CRM的垂直应用RMppt课件

1、Building a Business Case forCRMquaero 2019 Quaero LLC Naras V. Eechambadi, PhDCEO704.414.2183narasquaeroCRM projects are being eliminated from the corporate agendaCorporate VenturingMarket DisruptionAnalysisReal Options AnalysisCustomer RelationshipManagementReengineeringActivity-BasedManagementEigh

2、teen percent of respondents abandoned their CRM project last yearPercentage of Companies Abandoning Project/ ToolsProject Abandonment RatesSurvey of 450 Senior Executives, 2000423915171832Source: Bain and Company, Management Tools 2019Building a comprehensive case for CRM CRM is Critical to Business

3、 Success Context Determines Business Case Key Elements of a Business Case Barriers to Success Are Daunting Results Are Worth It quaero 2019 Quaero LLC Customer Relationship Management (CRM) Building BlocksSystematic use of information database of customer information from every interaction analysis

4、of past customer behavior to predict future behavior ability to match offers to customers continuous re-evaluation of offer, transaction and customer over timeTo attract and keep customers Next best offer/message Cost-effective acquisition Retention efforts focused on at-risk and most profitable cus

5、tomers Shared information across channels to create consistent communicationsThrough on-going dialog Internet allows for real-time responses and 1:1 dialog Listening creates sense of intimacy with the customer Predictive models enable customized offers and messagesTo create long-lasting, mutually be

6、neficial relationships measure success by customers, not transactions continually re-evaluate, re-assess, upgrade customer relationships profile best customers for acquisition efforts“Anticipating needs is the holy grail of loyalty marketing.” The Value of Information, Melody Vargas quaero 2019 Quae

7、ro LLC CRM Spaceu Operational CRM Call Center Direct Mail EPOS E-CommerceWEB BehavioralModeling CallBehavior Analysis CampaignManagement CustomerValuation Segmentationand Profiling NeedsAnalysis ProfitabilityAnalysis WebIntelligence SalesAnalysis Analytic CRM Sales ForceAutomationCustomerServicequae

8、ro 2019 Quaero LLC A Customer Conversation is Critical With the rise of the Internet - and customersincreased options - the point of sale explodes into four unique steps:Point ofinfluencePoint ofdecisionPoint ofexecutionPoint ofserviceBenefits to customer Greater efficiency Relevant offers Proactive

9、 serviceBenefits to company Measurable processes Improved customer loyalty Increased profitsInformedContinuousProactiveSource: Forrester Research, Inc.quaeroBuilding a comprehensive case for CRM CRM is Critical to Business Success Context Determines Business Case Key Elements of a Business Case Barr

10、iers to Success Are Daunting Results Are Worth It quaero 2019 Quaero LLC Context Determines Business Case Current level of development Preparedness for CRM Big Bang vs. small increments Risk-Reward scenariosquaero 2019 Quaero LLC Levels of CRM development/readinessKey IndicatorsImmediate Next StepsL

11、evelHighly silo-orientedAd Hoc marketing/sales processesHigh variance in performance1: Ad HocIncrease individual productivityBegin to define processesCrawlGood communicationPoor CoordinationNo enterprise customer viewSilos may have sophisticated processesEmphasize past experience/ proven best practi

12、ce2: BasicCoordinated processesIncentive changesDiffuse tools across product silos/channelsImprove channel / divisionlevel processesWalkCRM processes embeddedEnterprise Customer View exists.Linkages between systems weak3: AdvancedPut in enterprise tools /processesTraining to leverage existing proces

13、ses and toolsCustomer focused incentivesRunSophisticated CRM SystemsClean, accessible customer informationStrong linkages across all systems4: StreamlinedOptimize value through constant learningContinuous analysis of key customer metricsFine-tune incentive systems, organizational dynamicsSprintquaer

14、o 2019 Quaero LLC Measures of CRM readiness“ Do you have permanent cross-functional teams?”“ Do you have a VP-level person responsiblefor the overall customer experience? ”“ How much do you cooperatewith other functions? ”“ How much do you cooperatewith other divisions? ”LittleSomeA lotDon t know25%

15、10%58%7%LittleSomeA lotDon t knowNone15%27%23%25%10%YesNoDon t know45%38%17%YesNoDon t know 47%43%10%Percent of 60 Global 2,500 companies interviewedSource: Forrester Research, Inc.quaeroPreparedness for CRM Who is the champion? Information Intensity of organization Organizational Dynamics Structure

16、 Incentives Marketing, Sales, Service, IT interaction IT sophistication DSS Operationalquaero 2019 Quaero LLC Big Bang vs. Small IncrementsHigh Level Executive SponsorshipLevel 3 or 4 companyHigh information intensityFluid organization with customer, focused or enterprise level incentivesSophisticat

