顾客价值管理PPT课件

1、Page 1Customer Value ManagementCustomer Value Management一一. Customer Value & Customer Relationship Value . Customer Value & Customer Relationship Value 1 1、Customer ValueCustomer Value（CVCV）客户让渡价值客户让渡价值：从客户出发的价值从客户出发的价值客户关系价值客户关系价值：从企业出发的价值从企业出发的价值customer customer delivered valuedelivered v

2、aluecustomer customer relationship relationship valuevalueCustomer Value Customer Value 第1页/共32页Customer Value ManagementCustomer Value ManagementPage 2CDVCDV：customer delivered valuecustomer delivered value 顾客总价值减去顾客总成本的净值顾客总价值减去顾客总成本的净值CDV=TCVCDV=TCVTCCTCC1 1Zero valueZero value：TCV=TCC TCV=TCC 物有

3、所值物有所值 价值相当，缺乏争力价值相当，缺乏争力2 2Positive valuePositive value：TCVTCC TCVTCC 物超所值物超所值 超额价值，竞争力强超额价值，竞争力强3 3Negative valueNegative value：TCVTCC TCVTCC 物低所值物低所值 值低于价，淘汰出局值低于价，淘汰出局customer delivered valuecustomer delivered value1 1、Customer ValueCustomer Value（CVCV）Philip Kotler第2页/共32页Page 3Customer Value M

4、anagementCustomer Value ManagementTCVTCV：total customer valuetotal customer value 产品满足顾客需求的效用总和产品满足顾客需求的效用总和TCV=f (PdTCV=f (Pd、PsPs、I I、S) S) P2ISP2ISPdPd：product value productproduct value productPsPs：person value producers, sellers person value producers, sellers I I ：Image value popularity, reput

5、ation Image value popularity, reputation S S ：Service value pre-sale, sale, after-salesService value pre-sale, sale, after-sales1 1、Customer ValueCustomer Value（CVCV）第3页/共32页Customer Value ManagementCustomer Value ManagementPage 4TCCTCC：total customer costtotal customer cost 顾客为获得与实现产品的价值所付出的代价总和顾客为

6、获得与实现产品的价值所付出的代价总和MoMo： Money costMoney cost： MiMi： Mind costMind cost： T T： Time costTime cost： P P： Physical costPhysical cost： TCC=f (MiTCC=f (Mi、MoMo、T T、P) P) M2TPM2TP1 1、Customer ValueCustomer Value（CVCV）第4页/共32页Page 5customer customer delivered valuedelivered valuecustomer customer relationsh

7、ip relationship valuevalueCustomer Value Customer Value Customer Value ManagementCustomer Value ManagementCDV=TCVCDV=TCVTCCTCC2 2、Customer Relationship ValueCustomer Relationship Value（CRVCRV）Can be measured under the support of the perfection of accounting system.Can be measured under the support o

8、f the perfection of accounting system.Can you measure itCan you measure it？第5页/共32页Customer Value ManagementCustomer Value ManagementPage 6CRVCRV：customer relationship valuecustomer relationship valuecustomer relationship valuecustomer relationship value Enterprise establish, maintain and develop th

9、e relationship with customers. Enterprise establish, maintain and develop the relationship with customers.ProfitaProfitabilitybility客户关系客户关系获利能力获利能力LifetimLifetime e客户关系客户关系寿命寿命AbilityAbility客户能力客户能力价值价值RecommeRecommendationndation客户推荐客户推荐价值价值PotentiPotentialal客户潜在客户潜在价值价值2 2、Customer Relationship V

10、alueCustomer Relationship Value（CRVCRV）第6页/共32页Customer Value ManagementCustomer Value ManagementPage 7Customer Value ManagementCustomer Value Management二二. Customer Lifetime Value & Customer Profitability. Customer Lifetime Value & Customer Profitability1 1、Customer Lifetime ValueCustomer L

11、ifetime Value（CLVCLV） Enterprise may benefit from the customers in the future sum, Enterprise may benefit from the customers in the future sum, which can be measured which can be measured。CLV = CLV = 近似近似CLV = CLV = （M - CM - C）* * (1+i)/(1-r+i)- AC(1+i)/(1-r+i)- ACM M： 顾客在t时期创造的收入incomeincomeC C： 企

