MCKINSEYCRM -2

1、SA-SU0050-030611-A4 0 SEGMENT MANAGEMENT TREND - 1 e.g. those that leave or reduce relationship because actively dissatisfied, often by a specific event inertial migrators SA-SU0050-030611-A4 1 ESSENTIAL TO UNDERSTAND ISSUE DRIVERS AND COST OF FIXING Sources of dissatisfaction Understand what drives

2、 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 research SA-SU0050-030611-A4 2 del

3、iberative migrators e.g., frequently re- evaluate decisions, reaffirm/switch to chosen brand based on merits; rational decision-maker SEGMENT MANAGEMENT TREND - 2 SA-SU0050-030611-A4 3 SEGMENT IS MORE COMPLEX, DUE TO DELIBERATION ON SEVERAL DIMENSIONS Product and performance attributes Value Quality

4、 Functional benefits Relationship benefits Value based on personalized service Strong emotional relevance Information sharing that creates value exchange Differentiated loyalty rewards Process benefits Ease of access to product information Broad product selection Simplified/assisted decision making

5、Convenient transactions Automatic product replenishment SA-SU0050-030611-A4 4 SEGMENTING CUSTOMERS WITH DISTINCT BENEFIT PREFERENCES Segment characteristics Percentage of population Process and relationship Function and process Function and relationship Function only Consider brand relationship impo

6、rtant and have high expectations for the standard of customer service Want product features and efficient, effective customer service Want good value and the chance to earn rewards for loyalty Want combination of quality and value 26 33 41 n/a 33 8 22 37 Credit cardsInsurance SA-SU0050-030611-A4 5 I

7、MPLICATIONS FOR BUILDING LOYALTY AMONG THOSE CHOOSING TO GO OR STAY Understand drivers of deliberation Create/package the right set of benefits Address underlying basic issues (e.g., price, product) Build tailored offerings (e.g., CRM, frontline sales execution) Change points of deliberation (e.g.,

8、recognition/ rewards programs, offer/service changes) Communicate the benefit Typically see impact of 20-30% on migration SA-SU0050-030611-A4 6 Key Levers KEY TRENDS OF SUCCESSFUL CRM Rely on existing assets Pilot capabilities incrementally Bifocal build approach How they use CRM to drive value Find

9、 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 SA-SU0050-030611-A4 7 FAVOR A BIFOCAL IMPLEMENTATION

10、 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 pro

11、jects 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 SA-SU0050-030611-A4 8 CRM INITIATIVES LAUNCHED EARLY ON BY RELYING ON EXISTING ASSETS Cross-sel

12、l 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 Example ini

13、tiatives Selective use of existing information is key to implementing CRM initiatives External data sources Internal data sources Account applications Product and client databases Credit bureau information Third-party contact lists Source: Team analysis SA-SU0050-030611-A4 9 ASSESS CRM ASSET REQUIRE

14、MENTS FOR EACH INITIATIVE Example initiativeRequired processEnabling CRM assets Currently available Cross-sell insurance to credit card holders Select random sample of credit card holders Hypothesis about who is most likely to need insurance Select portion of sample most closely fitting profile Desi

15、gn campaign communication Make offer Measure results of pilot Turn into product 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 OLAP reporting tool Campaign ma

16、nagement software SA-SU0050-030611-A4 10 THREE TOPICS FOR TODAY eCRM: Hype vs. reality Key actions to accelerate impact Winners focus on three core areas SA-SU0050-030611-A4 11 KEY ACTIONS TO ACCELERATE IMPACT AND BREAK THROUGH THE CRM WALL” SA-SU0050-030611-A4 12 Engage and convert Prospects into c

17、lients 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 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

18、length of relation- ship Improve collec- tions results Reduce marketing cost/ visitor Attract prospects SA-SU0050-030611-A4 13 WHAT REALLY MATTERS DESIGN “BALANCED” PROGRAMS Customer-centered ideas Truly differentiated offers and experience Mutually valuable interactions Smart channel linkages Progr

19、ams without clear economic ties Pressures to buy the latest software package Focusing on systems instead of people and ideas Focus on . . . . . and balance against SA-SU0050-030611-A4 14 Produce standardized measurement and analysis Collect customer and prospect information Analyze information and f

20、ormulate hypotheses Design and develop challenger campaigns Structure test matrix Execute campaign and report 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 an

21、d consumer needs WHAT REALLY MATTERS ITERATION Marketing, testing, and development process SA-SU0050-030611-A4 15 WHAT REALLY MATTERS INVESTING INCREMENTALLY TO WIN Typical CRM installation cost structure Indexed per dollar of software license 1,0 4.0-9.5 0.5-1.0 0-0.5 0-1.03.5-7.0 0.5-1.0 0-1.0 2.0

22、-4.0 Software license Systems integra- tion Business design Internal costs Total tech- nology costs Oppor- tunity costs Organi- zation redesign Change manage- ment Total costs Process-related costs 2.5 to 6 times software costs Organization-related costs 0.5 to 2.5 times software costs Focus on an i

23、ncremental build path SA-SU0050-030611-A4 16 LEADING TRENDS IN CRM June 13, 2003 Alejandro Picos, Principal Business Technology Office Latin America SA-SU0050-030611-A4 17 Anexos SA-SU0050-030611-A4 18 Integrated touch-points Shared data access for all CRM campaigns one consistent source of data and

24、 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 Prospecting Selling and cross-selling ServicingRetaining Customer touch-

25、points Call center VRUInternetMail CRM Execution 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 summa

26、rization Access tools Business rules Replication 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 “IDEA

27、L” AND GENERIC CRM SYSTEMS ARCHITECTURE SA-SU0050-030611-A4 19 SEGMENTATION APPEARS WHEN ANALIZING CUSTOMER PREFERENCES 21% 34% 24% 21% Switchers N = 3198; percent Most sophisticated banking customers Not satisfied with current financial institution Most likely to switch banks Leverage aspirants Lik

28、e 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 fewer financial institutions Prefer local

29、 banks Adverse to borrowing Tend to make family- centric financial decisions Concern about retirement Not keen about internet Change resistor Change seeker Source: McKinsey Proprietary PFS Survey, McKinsey analysis SA-SU0050-030611-A4 20 We continue to invest millions in our database and customer technology, but are really struggling to take advantage of it Even though we are considered one of the strongest players in our industry, we have some big gaps . . . We