管理咨询059麦肯锡crm研究报告45页课件

1、管理咨询059麦肯锡crm研究报告45页,重要资料敬请保密看后删除,管理咨询059麦肯锡crm研究报告45页,1,SEGMENT MANAGEMENT TREND - 1,e.g. those that leave or reduce relationship because actively dissatisfied, often by a specific event,inertial migrators,管理咨询059麦肯锡crm研究报告45页,2,ESSENTIAL TO UNDERSTAND ISSUE DRIVERS AND COST OF FIXING,Sources of di

2、ssatisfaction,Understand what drives dissatisfaction Understand cost of fixing Use key breakpoints not to overspend,Structural drivers,Problem resolution,Dissatisfaction opportunity,High %,Low %,Coverage Service level,Friendly staff Consistency of service Quick resolution,Source:McKinsey proprietary

3、 research,管理咨询059麦肯锡crm研究报告45页,3,deliberative migrators,e.g., frequently re-evaluate decisions, reaffirm/switch to chosen brand based on merits; rational decision-maker,SEGMENT MANAGEMENT TREND - 2,管理咨询059麦肯锡crm研究报告45页,4,SEGMENT IS MORE COMPLEX, DUE TO DELIBERATION ON SEVERAL DIMENSIONS,管理咨询059麦肯锡cr

4、m研究报告45页,5,SEGMENTING CUSTOMERS WITH DISTINCT BENEFIT PREFERENCES,Segment characteristics Percentage of population,Consider brand relationship important and have high expectations for the standard of customer service,Want product features and efficient, effective customer service,Want good value and

5、 the chance to earn rewards for loyalty,Want combination of quality and value,33,8,22,37,Credit cards,Insurance,管理咨询059麦肯锡crm研究报告45页,6,IMPLICATIONS FOR BUILDING LOYALTY AMONG THOSE CHOOSING TO GO OR STAY,管理咨询059麦肯锡crm研究报告45页,7,Key Levers,KEY TRENDS OF SUCCESSFUL CRM,How they use CRM to drive value F

6、ind practical ways to differentiate their core value proposition Leverage consumer attitudinal profiles to manage customer relationship and value migration Build CRM by incrementally delivering targeted offers that drive results and test capabilities,管理咨询059麦肯锡crm研究报告45页,8,FAVOR A BIFOCAL IMPLEMENTA

7、TION APPROACH,Define long-term objectives and implementation roadmap Create a solid business model to back up envisioned CRM scheme Define an end-game architecture to support desired model Define implementation road map with clear priorities,Launch incremental, quick-win actions Launch contained CRM

8、 projects with focused reach and implement dozens of pilots to learn from models Rationalize and unify customer databases accordingly Measure results of recent implementations Educate staff about CRM concepts,管理咨询059麦肯锡crm研究报告45页,9,CRM INITIATIVES LAUNCHED EARLY ON BY RELYING ON EXISTING ASSETS,Cros

9、s-sell insurance to credit card holders,Increase credit limits of high-usage customers (up-sell),Reduce interest rates or fees for customers with high probability of churn,Eliminate annual fees for very profitable customers,Offer liquidation products to customers with a low willingness to pay,Exampl

10、e initiatives,Selective use of existing information is key to implementing CRM initiatives,Account applications Product and client databases,Credit bureau information Third-party contact lists,Source:Team analysis,管理咨询059麦肯锡crm研究报告45页,10,ASSESS CRM ASSET REQUIREMENTS FOR EACH INITIATIVE,Example init

11、iative,Required process,Enabling CRM assets,Currently available,Cross-sell insurance to credit card holders,1,DB of credit card holders Sampling program,Insurance marketing data,Statistical modeling tool Reporting routine,Script writer for call center Graphics design,Call center Mailing capability,O

12、LAP reporting tool,Campaign management software,管理咨询059麦肯锡crm研究报告45页,11,THREE TOPICS FOR TODAY,eCRM: Hype vs. reality,Key actions to accelerate impact,Winners focus on three core areas,管理咨询059麦肯锡crm研究报告45页,12,KEY ACTIONS TO ACCELERATE IMPACT AND BREAK THROUGH THE CRM WALL”,Know where the value is De

13、sign balanced programs Iterate, iterate, iterate Invest incrementally to win,1,2,3,4,管理咨询059麦肯锡crm研究报告45页,13,Engage and convert Prospects into clients,Develop and retain customers,Impact on customer NPV of a 10% improvement Dollars,WHAT REALLY MATTERS KNOW WHERE THE VALUE IS,EXAMPLE,7.0,2.7,5.3,4.0,

14、5.3,16.1,21.2,Improve conver-sion rate from visitor to client,Increase initial offering size,Improve product mix,Reduce cost to serve,Increase length of relation-ship,Improve collec-tions results,Reduce marketing cost/ visitor,Attract prospects,管理咨询059麦肯锡crm研究报告45页,14,WHAT REALLY MATTERS DESIGN “BAL

15、ANCED” PROGRAMS,Customer-centered ideas Truly differentiated offers and experience Mutually valuable interactions Smart channel linkages,Programs without clear economic ties Pressures to buy the latest software package Focusing on systems instead of people and ideas,Focus on . . .,. . . and balance

16、against,管理咨询059麦肯锡crm研究报告45页,15,Implications Drive for ongoing improvement from each major program Determine how to thematically build on successful ideas (avoid concept burnout) Find new S-curves based on winning ideas and consumer needs,WHAT REALLY MATTERS ITERATION,Marketing, testing, and develop

17、ment process,管理咨询059麦肯锡crm研究报告45页,16,WHAT REALLY MATTERS INVESTING INCREMENTALLY TO WIN,Typical CRM installation cost structureIndexed per dollar of software license,Software license,Systems integra-tion,Business design,Internal costs,Total tech-nology costs,Oppor-tunity costs,Organi-zation redesign

18、,Change manage-ment,Total costs,管理咨询059麦肯锡crm研究报告45页,17,LEADING TRENDS IN CRM,June 13, 2003,Alejandro Picos, Principal Business Technology Office Latin America,管理咨询059麦肯锡crm研究报告45页,18,Anexos,管理咨询059麦肯锡crm研究报告45页,19,Integrated touch-points Shared data access for all CRM campaigns one consistent sourc

19、e of data and customer business rules Shared CRM knowledge discovery services and flexible knowledge tool box Flexible integration of new campaigns into overall CRM IT architecture,CRM IT architecture blueprint,CRM process campaign library,Customertouch-points, ,Call center,VRU,Internet,Mail,CRM Exe

20、cution services,Customer segmentation Campaign management Contact management,Profitability Channel mix management Response measurement,Knowledge discovery services,Data mining engine Statistical tools Personalization Contact measurement,Data model Data summarization Access tools Business rules Repli

21、cation and propagation,Data access services,Connectivity hub Security rules Messaging/transactions Data extraction,Data management Data transformations Data cleansing Data warehouse/marts,CRM architecture design principles,CRM DESIGN PRINCIPLES AND THE “IDEAL” AND GENERIC CRM SYSTEMS ARCHITECTURE,管理

22、咨询059麦肯锡crm研究报告45页,20,SEGMENTATION APPEARS WHEN ANALIZING CUSTOMER PREFERENCES,Switchers,N = 3198; percent,Most sophisticated banking customers Not satisfied with current financial institution Most likely to switch banks,Leverage aspirants,Like accessibility Want internet banking Optimistic about the future Open to borrowing Pro-foreign banks,Modern conservatives,Advice seeking group Price sensitive Like convenience Not open to borrowing Middle level jobs,Traditional simplifiers,Like to deal with few