12、业t时期对顾客的营销沟通成本 communication costscommunication costsr r： 顾客保留率 customer retention ratecustomer retention ratei i： 每个时期的折现率discount ratediscount rateACAC：顾客获取成本customer acquisition costscustomer acquisition costs 0)1/()(ittiiACirCM利润乘数利润乘数第7页/共32页Customer Value ManagementCustomer Value ManagementExa

13、mpleExample（P17P17） Problem1:Problem1: 网络服务商每月收取网络服务商每月收取1 1位顾客使用费位顾客使用费3030元，每月在这位顾客上花费的可变成元，每月在这位顾客上花费的可变成本本1010元，每年对这位顾客的营销费用元，每年对这位顾客的营销费用3030元，顾客每月的转换率元，顾客每月的转换率2%2%，每月折现率，每月折现率1%1%。问：。问：顾客终身价值是多少？顾客终身价值是多少？ Problem2: Problem2:网络服务商现在想降低每年的营销费用到网络服务商现在想降低每年的营销费用到1515元，估计顾客每月的转换率会增元，估计顾客每月的转换率会增

14、加到加到4%4%。问：服务商是否应该降低营销费？。问：服务商是否应该降低营销费？Page 8近似近似CLV = CLV = （M - CM - C）* * (1+i)/(1-r+i)- AC(1+i)/(1-r+i)- AC第8页/共32页Customer Value ManagementCustomer Value ManagementKey Factors for CLV:Key Factors for CLV: （now/future) Customer purchasesnow/future) Customer purchases （now/future) Customer profi

15、t/ costnow/future) Customer profit/ cost Customer retention rateCustomer retention rate Customer discount rateCustomer discount rate（P19P19）Page 91 1、Customer Lifetime ValueCustomer Lifetime Value（CLVCLV）第9页/共32页Page 10Customer Value ManagementCustomer Value Management1 1、Customer Lifetime ValueCust

16、omer Lifetime Value（CLVCLV）5 stages: 5 stages: 获取、提升、成熟、衰退、离网获取、提升、成熟、衰退、离网( (A/B/C/D/E)A/B/C/D/E)对中国电信的启示对中国电信的启示 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在不同生命周期阶段需考虑不同问题段需考虑不同问题 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

17、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)客户离网客户价值客户价值多种价值创造杠杆多种价值创造杠杆在不同时期应用在不同时期应用 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第10页/共32页Page 11Customer Value ManagementCustomer Value Manageme

18、nt2 2、Customer ProfitabilityCustomer Profitability（CPCP） 客户能给企业带来的利润大小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 cu

19、stomer.Unprofitable customers can have high customer lifetime values.CLVCLVCPCP第11页/共32页Page 12Customer Value ManagementCustomer Value Management2 2、Customer ProfitabilityCustomer Profitability（CPCP）（1 1） Customer acquisition costs Customer acquisition costs顾客获取成本顾客获取成本 = = 获得获得1 1位顾客需要发送的目录数量位顾客需要发

20、送的目录数量 * * 每份目录的成本每份目录的成本 = = 发出一份目录的成本发出一份目录的成本/ /顾客回应率顾客回应率第12页/共32页Page 13Customer Value ManagementCustomer Value Management2 2、Customer ProfitabilityCustomer Profitability（CPCP）说明：说明：从左表中我们可以看出，不对用户从左表中我们可以看出，不对用户群特征进行研究，对群特征进行研究，对10%10%的客户进的客户进行市场活动，获得的客户响应人数行市场活动，获得的客户响应人数百分比只能是百分比只能是10%10%；进行

21、了用户群特征研究，我们对进行了用户群特征研究，我们对10%10%目标客户做市场活动，就可以目标客户做市场活动，就可以获得约获得约53.4%53.4%的顾客响应。的顾客响应。采用定向销售分析后，不仅提高了采用定向销售分析后，不仅提高了市场活动的命中率，也减少了市场市场活动的命中率，也减少了市场活动的经费。活动的经费。某移动全球通某移动全球通GPRSGPRS定向销售定向销售回应率回应率曲曲线说明线说明Example（1 1） Customer acquisition costs Customer acquisition costs第13页/共32页Page 14Customer Value Man