17、ed IT organization with client service orientationDivisional, channel leadershipLevel 1 or 2 companyLow information intensitySilo base organizations with product, volume incentivesStretched IT department leading the wayBig BangSmall Incrementsquaero 2019 Quaero LLC Companies CRM Initiatives Vary Wid

18、ely“How are you going about rolling out the project? ”Percent of 40 companies interviewedDont knowNoneSynchronize dataDivision by divisionOne major projectSmall pieces45.0%22.5%12.5%5.0%2.5%12.5%Don t know5.0%Ongoing32.5%1 year27.5%1 year35.0%“How long do you expect the projectto take? ”Percent of 4

19、0 companies interviewedSource: Forrester Research, Inc.quaeroBuilding a comprehensive case for CRM CRM is Critical to Business Success Context Determines Business Case Key Elements of a Business Case Barriers to Success Are Daunting Results Are Worth It quaero 2019 Quaero LLC Key elements of the Bus

20、iness CaseSources of incremental RevenueReductions in CostsHigher ProfitabilityReal but intangible benefitsSustainable Competitive AdvantageIncremental CostsOpportunity CostsExecution RisksBarriers to SuccessROI+-quaero 2019 Quaero LLC The Customer is KingImproveCustomerSatisfactionReduce Cost ofSer

21、vices Increase Salesand Revenues Acquire NewCustomersReduce Costsof SalesReduce HeadCountPercentage of Respondents Companies invest in CRM primarily to boost customer satisfactionCRM Objectives Survey of 100 Companies Implementing CRM, March 201978%71%59%57%52%50%Source: AMR Research Report, Electro

22、nicCommerce News, 16 April 2019Sources of Incremental Revenue Higher revenues per customer through better product mix cross sell higher value-based pricing Longer stream of revenues due to higher retention Acquisition of new customer through word of mouthIDC shows CRM projects yielding 8% incrementa

23、l revenues in year 1 with a target of 16% within 2 years for large projects (average investment $3.1 million).2019 Insight Technology Group Study saw revenue increases of up to 42%quaero 2019 Quaero LLC Increase Profits $118 million in x yearsMillions of Dollars$32$30$8$48$118AddNewCustomersIncrease

24、ClosureRateIncreaseRetentionDecreaseLosses fromUnprofitableCustomersSub-totalFromCurrentCustomersTotalCurrent Customers* Before project costs$86quaero 2019 Quaero LLC Summary of Business Needs by Business UnitMost businesses identified prospecting as the top priority, but retention and channel manag

25、ement were critical for some areas.Areas to ImproveCustomer Profitability(by business unit)Retention(customers lost we should have kept)Target Prospecting(internal within company)Target Prospecting(external non-company)Channel Management(lower product delivery cost)Business Unit ABusiness Unit BBusi

26、ness Unit CBusiness Unit DBusiness Unit EBusiness Unit FCapabilities limited by current infrastructureHighModerateLowImpactquaero 2019 Quaero LLC Reduction in Costs Lower acquisition costs Improved response time to customer requests for information Reduced cost of buying product / service Efficient

27、processes with less re-work 2019 Insight Technology Group research indicated that for the successful few (21% of CRM projects which met all expectations) Sales costs decreased by 35% Sell cycle length reduced by 25% Margin improvements of 2%quaero 2019 Quaero LLC Increased Profitability of Household

28、sMillions of Dollars-$75.9-$53.5-$72.8-$60.2-$262.4$66.7$134.9$193.0$218.0$433.0$783.0Range of Annual Household Profitability% of Customer Base$1000Total26.738.927.43.6100quaero 2019 Quaero LLC Five Star vs. Average Product Ownership1.0%2.9%23.4%16.5%6.2%14.4%4.4%7.2%4.5%2.1%10.0%

29、7.3%0.8%2.3%26.4%16.0%6.2%19.1%2.0%6.3%4.9%2.0%7.7%6.3%ABCDEFGHDJKLFive Star CustomersOverall BaseFive Star Five Star AverageAverage Tenure 12 years 7 yearsAverage Portfolio Balances $59,000 $30,000Average Number of Accounts 3.2 Accounts 2.2 AccountsNumber of Services per Five Star Household1-Servic

30、e 29% 6+ Services 5%5-Services 7%4-Services 14%3-Services 21%2-Services 24%quaero 2019 Quaero LLC Whats Wrong with this Relationship?10th Decile HouseholdsNegative SpreadCredit Card23%Inactive Low Balance30%Inactive High Cross-Sell9%Negative Spread Mortgage3%Undefined 9%High Transactions High Cross-

