凯捷咨询为英国石油大数据客户忠诚度及客户全流程体验项目交付材料之四_4. Leading Practices Market Scan

1、Leading practices market scan Segmentation and Customer Experience January 20112The objective of this pack is to provide BP with Market Scan Leading Practices on Customer Segmentation and Customer Experience in loyalty programTo provide BP Business with detail on leading Segmentation and Customer Ex

2、perience practicesTo provide examples to help BP explore key options to segment its Small Business CustomersTo provide research that leads to the generation of insights to BP for an aspirational customer experience for BP Plus Small Business Customers The pack presents the Market Scan Leading Best P

3、ractices on Customer Segmentation and Customer ExperienceIt includes: Customer Segmentation:Summary of segmentation approachesDetail of the frameworks used for the segmentationCustomer Experience in Loyalty Program: The description of the Leading PracticeThe context of the practice (Step in the cust

4、omer journey, sector, B2B/B2C,)The expected benefitsObjective of the packContent of the packMethodology The research has been conducted:Cross-industries (Energy and Utilities sector, Financial Services, Telecoms providers,.)WorldwideUsing different sources:Capgemini global knowledge repositoryCompan

5、y releases (company website, leaflet, advertising,)External Researches and Analyst views 3Content Customer Segmentation Market Scan Leading Practices Customer Experience in Loyalty programsMarket Scan Leading Practices4Cases on Customer Segmentation (1/2) Dell, BASF, Unilever, Castrol and Synthes ha

6、ve segmented their business customers according to value, needs, attitudes and behavioral criteriaSegmentation criteria Description of segmentation CompanyValue and Behaviour based criteriaCastrol - Global leader in lubricants Value proposition for each tier of the market segmentSegmented its busine

7、ss customers based on their attitudes with three tiers in each market segment, with primary target being production conscious; secondary being cost conscious and least desirable on price conscious customersNeeds and value based criteriaDell Technology -Leading IT service provider Value proposition b

8、ased on multi-channel supply chain capabilitiesSegmenting customer based on product-based requirements and cost efficiencySegmented its customer requirements to create a portfolio of supply chain capabilities providing multiple offerings based on cost efficiency, speed to customers, choice of featur

9、es and personalisationValue based criteriaBASF - Leading chemicals and agribusiness companyCustomer-focused B2B e-connectivity to conduct their e-business activitiesSegmenting customers based on optimisation and value generationSegmented its customers (key account global/regional, small direct custo

10、mers and middle segment) focusing on e-business portals, targeted at optimisation and integration of total supply chainBehaviour based criteriaSynthes Medical deviceValue proposition to detect the special needs of each customer tierSegmentation according to customer behaviour and their buying practi

11、cesSegmented its business customer tier by different buyer groups (low volume local hospital, mass market) and different behavioral patterns (opinion leaders, non-users and young high potential)Value and portfolio based Unilever de Mexico -Leading FMCG manufacturer Trade customer segmentation for di

12、fferent business channelsSegmentation according to channels and value optimisationTrade customer segmentation for different channels, modern trade, traditional trade, wholesale trade and government trade with identification of key segment interactions, identification of services to offer each segmen

13、tSourceCastrol, website Case study for supply chain leaders :Dell, Gartner, Nov 2010Case study : Electronic BASF, The European e-business Market watchSynthes, websiteUnilever de Mexico, website 5Some Telcos and an energy company have segmented their business custo

14、mers according to needs, demographics, attitudes and behavioral criteriaNeeds and Behaviour based criteriaWireless provider - TelcoSegmenting customer based on product-based requirementsSegmented its business customers based on their product requirements resulting in 5 segmentsDemographic and attitu

15、de based criteriaFrance Telecom-Orange - TelcoValue proposition based on the openness to new technologies to identify high-valued customersSegmenting customer based on life stage and openness to new technologiesTwo segmentation using the same model : household segmentation and individual segmentatio

