058麦肯锡-CRM行业趋势

0

SA-SU0050-030611-A4

LEADINGTRENDSINCRM

AlejandroPicos,Principal

BusinessTechnologyOfficeLatinAmerica

June13,2003

1

SA-SU0050-030611-A4

THREETOPICSFORTODAY

CRM:Hypevs.reality

Winnersareaddressingthreecoretrends

Keyactionstoaccelerateimpact

SA-SU0050-030611-A4

YEAR2000CRMCHALLENGES…

•Real-timepersonalization

•Limitlesscustomization

•1-to-1relationships

•Immediate,multi-channelinteractions

•Automatedmarketingcampaigns

•EndofBricks-and-Mortar

2

•Recognitionandtailoredofferings

•Boundedflexibility

•Segment-basedmarketing

•24-hourresponsetimes

•Tech-facilitatedmarketing

•Multi-channel(bricksandmortaraliveandwell)

SA-SU0050-030611-A4

…ANDYEAR2003CRMREALITIES

•Real-timepersonalization

•Limitlesscustomization

•1-to-1relationships

•Immediate,multi-channelinteractions

•Automatedmarketingcampaigns

•EndofBricks-and-Mortar

3

Superiiorreturn

Aboveaverage

return

Average

return

Below

average

returnto

shareholder

SA-SU0050-030611-A4

CRMDRIVINGSUPERIORRETURNSFOR

LEADINGFINANCIALPLAYERS

Customer

valuemanagement

•Segmentation•Customer

lifetimevalue•Behavior/

propensity

modeling

Customerexperiencemanagement

•Branchsalesforceautomation

•Websiteexperiencemanagement

•Callcenteroptimization

4

SA-SU0050-030611-A4

WHATSEPARATEDHYPEFROM

REALITY?

Limitedconsumer•Overllyyfocusedontraffiicversusvalue

alignment•Unrealisticexpectationsforbehaviorchange

Largelearningcurve

•Testandlearntakestime

•Fewskiilledresourcestoleadeffort

Overwhelmingamountofdata

•Massiveamountsofchannel/productlogdata

•Complexlinkagestooffllinedatasources

Challengingexecutiion

•Over-investedintech,vs..peopleandprocesses

•Muchmoretimeandresourcesthanplanned

5

6

SA-SU0050-030611-A4

…ATTHESAMETIME,THECRMBARCONTINUESTORISEFORIMPACT

.Expectationsfortailoredinteractionsandcontentmorerealisticandneeded

.Criticaltosecurerelevantcustomerpools

.Limitedfundsfortechnologyspend,particularlyasrecessionconcerncontinueonaglobalbasis

7

Source:McKinseyanalysis

SA-SU0050-030611-A4

ITPROJECTPORTFOLIOBREAKDOWN

Percentofspend,2002(asof11/7)DISGUISEDUSEXAMPLE

44

100

19

16

21%ofITbudgetdeployed

innewfunctionality(CRM, Webandnewproducts)

8

7

New

products

CRM

Internet/OperationsApplicationInfra-

Intranetmainte-structure

nance

Total

8

Source:McKinsey’sproprietaryPFSSurvey(basedonhigh&middleincomegroups)

SA-SU0050-030611-A4

LOCALLY,CUSTOMERSEGMENTSSEEKINGCHANGEAREAMAJORITY…

N=3,198

400

409

504

400

585

400

Percent100%=500

age

46

47

Change45

56

59

64

64

resistors

55

54

53

44

41

36

36

Change

seekers

BrazilColombiaMex.ArgentinaVzla.ChilePeru

SA-SU0050-030611-A4

…ANDLOCALBANKSCONTINUETO

DISPLAYIMPRESSIVEWEBPRESENCE…

December–2002

Numberonlineusers

%oftotalclients

Millions

32,0

31,2

5,0

4,8

4,7

36,2

BankofAmerica(U.S.)*

BancodoBrasil(Brazil)

Bradesco(Brazil)

4,0

3,9

40,0

FirstUnion–Wachovia(U.S.)

37,1

3,6

33,0

33,0

3,3

Barclays(U.K.)

WellsFargo(U.S.)

