关于引入CRM的比较全面的背景技术效益分析报告ppt课件.ppt

BuildingaBusinessCasefor CRM 2001QuaeroLLC CRMprojectsarebeingeliminatedfromthecorporateagenda EighteenpercentofrespondentsabandonedtheirCRMprojectlastyear PercentageofCompaniesAbandoningProject Tools ProjectAbandonmentRatesSurveyof450SeniorExecutives 2000 42 39 15 17 18 32 Source BainandCompany ManagementTools2001 BuildingacomprehensivecaseforCRM CRMisCriticaltoBusinessSuccessContextDeterminesBusinessCaseKeyElementsofaBusinessCaseBarrierstoSuccessAreDauntingResultsAreWorthIt 2001QuaeroLLC CustomerRelationshipManagement CRM BuildingBlocks Systematicuseofinformationdatabaseofcustomerinformationfromeveryinteractionanalysisofpastcustomerbehaviortopredictfuturebehaviorabilitytomatchofferstocustomerscontinuousre evaluationofoffer transactionandcustomerovertime ToattractandkeepcustomersNextbestoffer messageCost effectiveacquisitionRetentioneffortsfocusedonat riskandmostprofitablecustomersSharedinformationacrosschannelstocreateconsistentcommunications Throughon goingdialogInternetallowsforreal timeresponsesand1 1dialogListeningcreatessenseofintimacywiththecustomerPredictivemodelsenablecustomizedoffersandmessages Tocreatelong lasting mutuallybeneficialrelationshipsmeasuresuccessbycustomers nottransactionscontinuallyre evaluate re assess upgradecustomerrelationshipsprofilebestcustomersforacquisitionefforts Anticipatingneedsistheholygrailofloyaltymarketing TheValueofInformation MelodyVargas 2001QuaeroLLC CRMSpace u CallCenter DirectMail EPOS E CommerceWEB BehavioralModeling CallBehaviorAnalysis CampaignManagement CustomerValuation SegmentationandProfiling NeedsAnalysis ProfitabilityAnalysis WebIntelligence SalesAnalysis SalesForceAutomation CustomerService 2001QuaeroLLC E mail ACustomerConversationisCritical Source ForresterResearch Inc BuildingacomprehensivecaseforCRM CRMisCriticaltoBusinessSuccessContextDeterminesBusinessCaseKeyElementsofaBusinessCaseBarrierstoSuccessAreDauntingResultsAreWorthIt 2001QuaeroLLC ContextDeterminesBusinessCase CurrentlevelofdevelopmentPreparednessforCRMBigBangvs smallincrementsRisk Rewardscenarios 2001QuaeroLLC LevelsofCRMdevelopment readiness KeyIndicators ImmediateNextSteps Level 2001QuaeroLLC MeasuresofCRMreadiness Doyouhavepermanentcross functionalteams DoyouhaveaVP levelpersonresponsible fortheoverallcustomerexperience Howmuchdoyoucooperate withotherfunctions Howmuchdoyoucooperate withotherdivisions Little Some Alot Don tknow 25 10 58 7 Little Some Alot Don tknow None 15 27 23 25 10 Yes No Don tknow 45 38 17 Yes No Don tknow 47 43 10 Percentof60Global2 500companiesinterviewed Source ForresterResearch Inc PreparednessforCRM Whoisthechampion InformationIntensityoforganizationOrganizationalDynamicsStructureIncentivesMarketing Sales Service ITinteractionITsophisticationDSSOperational 2001QuaeroLLC BigBangvs SmallIncrements HighLevelExecutiveSponsorshipLevel3or4companyHighinformationintensityFluidorganizationwithcustomer focusedorenterpriselevelincentivesSophisticatedITorganizationwithclientserviceorientation Divisional channelleadershipLevel1or2companyLowinformationintensitySilobaseorganizationswithproduct volumeincentivesStretchedITdepartmentleadingtheway BigBang SmallIncrements 2001QuaeroLLC Companies CRMInitiativesVaryWidely Howareyougoingaboutrolling outtheproject Percentof40companiesinterviewed None Synchronizedata Divisionbydivision Onemajorproject Smallpieces 45 0 22 5 12 5 5 0 2 5 12 5 Howlongdoyouexpecttheproject totake Percentof40companiesinterviewed Source ForresterResearch Inc BuildingacomprehensivecaseforCRM CRMisCriticaltoBusinessSuccessContextDeterminesBusinessCaseKeyElementsofaBusinessCaseBarrierstoSuccessAreDauntingResultsAreWorthIt 2001QuaeroLLC KeyelementsoftheBusinessCase SourcesofincrementalRevenueReductionsinCostsHigherProfitabilityRealbutintangiblebenefitsSustainableCompetitiveAdvantage IncrementalCostsOpportunityCostsExecutionRisksBarrierstoSuccess ROI 2001QuaeroLLC TheCustomerisKing CompaniesinvestinCRMprimarilytoboostcustomersatisfaction CRMObjectivesSurveyof100CompaniesImplementingCRM March2001 78 71 59 57 52 50 Source AMRResearchReport ElectronicCommerceNews 16April2001 SourcesofIncrementalRevenue Higherrevenuespercustomerthroughbetterproductmixcrosssellhighervalue basedpricingLongerstreamofrevenuesduetohigherretentionAcquisitionofnewcustomerthroughwordofmouthIDCshowsCRMprojectsyielding8 incrementalrevenuesinyear1withatargetof16 within2yearsforlargeprojects averageinvestment 3 1million 1998InsightTechnologyGroupStudysawrevenueincreasesofupto42 2001QuaeroLLC IncreaseProfits 118millioninxyears MillionsofDollars AddNewCustomers IncreaseClosureRate IncreaseRetention DecreaseLossesfromUnprofitableCustomers