16、n. The segmentation is based on the openness to new technologies to identify high-valued customers taking into account their life stage Demographic and attitude based criteriaEnergy companyValue proposition based on thecustomer attitudes/behaviour and his life stage when buying a productSegmenting c

17、ustomer based on life stage and attitudesSegmented its customers based on their customers behaviours/attitudes and his life stage when buying a product. The energy company takes into account 3 major criteria when buying a product: innovation, engagement sustainability and transparency of the pricing

18、 and 4 life stage steps.Value and Behaviour based criteriaA FS company Financial ServicesValue proposition to attract/retain the high-valued customersSegmentation according to the behaviour (share of wallet) and customer value (total spent) Segmented its business customer based on how much customers

19、 spend overall and with the company enables to detect the high-valued customers segments and to focus attention on themSegmentation criteria Description of segmentation CompanySourceCapgeminiCapgeminiCapgeminiCapgeminiCases on Customer Segmentation (2/2) Value based criteriaUtility companySegmented

20、its business customers based on their value (difficulty of access and drop size) and their industry enables to detect high-valued customersNeeds based criteriaTelco leaderThe segmentation is based on the needs of the client taking into account the criticality of the Telco solution and the connectivi

21、ty and mobility required; and a firma-graphic criteria (client industry)CapgeminiCapgemini6These customers are eager to receive support that will enhance their productivity and promote higher salesThese customers are eager to receive support that will reduce their costsThese customers are concerned

22、about total costs , however new production does not yield higher salesThese customers purchase from the supplier who offers the lowest priceCastrol segmented its business customers based on Value and BehaviourValueProductivity consciousNote : Primary High spend; Secondary Medium spend ; Least Low sp

23、endSource: Castrol, websiteBehaviourCost consciousPrice consciousPrimarySecondaryLeast desirable7Dell segmented its business customers to create a portfolio of supply chain capabilities depending on value and the varying needs of the customersLean cultureNote : Dell designed its supply c

24、hain based on a mix of cost optimisation, product choices and delivery speed that customers value Source: Case study for supply chain leaders :Dell, Gartner, Nov 2010Needs/RequirementsSupply chain agilityCost optimisationCustomisationProduct choicesChannel preferencesValueIntegrated lean techniques

25、to look across work streams, with 4-5 value streams ,ensuring the customer needs were being metSegmentation is enabled by cost-to serve method (CTS) to dynamically allocate costs to business decisions, driving agilityRealised nearly USD 1.5 b of operational cost reductionsLean methodologies to maint

26、ain a focus according to the changing customer preferencesDell created end-end model in which multiple capabilities are arranged in unique configurations to satisfy specific needsSegmented supply chain based on the various product options8BASF segmented its business customers by seamless integration

27、 of its regional portals for various product categories, thus delivering cost efficiency Key Account Global/regionalSource: Case study : Electronic BASF, The European e-business Market watch Product usage/portfolioMiddle segmentCost optimisationCustomisationIncreased ordersSmall direct customersCust

28、omers realised larger volume and increased sales with their e-business channelsCustomers realised average sales with their e-business channelsCustomers had high level of personalisation featuresCustomers have low level of personalisationCustomers had a higher eConnectivity integration process for or

29、der management and e-reporting of ordersCustomers had an average order entry process and integration processCustomers had a low connectivity for integration processesValue9Synthes segmented its business customers based on behavioural patterns / buying practices triggering higher volumes and turnover

30、Note : Volume Customers who use more implants and medical devices Source: Synthes, website Behaviour and buying practicesNon-usersVolumesTurnoverMass marketLocal hospitalCustomers in this segment are mostly bond to competition and use higher volume of implants Customers are mostly large

31、public hospitals and they use higher volume of implantsCustomers are mostly community hospitals using standard products and they use low volume of implantsCustomers in this segment make high turnover and have broad range of proceduresValue10Unilever de Mexico segmented its business customers based o

32、n the trade channels generating cost savings and increased ordersModern TradeNote : *Modern trade MT1 large local chains, WT Wholesale trade (biggest players), TT Traditional Trade Source: Unilever de Mexico, website ChannelsTraditional tradeCost efficiencyIncreased ordersIncreased loyal