31、Sell9%High Transactions Moderate Cross-Sell17%quaero 2019 Quaero LLC Impact of Churn Reduction05001,0001,5002,0002,5003,0003,500JanFebMarAprMayJunJulAugSepOctNovDecThousands of Subscribers8% attrition5% attritionAnnual revenue differential = $122 millionIncremental CostsHardware (one time + upgrades

32、)Software (one time + maintenance)Consulting, Development, Systems Integration (internal, external)Hiring, training & retention of skilled usersProgram costsRollout, orientation for enterprisequaero 2019 Quaero LLC 2019 Quaero LLC Key Elements of a Business Case (+)Real but intangible benefitsIm

33、proved ability to respond to marketplace changesIncreased customer satisfaction (Insight research saw increase of 20%)Immediate access to order statusSustainable Competitive AdvantageCRM is hard to do enterprise wideProvides barrier to entry hard to replicateLoyal franchise reaps long term rewardsqu

34、aero 2019 Quaero LLC SessionDataOperationalKnowledgeChannelDataWarehouseCampaign ManagementData MiningCampaignAnalysisBusinessIntelligenceReportingApplication ServerTransaction Database ServerMarketing Contact Rules ServerMarketing Database ServerScores, Rulesand ProfilesThe “New” Marketing Infrastr

35、uctureLegacy SystemsChannel Specific Content Serversquaero 2019 Quaero LLC Marketing - Technology IntegrationWEB LOGCollectionChurn Mgmt&Campaign TrackingData StoreInbound Call CenterWEB CHANNELIVRCustomerActivationsAirtime PurchasesActivationsTech SupportAirtime PurchasesActivationsCustomerData

36、 WarehouseIncorporates P&LMetricsClarifyContactListModeling ScoresCleansed Contact InfoSegmentationsDeact datetriggersOutbound CallingDeactivationWelcome PkgDirect MailWin BackPreferred CustomerDeactivationsPromotionsResponse DataChurn MgmtData StoreRebateInformationProvides Feeds toCustomer DW

37、& DrivesData Mining ModelsDemographicsStandardizedContact InfoCASS, TelematchReporting & AnalysisSystemRedemptionsIntelligent Program High-Level Technical ProcessDaily Reminder E-Mails aresent to those customers whoare deactivating in Xamount of daysTo unsubscribe, Customersends an to addres

38、sUnsubscribeTracFONE.TracFONE ExchangeServerccfln1 -CharlotteBased HP-ServerMessage is Auto-forwardedfrom the TracFone Exchange(mail) Server to ccfln1viaMessage RuleSAS matches theOriginating Address with an ESNESNs on theUnsubscribe List arescrubbed from theDaily ListCustomers ClientE-Mails in the

39、UNIXenvironment areaccessible by SASwhich reads them inand obtains theoriginating address.The ESN is appendedto the UnsubscribeListClient Exchange ServerMessage is Auto-forwarded from the client Exchange (Mail) Server to ccfln1via Message RuleKey Elements of a Business Case (-)Opportunity CostsCompe

40、tition could lock up customer baseHigher acquisition costsSelf selecting “bad” customers can devastate economiesExecution RisksTechnology incompatibilityPoor business requirements definitionPoor training / rolloutWeak sponsorship / lack of sustained supportLack of linkages to business and market str

41、ategiesBarriers to SuccessPoor user developer interfaceOrganizational misalignmentDysfunctional incentivesLack of clear customer championquaero 2019 Quaero LLC Building a comprehensive case for CRM CRM is Critical to Business Success Context Determines Business Case Key Elements of a Business Case B

42、arriers to Success Are Daunting Results Are Worth It quaero 2019 Quaero LLC Barriers to Success Are DauntingTrue CRM requires a multi-channel interface, but customers often encounter a fragmented experienceCompanies interact with customers inconsistently across channelsCustomers want a consistent hi

43、gh-qualityexperienceFact: Only 48% of firms know about a problem before a customer doesFact: Only 43% alter service based on a customer s profitabilityFact: Only 42% would sell something during a service callFact: Only 37% know if they share a customerwith another divisionFact: Only 20% know if a cu

44、stomer has visited the Web siteFact: Only 23% of telephone agents can see customers Web activityPercentage of 60 Global 2,500 companiesquaeroSource: Forrester Research, Inc.Barriers to SuccessPercent of 50 interviewees from 25 large companies who handle either traditional or on-line channelsCritical

45、44%Very important 48%Not at all important2%Somewhat important6%“How important is a single, integrated view of the customer across your company?”Somewhat10%Not really52%Not at all36%Yes2%Probably40%Unlikely22%Yes38%Now2019“Do you have a single, integrated view of the customer today? Will you in two years?”Source: Forrester Research, Inc.Companies want, but dont have a single customer view