22、agementCustomer Value Management2 2、Customer ProfitabilityCustomer Profitability（CPCP）顾 客 收 支 平 衡 分 析（P15）常客第1年第2年第3年A每次购买的边际利润$10 $10 B顾客保留率100%75%C产品目录邮寄成本0.5*12=$6$6 D每位顾客预期利润2*10-6=$140.75*(20-6)=$10.5E每位顾客的累计净利润($3.50)$7 临时客第一年第2年第3年A每次购买的边际利润$16 $16 $16 B顾客保留率100%50%25%C产品目录邮寄成本0.5*12=$60.5*4=

23、$2$2 D每位顾客预期利润16-6=$100.5*(16-2)=$70.25*(16-2)=$3.5E每位顾客的累计净利润($7.50)($0.50)$3 （2 2） Customer balance Customer balance第14页/共32页Page 15Customer Value ManagementCustomer Value Management2 2、Customer ProfitabilityCustomer Profitability（CPCP）（3 3）客户终身价值分析）客户终身价值分析顾 客 终 身 价 值 分 析（P16）常客年12345678A每次购买边际利润

24、$10 $10 $10 $10 $10 $10 $10 $10 B顾客保留率100%75%56%42%32%24%18%13%C邮寄成本$6 $6 $6 $6 $6 $6 $6 $6 D每位顾客预期利润$14 $10.50 $7.90 $5.90 $4.40 $3.30 $2.50 $1.90 E每位顾客利润净现值$12.70 $8.70 $5.90 $4.00 $2.80 $1.90 $1.30 $0.90 F每个顾客累计利润($4.80)$3.90 $9.80 $13.80 $16.60 $18.50 $19.80 $20.70 临时客年12345678A每次购买边际利润$16$16$16

25、$16$16B顾客保留率100%50%25%12.50%6.25%C邮寄成本$6$2$2$2$2D每位顾客预期利润$10.00$7.00$3.50$1.75$0.88E每位顾客利润净现值$9.10$5.80$2.60$1.20$0.50F每个顾客累计利润($8.40)($2.60)$0.00$1.20$1.70第15页/共32页Page 16Step #1: Avoid their acquisition in the first placeStep #2: Bear in mind potential rescue operationsStep #3: Catch the possibili

26、ty of abandonmentStep #4: Draw up a costbenefit analysisStep #5: Ensure familiarity with your environmentStep #6: Facilitate biting the bulletMichael Haenlein andMichael Haenlein andAndreas KaplanAndreas Kaplan(2009) propose a six-step approach for dealing with unprofitable customers, a framework th

27、ey refer to as the ABCs of Unprofitable Customer Management(2009) propose a six-step approach for dealing with unprofitable customers, a framework they refer to as the ABCs of Unprofitable Customer ManagementCustomer Value ManagementCustomer Value Management2 2、Customer ProfitabilityCustomer Profita

28、bility（CPCP）第16页/共32页Customer Value ManagementCustomer Value Management三三. Customer Asset Management. Customer Asset ManagementCustomer Customer Asset Asset ValueofassetsBrandEquityRelationshipassets第17页/共32页Page 18Customer Value ManagementCustomer Value Management三三. Customer Asset Management. Cust

29、omer Asset ManagementValueofassetsThree factors to influence:Three factors to influence:QualityPriceConvenient第18页/共32页Customer Value ManagementCustomer Value Management三三. Customer Asset Management. Customer Asset ManagementBrandEquityA brand A brand is a name or symbol used to identify the source

30、of a product.is a name or symbol used to identify the source of a product.Brand equity Brand equity is an intangible asset that depends on associations made be the consumer.is an intangible asset that depends on associations made be the consumer.Three factors:Three factors:Brand awareness (Brand fam

