NCR：客户细分 差异化客户关系管理的基础

1、Customer Segmentation:Foundation for Differentiated CRMWilson Lo, Head of Business Planning & CRMConsumer Banking, Hong Kong, DBS1Abundance of CRM Fiasco Projected Benefits and Returns not there Low to “no” usage Not in pace with changing business needs Qualitative Creativity still predominantCR

2、M InitiativesThe Great Expectation2CRM - Strategy for Relationship BuildingRetentionAcquisitionNew Customer ManagementCustomer Relationship ManagementRepositioning03-6monthsExtend intolife-timeCRM Lifecycle Growth Strategy - Lifetime Relationship Management Servicing Strategy Enabler StrategyCustome

3、r Strategy&Business Objective3RetentionAcquisitionNew Customer ManagementCustomer Relationship ManagementRepositioningSegmentation03-6monthsExtend intolife-timeCustomer Analytics for Developing CRMCRM Success Factors Different customers have different needs Understand your customers Serve them a

4、s they wishSegmentation Dynamic Modeling Annotate customer characteristics Cover the entire customer base4No One Scheme Fits AllProductTransaction UsageBehaviourValue- BasedSegments of OneKnowledge of CustomersHighLowNumber of SegmentsFewManyNeeds- Based5Segmentation - Know Your Customers6Dynamic Se

5、gmentationSegmentationModelsSegment PerformanceChanging Business Needs a continuous and ever-evolving processMore Segments will be generatedSome Segments will become obsoleteCustomer Needs are Ever-changingA New Practical CourseAttributes Multi-Dimensional Accessible Heterogeneous Evolving Actionabl

6、e7Dynamic Segmentation in Practice it changes/grows as Business Context variesCustomer BaseStage 1Stage 1Stage 2Stage 2Stage 2Stage 2Stage 3Stage 3Stage 3Stage 3Stage 3Stage 3Stage 3Stage 3Around 100 Micro SegmentsSegmentation has its own LifecycleStage 2 = BehaviouralStage 3 = Needs-based8Segmentat

7、ion & Modeling for CRM ProgramStructured Triple A CRM Lifecycle ModelStage 2for AcquisitionStage 2Stage 2Stage 3Stage 3Stage 3Stage 3Acquisition Customer-centric Eliminate the “Irrelevant”Anti-Attrition Micro-analysis to identify Trigger Predictive ModelDynamic SegmentationCRM ModelCatching the

8、Right Customer at the Right Time+=Stage 3forAnti-AttritionStage 3forActivation9ModelingCampaign Mgt ToolLegacy SystemsUnfolding the Technical EnablersDatamart10CRM Practices Portfolio Strategy Contact ManagementWealth Management Investment Prone Profiling Portfolio Profitability AnalysisCredit Risk

9、Products Risk-based Analytic Model Loan Customers Profiling Optimization ModelProfitability Product Profitability Customer Profitability Customer Value Model - Current & Lifetime Holistic Profit ViewUse Data to build CRM Analytics11Pre-Sales PlanninglMulti-dimensional Customer AnalyticslIdentify

10、 Objection or Alternate ProductCall ManagementFinger-tip IntelligencelFacilitate “Personalised” ScriptlCapture Customer PreferenceIntegrationlCustomer Profile UpdatelRevised Customer Profile - next Dynamic SegmentationRelationship and Loyalty Building with Every ContactIntelligent Sales LeadsA n a l

11、 y t i c F r a m e w o r kUtilizing Knowledge in Customer Contact12Acquisition - Focusing the RelevantBefore Triple A ModelWith Triple A ModelCustomers Acquired has doubledFor Illustrative Purpose13Low ContributionAdditional Product PotentialProfile Matching - Nearest SegmentPlan Upsell Program15% M

12、igrated to a Higher Value SegmentIncrease Segment Value when the Segment Profile still holdsDevelop Relationship with the Affluent Technocrats - one of the 100 SegmentsActivation Segment Profile as Activation Driver Programs can be Responsive but Systematic Product Gap Selling with Segment Cloning 1

13、4Idea GenerationSelect Appropriate Micro-SegmentElectronic Sales LeadsApplicability of Triple A ProgramInterim Review (First 48 Hours)Select Channel based on PreferenceDaily & Weekly Program MISCustomer PurchaseImprovement with Structured CAFrom over X Weeks to Y Days revitalize End-to-End Campaign Process Response up by 4-6 Times Customer Centric15Customer Intelligence as FoundationCustomer Value Mo