resistantmaterialIscurrentlyplaguedbyplantovercapacityandeagertoboostsales,Market,SanFabian,MacDowell(MD),MacDowell(MD),WishtoincreasesalesbyhavingmoredealerscarryingtheirproductsWanttotakeuponitselfthewholesaledistributionroleSanFabianhadbeenfillingTherefore,itwantstoterminateexclusivedistributoragreementwithSanFabianWonttakeanon-exclusivecontractButMDproductscontributesalottoSanFabiansalesandnetincomeItisnoteasytogetexclusiveagreementwithothersupplier,SanFabian,WhatwillMacDowelldowithcustomerrelationshipwithSanFabian?HowwillSanFabianreactfacingthechangefromMacDowell,Caseexercise,Task:Afterreadingthroughthecase,youarerequiredtoanswerfollowingquestions,WhatdoesSanFabiandoforMacDowell?WhatdoesMacDowelldoforSanFabian?WhatchangeisMacDowellproposingandwhy?WhatbenefitsandrisksMacDowellwillgetfromthischange?IfyouarethemanagementofMacDowell,howwillyoutreatthisexclusivedistributorrelationship?WhatareSanFabiansalternativesifyouareinvitedtogiveadvicetoSanFabian?HowcanSanFabiancometoanagreeablesolutionwithMacDowell?,20minutesreadinganddiscussion,Keytakeaways,CaseStudy&ExercisesSoloMobilePhoneCompany,Casebackground*,SoloisaEuropeanmobilephonecompanywhoseproductareallGSMmobilephones.Itisamongthetopthreelargestmobilephonemanufacturerintheworld.SolohasenteredChinamarketin1995andperformedquitewellinChinabeforeyear2000.ItisthethirdlargestplayeronChinamarket,onlyaftertheglobalmobilegiantAAandBB.Soloenjoysgoodreputationofhighqualityandbusinesspeopletargeteddesign.IthadquitesoundcustomerbaseinChinaanditsbrandawarenessishigh.,*Disguisedcase,alldataandcompanynameinthiscasearedisguised,SoloMobile,Successin1990s,Challengeandthreatsince2001,Chinamobilephonemarketisstillgrowingquickly,butmoreandmoredominatedbyyoungandtrendyproducts.Youngpeopletendtochangetheirmobilephonesmorefrequently.Therefore,Solodecidedtochangeitsfocusandbrandimagesince2001,puttingmoreemphasisonyoungpeopleButtheeffortofchangingbrandpositioningseemstoweakenSolosbrandimage.Inarecentmarketsurvey,consumersresponsesshowtheirconfusionofthebrandimageofSoloFastgrowthoflocalbrandTL,BD,AM,KK,etc.formedhugethreattoglobalplayersonthemarket.Underthecompetitionpressure,Solosmarketsharedecreasedfrom15%in2001to5%in2003,WhatSoloshoulddotoregainthelostmarketshare?,TheChinesemobilephonemarketisthefastestgrowingmobilephonemarket,*Projection,CAGR+18%,ChinaMobilePhoneMarketSize(allstandards,mio.units),GSM,CDMA,334,523,551,628,697,774,*,*,*,FY,75,98,108,12,Trendy,FashionableandMulti-functionmobilephonesbecomethemainstreamincompetition,Morefashionabledesign,ColordisplayandPoly-phonicringtone,Imbeddedcamera,games,MP3,Competeontrendydesignandmorefunctions,Variousformfactors:Clamshell,block,slider,flip,rotate,SoloMobile,Noonehadexpectedthefastgrowthoflocalmobilemanufacturers,SoloMobile,Localmanufacturersgainmarketsharemuchfasterthanexpected,Winningfactorsoflocalmobilephonemanufacturers,Localbrandmarketshare%,Channelcoverageandcontrol:localmanufacturerusemoresalespeopleandtendtobuildownchannelinsteadofusingagentsHighpenetrationin2nd-3rdTiercitiesandruralareas(whereinternationalplayersareweak)MoreaggressiveadvertisementBetterunderstandmostlocalconsumerstastefordesignandofferluxurydesignandpackagephones(e.g.putdiamondonthecover)Cheaperprice,Localbrandschannelcoverageandpenetrationismostdistinctivefrominternationalplayers,Channelstructureischanging,whichgiveSolonewchallenges,SoloMobile,Changesinchannelstructure,Solo(andotherinternationalplayers)useNationalDistributorfordistribution,Solo,ND,CMCC,(Operator),RD,Retailer,Consumer,Currentchannelstructure,QuickdevelopmentofKRC(keyretailchains)inTier1cities,suchasGuoMei,SuNing,whoselldirectlytoconsumers.Mobileoperators(CMCCandUnicom)becomemoreaggressiveinhandsetbusinessbyheavilyusinghandsetsubsidyLocalmobilephonemanufacturerssuccessinownchannelbusinessmodelcallmarketattention.PeopletendtoawarethatNDmodelinvolvestoomanyleversinthechannelstructure,thusloweringdistributionefficiencyandmarketresponseandincreasingchannelcost.Internationalplayersarethinkingofusingprovincial/regionaldistributorsinsteadofNationaldistributorsinsomearea,Soloisunderheavypressureoflosingmarketshareandloweringbrandawarenessandimage,SoloSeniorManager,MobileOperator,NationalDistributor,Consumer,Ourmarketsharedecreasedfrom15%threeyearsagoto5%lastyearandwestillsawadownwardtrendthisyear,Weplantoputmoreemphasisonhandsetsubsidyandplaymoreroleinhandsetdistribution.MobilemanufacturerM,N,Sareallapproachingusforcooperation,Wehavelaunchedsomegoodproductslastyearandweinvestinadvertisement,butourpresenceinretailstoresarelowandconsumerscannotseeourproductsinalotstores,SoloMarketingManager,Wecarryquitealotbrands.Whatwecareiswhichbrandcangivemebestprofit.WearealsounderpressureoflowermarginandtheemergenceofKRCs,IknowSolobrand,butIcannottellwhetherIlikethemornot.Idontseetheirnewproductsmuch.,SoloMobile,Soloisthinkingofacustomerrelationshipstrategytohelprecoverthebusiness,WenoticedthatinthepastweputtoomuchemphasisonSell,SellandSell,butmisstherealcustomerrelationshipWearelaunchinganewphoneandwewanttoincorporatemorecustomerrelationshipstrategyintothesellingofthisproduct,Weneedsomeonetohelpustodevelopawinningcustomerrel