31、iliarity)Brand attitude (Brand association)Corporate Ethics第19页/共32页Customer Value ManagementCustomer Value Management三三. Customer Asset Management. Customer Asset ManagementRelationshipassetsRelationship assets between customers and company on behalf of the strength of the relationship.Loyalty rewa

32、rds programsSpecial privileges planningCommunity development planningKnowledge accumulation plan第20页/共32页Customer Value ManagementCustomer Value Management三三. Customer Asset Management. Customer Asset ManagementValue of assetsBrand EquityRelationship 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

33、驰方案Strategictriangle第21页/共32页Customer Value ManagementCustomer Value Management四四. Customer Pyramid Management. Customer Pyramid ManagementPlatinumGoldIronLead第22页/共32页Customer Value ManagementCustomer Value Management四四. Customer Pyramid Management. Customer Pyramid ManagementPlatinum Segment Chara

34、cteristicsPlatinum Segment CharacteristicslTypically, the platinum segment consists of the most loyal customers.Typically, the platinum segment consists of the most loyal customers.lThese customers arent overly concerned with product price.These customers arent overly concerned with product price.lT

35、hese customers are concerned with value and quality of the merchandise the purchaseThese customers are concerned with value and quality of the merchandise the purchaselThey also are the heaviest users of the products.They also are the heaviest users of the products.lThese customers are the most like

36、ly to invest in and try new product.These customers are the most likely to invest in and try new product.第23页/共32页Customer Value ManagementCustomer Value Management四四. Customer Pyramid Management. Customer Pyramid ManagementPlatinum SegmentPlatinum SegmentlMost businesses keep platinum customers by

37、offering incentive programs.Most businesses keep platinum customers by offering incentive programs.Store specific credit cardsStore specific credit cardsDiscounts based on the amount of spendingDiscounts based on the amount of spendingFrequent shopper programsFrequent shopper programsSpecial custome

38、r servicesSpecial customer services第24页/共32页Customer Value ManagementCustomer Value Management四四. Customer Pyramid Management. Customer Pyramid ManagementGold Segment CharacteristicsGold Segment CharacteristicslThe gold segment differs from the Platinum segment because most gold segment customers ar

39、e more price sensitive.The gold segment differs from the Platinum segment because most gold segment customers are more price sensitive.lGold segment customers dont purchase as much as platinum segment customers.Gold segment customers dont purchase as much as platinum segment customers.lGold segment

40、customers arent as loyal to one retailer and will go to competitors if the price is right.Gold segment customers arent as loyal to one retailer and will go to competitors if the price is right.第25页/共32页Customer Value ManagementCustomer Value Management四四. Customer Pyramid Management. Customer Pyrami

41、d ManagementGold SegmentGold SegmentlRetailersthatwouldliketoturngoldsegmentcustomersintoplatinumsegmentcustomershaveacoupleofdifferentoptions.FrequentshopperprogramsReturncustomerdiscountsPricematching第26页/共32页Customer Value ManagementCustomer Value Management四四. Customer Pyramid Management. Custom

42、er Pyramid ManagementIron Segment CharacteristicsIron Segment CharacteristicslIron segment customers most likely are not loyal to any one retail business.Iron segment customers most likely are not loyal to any one retail business.lThese customers are very price conscious and will shop many places to

43、 get the best price.These customers are very price conscious and will shop many places to get the best price.lThese customers are not likely to spend much at any one store.These customers are not likely to spend much at any one store.lIron segment customers dont deserve any special treatment because

44、 of the small amount of business they provide to a single retail business.Iron segment customers dont deserve any special treatment because of the small amount of business they provide to a single retail business.第27页/共32页Customer Value ManagementCustomer Value Management四四. Customer Pyramid Managem

45、ent. Customer Pyramid ManagementIron SegmentIron SegmentlTurninganironsegmentcustomerintoagoldsegmentcustomerisverydifficult.lSomewaysthatmightbeaccomplishedincludethefollowing:PricematchingSalesonspecificmerchandiseAdvertisingComparablemerchandiseatdiscountprices第28页/共32页Customer Value ManagementCustomer Value Management四四. Customer Pyramid Management. Customer Pyramid ManagementLead Segment CharacteristicsLead Segment Characteris