MikailiLilly高级客户关怀埃森哲

1、Driving High Performance for a Large Wireless Communication Company Through Advanced Customer Insight,Accenture Consulting CRM Customer Insight Presenters: Ramin Mikaili and Lynette Lilly,In saturated competitive markets, the economics of acquisition and retention becomes painfully obvious and requi

2、res a shift in the marketing mix from using the 4 Ps to the 4 Rs. 1,1. James G. Barnes book Secrets of Customer Relationship Management McGraw Hill copyright 2000, page 22-23,Why Customer Insight,4 Ps Price Product Promotion Place,4 Rs Relationships: effective communication, trust, commitment, under

3、standing customer needs Retention: targeted incentives, rewards, loyalty programs for specific segments Referrals: value selling, Communication Recovery: strong win-back programs, product and service development,Acquisition determines how fast a company can grow. Retention determines whether a compa

4、ny will survive over time,Levels Of Insight,Various analysis types are employed to make sound decisions about corporate direction, acquisition and capital investments, retention, ups-sell or service,Approach,Accenture implemented a phased approach for a successful Customer Insight Revenue Generation

5、 program,20,0,20,40,60,80,100, of Potential Value Captured,Insight Obtainment,Insight Application Develop tactical targeting tools Apply test and control methodology to examine/generate hypotheses Identify the customer data requirements for enhancing the effectiveness Develop optimal campaign progra

6、m plan Develop long term road map,Sustained Customer Insight Institutionalize insight throughout the organization Ingrain new processes in the organization,ILLUSTRATIVE,Insight Services Extend/expand the scope of revenue growth strategy to include other channels, customer base,Infrastructure Develop

7、 technology based capabilities,Value Capture,Value Targeting,Phase 1,Phase 2,Leverage Results to Entire Base,Phase 4,Results Tracking & Monitoring,Phase 3,Establish Growth Strategy,Prove Effectiveness,Improve Efficiency,Identify growth opportunities Develop a case Establish benefits Prioritize initi

8、atives,Client Situation The Lifecycle Group is responsible for maximizing the lifetime value of the customer base Their traditional focus has been retention. Team has had significant success reducing churn and increasing the portion of the base under contract,As these churn programs have matured, fo

9、cus turned to proactively growing the revenue of existing customers However, the carrier lacked key infrastructure and capacity to launch a comprehensive cross sell/up sell program,Significant increases achieved for pilot, base, and lifetime incremental revenue,Value Targeting: Identify, profile and

10、 analyze the segments Assess market and identify opportunities Develop portfolio of cross-sell and up-sell pilot opportunities Value Capture: Select opportunities and develop business case Create pilot launch plan and identify key metrics Prepare channels and launch pilots Monitor pilots and create

11、summary report of results Leverage Results to Entire Base Design campaigns based on pilot results Create launch plan and business case for campaigns Launch campaigns,BI Offerings,Solution,Results,Company Description A leading US provider of fully integrated, wireless communications services. Focuses

12、 its products and service towards Business Customers Leads the Industry in Customer Retention,Increase Revenue,Case I: Revenue Generation for a Major Wireless Company,Case I: Growth Segmentation Analysis Framework,Rate Plan - Price Point 1,10,10,Unstable Trend,Separates customers to limit “noise” in

13、 trend analysis,H,M,L,1,2,3,Undefined/Error,H1,H2,H3,M1,M2,M3,L1,L2,L3,6 month subscriber average of key charges,Forecast change in revenue over 6 months based on a regression of monthly subscriber charges to smooth month to month variations,Cut-offs chosen to show significant trends in the movement

14、 of revenue and to split the base roughly into three parts,Cut-offs chosen to split the base into roughly three parts,1,2,3,4,5,The Revenue Change matrix is the tool we use to analyze the base,Rate Plan - Price Point 2,Identify & Profile segments,The wireless industry is exhibiting the telltale sign

15、s of a maturing and potentially unhealthy market,Note 1: Includes Consumer Post-Paid, Business, Resellers and Pre-Paid Subscribers. Source: CTIA, Morgan Stanley, Client estimates,Declining new subscriber growth Saturation of high profitability wireless users Market inefficiencies and gap between cus

16、tomer marketing and sales is adding to declining margins Largest remaining sources of growth are lower end Switchers out number new entrants by 2:1 LWNP is not an “if” but a “when” Spectrum and network constraints abound Untraditional entrants are shifting the value chain Bottom-line economics are d

17、eteriorating,The Bad News,Case Study II: Insight Driven Customer Strategy,Case Study II: Business Issues,Which new products are most likely to have fastest, profitable uptake and by which customers? Which new products will attract new customers that look like our most profitable cells? How do we lau

18、nch a new product to maximize adoption,Which handsets are best for our bottom line (by customer)? How do we determine inventory and store shelf to best meet the needs of local customers,How do we better deploy Network capital to improve service and loyalty? What geographic areas should be our priori

19、ty in rolling out? Where can we invest to turn around profitability issues,How do we maximize new product adoption? How should we route calls and handle an individual customer contact? How do we respond to a competitor price change,Can we institute a customer loyalty program to reduce churn? How do

20、we handle Increasing volumes into the call centers? What is the likely reason thus customer is calling and how can we best serve profitably,How do we prioritize IT infrastructure development to optimize customer experience and our bottom line by segment,Which potential alliance partners support our

21、customer strategy? Which alliances are most likely to attract and retain the “best” customers? On what terms,In this saturated market, the company was facing many key business questions that now can be answered with strong analytical support,The first step was to create a 360-degree view of the cust

22、omer that incorporated factors from all key areas,Case Study II: Approach,Case Study II: Strategic Segmentation,This analysis yielded five strategic segments and the decision was made to further analyze the cells below these for insights in many key decisions areas,Sources: Customer Data,Case Study

23、II: Market Research Results,1 Source: Client Data. Segments were at least 20% different from average to exhibit listed behavior. 2 Source: 2001 Convergence Audit. Segments were at least 20% more likely than average to exhibit listed behavior,Using primary research already performed, we were able to

24、determine key product areas for top segments,Case Study II: Market Research,Market Share Leader in Segment,Note 1: Includes carriers such as Nextel, Rural Cellular, US Cellular and respondents who did not indicate a carrier. Note 2: Adding values may not total exactly 100% due to rounding,Segment,Company 1,Company 2,19,22,22,21,Company 3,Company 4,Company 5,11,12,18,17,20,14,13,16,18,16,11,14,7,10,3,3,23,17,14,7,4,Others1,Total2,19,23,26,21,29,100,100,100,100,100,A,B,C,D,E,Com