Sub totalFromCurrentCustomers Total Beforeprojectcosts 2001QuaeroLLC SummaryofBusinessNeedsbyBusinessUnitMostbusinessesidentifiedprospectingasthetoppriority butretentionandchannelmanagementwerecriticalforsomeareas Capabilitieslimitedbycurrentinfrastructure High Moderate Low Impact 2001QuaeroLLC ReductioninCosts LoweracquisitioncostsImprovedresponsetimetocustomerrequestsforinformationReducedcostofbuyingproduct serviceEfficientprocesseswithlessre work1998InsightTechnologyGroupresearchindicatedthatforthesuccessfulfew 21 ofCRMprojectswhichmetallexpectations Salescostsdecreasedby35 Sellcyclelengthreducedby25 Marginimprovementsof2 2001QuaeroLLC IncreasedProfitabilityofHouseholds MillionsofDollars 75 9 53 5 72 8 60 2 262 4 66 7 134 9 193 0 218 0 433 0 783 0 RangeofAnnualHouseholdProfitability ofCustomerBase 500 250 500 100 250 0 100 Subtotal 0 100 100 250 250 500 500 1000 1000 Total 1 3 8 2 8 2 26 7 38 9 27 4 14 2 9 5 5 5 3 6 100 2001QuaeroLLC FiveStarCustomers FiveStarAverageAverageTenure12years7yearsAveragePortfolioBalances 59 000 30 000AverageNumberofAccounts3 2Accounts2 2Accounts NumberofServicesperFiveStar Household 1 Service29 6 Services5 5 Services7 4 Services14 3 Services21 2 Services24 2001QuaeroLLC What sWrongwiththisRelationship 2001QuaeroLLC ImpactofChurnReduction Annualrevenuedifferential 122million IncrementalCosts Hardware onetime upgrades Software onetime maintenance Consulting Development SystemsIntegration internal external Hiring training retentionofskilledusersProgramcostsRollout orientationforenterprise 2001QuaeroLLC 2001QuaeroLLC KeyElementsofaBusinessCase RealbutintangiblebenefitsImprovedabilitytorespondtomarketplacechangesIncreasedcustomersatisfaction Insightresearchsawincreaseof20 ImmediateaccesstoorderstatusSustainableCompetitiveAdvantageCRMishardtodo enterprisewideProvidesbarriertoentry hardtoreplicateLoyalfranchisereapslongtermrewards 2001QuaeroLLC SessionData Operational Knowledge Channel DataWarehouse CampaignManagement DataMining CampaignAnalysis BusinessIntelligenceReporting ApplicationServer TransactionDatabaseServer MarketingContactRulesServer MarketingDatabaseServer Scores RulesandProfiles The New MarketingInfrastructure LegacySystems ChannelSpecificContentServers 2001QuaeroLLC Marketing TechnologyIntegration WEBLOG Collection ChurnMgmt CampaignTracking DataStore InboundCallCenter WEBCHANNEL IVR Customer Activations AirtimePurchases Activations TechSupport AirtimePurchases Activations Customer DataWarehouse IncorporatesP L Metrics Clarify Contact List ModelingScores CleansedContactInfo Segmentations Deactdate triggers OutboundCalling Deactivation WelcomePkg DirectMail WinBack PreferredCustomer E Mail Deactivations Promotions ResponseData ChurnMgmt DataStore Rebate Information ProvidesFeedsto CustomerDW Drives DataMiningModels Demographics Standardized ContactInfo CASS Telematch Reporting Analysis System Redemptions IntelligentE MailProgramHigh LevelTechnicalProcess KeyElementsofaBusinessCase OpportunityCostsCompetitioncouldlockupcustomerbaseHigheracquisitioncostsSelfselecting bad customerscandevastateeconomiesExecutionRisksTechnologyincompatibilityPoorbusinessrequirementsdefinitionPoortraining rolloutWeaksponsorship lackofsustainedsupportLackoflinkagestobusinessandmarketstrategiesBarrierstoSuccessPooruser developerinterfaceOrganizationalmisalignmentDysfunctionalincentivesLackofclearcustomerchampion 2001QuaeroLLC BuildingacomprehensivecaseforCRM CRMisCriticaltoBusinessSuccessContextDeterminesBusinessCaseKeyElementsofaBusinessCaseBarrierstoSuccessAreDauntingResultsAreWorthIt 2001QuaeroLLC BarrierstoSuccessAreDaunting TrueCRMrequiresamulti channelinterface butcustomersoftenencounterafragmentedexperience Companiesinteractwith customersinconsistently acrosschannels Customerswanta consistenthigh quality experience Fact Only48 offirms knowaboutaproblembefore acustomerdoes Fact Only43 alter servicebasedona customer sprofitability Fact Only42 would sellsomethingduringa servicecall Fact Only37 knowif theyshareacustomer withanotherdivision Fact Only20 knowif acustomerhasvisited theWebsite Fact Only23 oftelephone agentscanseecustomers Webactivity Percentageof60Global2 500companies Source ForresterResearch Inc BarrierstoSuccess Percentof50intervieweesfrom25largecompanieswhohandleeithertraditionaloron linechannels Source ForresterResearch Inc Companieswant butdon thaveasinglecustomerview ThemajorphasesofCRMexecutionaretough Extracting synchronizinganddeliveringdataAligningpeopleandprocessesOptimizationthroughlearningandrefining 2001QuaeroLLC Ifyoucangetsomebodytoshopwithyouinmultiplechannels theywillspendmoremoneythaniftheyjustshopinonechannel JonathanBulke