33、tyWholesale tradeGovernment storesCustomers in the MT1 segment experienced low economies of scale Operating costs in TT segment are lower than MT but customers experienced a higher product purchase costsWT customer segment had a shrinking sales and marginsCustomers experienced cost savings due to su

34、pply chain improvementsIncreased order flow coming from large retail chains (MT) and government stores in its territoryIdentified its most valuable customers through brand loyalty programsIdentified its most valuable customers through brand loyalty programsValue11A leading Telco company segmented it

35、s customers based on needs and behaviourNeedsBehaviourInformationOrganisationSocial InteractionEntertainmentSafety/SecurityMobilityConvenienceContactabilityRecognitionInnovationCommunicationFeature SegmentSocialite SegmentPrice-Conscious SegmentBasic SegmentBusiness SegmentMajor wireless need12Franc

36、e Telecom-Orange segmented its customers based on demographic criteria and openness to new technologiesDemographicLow Openness to new technologiesAttitudeMediumOpenness to new technologiesHighOpenness to new technologiesOld couple singleFamily with teensHH with young childrenTraditional SeniorTrendy

37、 SeniorTeen pressured familiesBasic OutdoorBudget focusedPower TechiesYoung HHReceptive Single HHYoung couplesYoung singlesNote : FranceTelecom-Orange applied the same segmentation model to design its Individual Segmentation Household Segmentation13An Energy company segmented its customers based on

38、their customers behaviours when buying a productAttitudeUp to 30DemographicTransparent pricingSocial SurferMc ShopperSmart IdealistNeo EnvironmentalistFair Energy-ExpertHome Country Affiliated SaverSustainable engagement + Transparent pricingInnovative service + Sustainable engagement + Transparent

39、pricing30-4545-60Over 6014A Financial Services company segmented its customers based on what customers spend and their attractiveness to the company ValueLow total spentBehaviour Bad customers:Overall low spendStrategy:Avoid/fire them!Someones else good customers:High share of wallet to others; over

40、all high spendStrategy:Entice/capture themSomewhat good customers:Split share of wallet; overall high spendStrategy:Gain more of their spendVery good customers:High share of wallet; overall high spendStrategy:Keep/find more of them!High total spentHigh share of walletLow share of wallet15A large Uti

41、lity company segmented its customers using two criteria: value and firma-graphic (customer industry)ValueDrop SizeLow 2,000LValueDifficulty of Access - CloseDifficulty of Access - MediumDifficulty of Access- FarDrop SizeMedium2,000-5,000LDrop SizeHigh5,000LGovernmentWorkshopsIndustrialPrimary Produc

42、erCommercialDistributors / Subagents Pick upsTransportCommercial PremiumDistributors / Sub agents - DeliveriesPrimary Producer Premium16A Telco company segmented its customers using two criteria: needs and firma-graphicNeeds (Connectivity and mobility)Needs (criticality)CampusNomadIntenseMobilityAgr

43、iculture, Forestry, FishingStorage Other ServicesBusiness Services OtherCommunity Services & HealthLibraries, Museums, ArtsMiningFilm & Video ServicesRestaurants (chains) EducationWholesaleRetailManufacturingProperty ServicesRadio & TVElectricity, Gas, WaterConstructionLegal, AccountingAccommodation

44、 (Hotel chains)Retail onlineGovernment AdministrationVehicle HiringInvestment Advice & Mortgage BrokersBus Mgmt ServicesInsuranceHealth Services (Hospitals)Transport OthersComputer ServicesService to FinanciersTransport (Air)Postal & Courier ServiceTelco ServicesDefencePublic Order & SafetyAmbulance

45、 ServiceStock exchangeBanksUtilityBusiness ImprovementBusinessEnabler BusinessCritical BusinessCore17Content Customer Segmentation Market Scan Leading Practices Customer Experience in Loyalty programsMarket Scan Leading Practices18To be successful, a Loyalty Program should be designed to enhance the