Meritá(Finland)

2,5

27,5

Itaú(Brazil)**

*Figuresfor1Q03

**Estimate

***Figuresfor3Q02

9

Source:Annualreports;companypresentation;brokerreport;pressclippings

SA-SU0050-030611-A4

WITHSIZABLESEGMENTSSEEKINGA

HOLISTICOFFEREXPERIENCE

Top3reasonsforchoosingspecificproduct-Brazil

Percentofproductholders

Personalloanexample–High&middleincomegroup

Quickturnaroundonloan

approval

24

Competitiveinterestrates

12

Flexiblerepaymentterm

andmethods

Source:McKinsey’sPFSSurvey(basedonhigh&middleincomegroups)

40

10

11

SA-SU0050-030611-A4

THREETOPICSFORTODAY

CRM:Hypevs.

reality

Winnersareaddressingthreecoretrends

Keyactionstoaccelerateimpact

relationshipsandvalue

managecustomer

SA-SU0050-030611-A4

KEYTRENDSOFSUCCESSFULCRM

.Findinnovativewaysto

basedoninteraction

gatherkeysegmentdata

attitudinalprofilesto

.Leverageconsumer

.BuildCRMbymigration

targetedoffersthatdrive

incrementallydelivering

capabilities

resultsandtest

12

relationshipsandvalue

managecustomer

SA-SU0050-030611-A4

KEYTRENDSOFSUCCESSFULCRM

.Findinnovativewaysto

basedoninteraction

gatherkeysegmentdata

attitudinalprofilesto

.Leverageconsumer

.BuildCRMbymigration

targetedoffersthatdrive

incrementallydelivering

capabilities

resultsandtest

13

SA-SU0050-030611-A4

KEYTRENDSOFSUCCESSFULCRM

KeyLevers

UsingCRMtodrivevalue

.Leverageinteractiondata

.

Findinnovativewaystogather

keysegmentdatabasedon

interaction

.Leverageconsumerattitudinal

profiilestomanagecustomer

relationshipandvaluemigration

.BuildCRMbyincrementally

deliveriingtargetedoffersthat

driveresultsandtestcapabilities

14

15

SA-SU0050-030611-A4

GETBETTERDATABYUSINGIT

Gather

Giveback

Needtoexchangevaluewithcustomerstoencouragefurtheropennessandtrust,e.g.

•Channelusage

patterns

•Interactive

configurationtools

•Drivesegment

interactionapproach

andpricing

Gather

SA-SU0050-030611-A4

SEQUENCINGDATACOLLECTION

Financialindustryexample

Buildtrustthroughvalueexchange

•Askabout

additionalinfo

•Extrapolate

relatedevents

Action•Webbrowsing

•Investmentsmadeinthepast

•Sizablebalancetransfer

Example•Customer

inquirieson

funds

Gather

Gather

Giveback

Giveback

Giveback

Action•Makeproductsuggestions

•Refineproductsuggestion

•Interactive

menuof

investments

•Scheduleanspecialist

•Customizeinvestmentpackage

Example•Suggesttool

throughone

clickwindow

16

TARGETEDOFFERS–ONSITE

SA-SU0050-030611-A4

MARKETING

.AmazonGoldboxprovides

targetedcustomeroffersinasequencedandinteractivefashion

.Offerschangeeverytimeandexpire–keepsnoveltyhigh,andallowsforadditionallearning

.Providesopportunitytotestpricesandoffersincontrolledenvironment

17

SA-SU0050-030611-A4

KEYTRENDSOFSUCCESSFULCRM

KeyLevers

UsingCRMtodrivevalue

.Findinnovativewaystogather

keysegmentdatabasedon

interaction

.Rewardloyaltyinresponse

.Leverageconsumerattitudinal

profiilestomanagecustomer

relationshipandvaluemigration

.BuildCRMbyincrementally

deliveriingtargetedoffersthat

driveresultsandtestcapabilities

18

19

SA-SU0050-030611-A4

COMMONPITFALLSOFTHEPASTAREBEINGOVERCOMED

Misunderstandingcustomerattitudesanddiscrectionaryresponse

Focusonmanagingattrition,notmigration

Overrelianceonsatisfactionasmetric

Uniformapplicationoftoolsacrossallcustomers

20

Attitudes

•Emotive•Deliberative•Inertial•Varietyseeking

SA-SU0050-030611-A4

NEWCRMPARADIGMCONSIDERSUNDERLYINGCONSUMERATTITUDES

Customer

loyalty

Economicbehavior

Satisfaction

•Discretionandcontrol

overmigrationbehavior•Valueofrelationshipover

lifetime

•Satisfactionwith

previousprovider

•Satisfactionwith

currentprovider

21

SA-SU0050-030611-A4

SATISFACTIONNOTSUFFICIENTTOEXPLAINMIGRATION

Consumerbank

Downwardmigrationrate

70

60

50

40

30

20

10

0

14%

12%

23%

24%

27%

CompletelySomewhatSomewhatVeryCompletely

dissatisfieddissatisfiedsatisfiedsatisf