46、 Customer Experience Source: Small Businesses Retention and Up-sell Benchmark, Qwest and Adjoined consulting, 2009Customer Journey of a Loyalty Program Activity to provide information about the loyalty program initiated Provision for prospect to gain knowledge about the loyalty program Customer Enro

47、llment and welcoming them into the program with various techniquesEnrolled customer order taking and processing the orderOrder TakingOrder Processing Using the facilities/services of the loyalty program Providing customer service such as up sell, cross sell and other support services Generate and ma

48、ke provision for printing/sending billing reports to business users Facilitate reward realisation program Manage exit management , capturing feedback before exit Re-connecting next year to enroll and renewal of loyalty membershipUse/OrderPre Sale Advertising/ ResearchEnrollment & WelcomeTakingProces

49、singCustomer serviceBillingRewardsExit19Use/OrderVarious channels are used to promote Loyalty Programs: Point of Sale, Online, Sales Representatives, Referrals, Customer Service,Pre Sale Advertising/ ResearchEnrollment & WelcomeTakingProcessingCustomer serviceBillingRewardsLeading Practice Program c

50、omparison tool Loyalty service desk and temporary card Use of Web 2.0 and online toolsDescription Chevron Texaco provides prospects with a program comparison tools, detailing the advantages and challenges of using the two variant programs on fleet management Every Staples store has set up a loyalty

51、service desk , which promotes about the program and provides in-detail information about the benefits of the program To become a permanent member, the business customer will have three months time to satisfy the eligibility criteria( USD 7500 purchase) HP has a video promotion of the loyalty program

52、 which is detailed and the content is catchyLoyalty Program and Company Loyalty Program: Chevron Texaco Fleet card Company: Chevron Texaco US - Oil & Gas industry Loyalty Program: Staples rewards programs Company: Staples - US -Worldwide leader in office productsExitValue/Benefit Provision to resear

53、ch about the programs available Quick know-how about the program Piloting the program Simple but effective way to promote about the programSource The Soft Bulletin: When it Comes to Soft Benefits, B2B Marketers Sing a Familiar Tune, Colloquy Staples business rewards program, Staples website HP Purch

54、aseEdge program, HP website Cross-industries loyalty programs Create loyalty network by partnering with key players in different industries (e.g. hotel chains, appliance providers etc.). Earn points for each transaction and redeem across network. Companies: Multiple companies Enable companies cross-

55、sell Adjoined (Capgemini) Promotion through Referrals Some companies create and deliver incentives for small businesses to refer other small business. Reductions in service fees for companies referring other companies are incentives that would generate win-win incentives for your company and the com

56、panies involved in the referrals. Offering multiple referrals incentives enable to increase the attractiveness of the program Companies: Telecom providers Acquire new customers Adjoined (Capgemini) Customer Prospection The Sales Rep are incentivised to promote the Loyalty Program during their custom

57、ers visits. Loyalty Program: Reseller loyalty program Company: Essilor France - Worldwide Leader in Ophthalmic lenses Acquire new customers in the program CapgeminiB2B/B2CB2BB2BB2BB2B and B2CB2BB2B Loyalty Program: HP PurchasEdge for Small and Medium Business Company: HP - US- Global leader in softw

58、are, printing etc20As it is the first touch point, welcoming the Customer in the program is a key moment in the customer experienceUse/OrderPre Sale Advertising/ ResearchEnrollment & WelcomeTakingProcessingCustomer serviceBillingRewardsExit Initial enrolment perks Welcome Kit HP welcomes its custome

59、rs with 150 free points the first time they log in to . And it only takes 200 points to be able to start shopping for free HP products HP provides a Welcome Kit containing program details Multi channel enrollment Loyalty Program: MaxPerks program Company: OfficeMax US - Global office supplies leader

60、 Enrollment of business customers can happen at OfficeMax location, through online and also by phone Immediately once the enrollment process is complete a member id is generated and shared with the business customer to avail the benefits of the program High initial reward points to increase enrollme