顾客价值管理CVM课件

1、Customer Value ManagementTeacher：Li ShanE-mail：Mob：139-8171-8889Customer Value ManagementTeachCustomer Value Management一. Customer Value & Customer Relationship Value 客户价值与客户关系价值二. Customer Lifetime Value & Customer Profitability 客户终身价值与客户获利能力三. Customer Asset Management 客户资产管理四. Customer Pyramid Ma

2、nagement 客户金字塔管理Page 2Customer Value Management一. CuPage 3Customer Value Management一. Customer Value & Customer Relationship Value 1、Customer Value（CV）客户让渡价值：从客户出发的价值客户关系价值：从企业出发的价值customer delivered valuecustomer relationship valueCustomer Value Page 3Customer Value ManagemenCustomer Value Manageme

3、ntPage 4CDV：customer delivered value 顾客总价值减去顾客总成本的净值CDV=TCVTCC1Zero value：TCV=TCC 物有所值 价值相当，缺乏争力2Positive value：TCVTCC 物超所值 超额价值，竞争力强3Negative value：TCVTCC 物低所值 值低于价，淘汰出局customer delivered value1、Customer Value（CV）Philip KotlerCustomer Value ManagementPage Page 5Customer Value ManagementTCV：total cu

4、stomer value 产品满足顾客需求的效用总和TCV=f (Pd、Ps、I、S) P2ISPd：product value productPs：person value producers, sellers I ：Image value popularity, reputation S ：Service value pre-sale, sale, after-sales1、Customer Value（CV）Page 5Customer Value ManagemenCustomer Value ManagementPage 6TCC：total customer cost 顾客为获得与

5、实现产品的价值所付出的代价总和Mo： Money cost： Mi： Mind cost： T： Time cost： P： Physical cost： TCC=f (Mi、Mo、T、P) M2TP1、Customer Value（CV）Customer Value ManagementPage Page 7customer delivered valuecustomer relationship valueCustomer Value Customer Value ManagementCDV=TCVTCC2、Customer Relationship Value（CRV）Can be me

6、asured under the support of the perfection of accounting system.Can you measure it？Page 7customer delivered valueCustomer Value ManagementPage 8CRV：customer relationship valuecustomer relationship value Enterprise establish, maintain and develop the relationship with customers.Profitability客户关系获利能力L

7、ifetime客户关系寿命Ability客户能力价值Recommendation客户推荐价值Potential客户潜在价值2、Customer Relationship Value（CRV）Customer Value ManagementPage Customer Value ManagementPage 9Customer Value Management二. Customer Lifetime Value & Customer Profitability1、Customer Lifetime Value（CLV） Enterprise may benefit from the custo

8、mers in the future sum, which can be measured。CLV = 近似CLV = （M - C）* (1+i)/(1-r+i)- ACM： 顾客在t时期创造的收入incomeC： 企业t时期对顾客的营销沟通成本 communication costsr： 顾客保留率 customer retention ratei： 每个时期的折现率discount rateAC：顾客获取成本customer acquisition costs利润乘数Customer Value ManagementPage Customer Value ManagementExampl

9、e（P17） Problem1: 网络服务商每月收取1位顾客使用费30元，每月在这位顾客上花费的可变成本10元，每年对这位顾客的营销费用30元，顾客每月的转换率2%，每月折现率1%。问：顾客终身价值是多少？ Problem2:网络服务商现在想降低每年的营销费用到15元，估计顾客每月的转换率会增加到4%。问：服务商是否应该降低营销费？Page 10近似CLV = （M - C）* (1+i)/(1-r+i)- ACCustomer Value ManagementExampCustomer Value ManagementKey Factors for CLV:（now/future) Cust

10、omer purchases（now/future) Customer profit/ costCustomer retention rateCustomer discount rate（P19）Page 111、Customer Lifetime Value（CLV）Customer Value ManagementKey FPage 12Customer Value Management1、Customer Lifetime Value（CLV）5 stages: 获取、提升、成熟、衰退、离网(A/B/C/D/E)对中国电信的启示公众客户处于不同生命周期阶段对电信的价值及其需求均有所不同，

11、也意味着电信对其管理与服务方式的不同对公众客户的标准化管理与服务应基于不同的生命周期阶段在不同生命周期阶段需考虑不同问题如何发现并获取潜在客户？阶段A （Acquisition）：客户获取如何把客户培养成高价值客户？阶段B：（Build-up）客户提升如何使客户使用新电信产品?如何培养顾客忠诚度？阶段C：(Climax)客户成熟如何延长客户“生命周期”？阶段D：(Decline)客户衰退如何赢回客户？阶段E：(Exit)客户离网客户价值多种价值创造杠杆在不同时期应用发现尚未使用电信产品或正使用竞争对手产品的客户通过有效渠道提供合适价值定位获取客户刺激需求的产品组合/服务交叉销售针对性营销高价值

12、客户的差异化服务高危客户预警机制高危客户挽留举措高价值客户赢回方法ExamplePage 12Customer Value ManagemePage 13Customer Value Management2、Customer Profitability（CP） 客户能给企业带来的利润大小Philip Kotler “A profitable customer is a person, household or a company that overtime, yields a revenue stream that exceeds by an acceptable amount the com

13、panys cost stream of attracting, selling and servicing the customer.Unprofitable customers can have high customer lifetime values.CLVCPPage 13Customer Value ManagemePage 14Customer Value Management2、Customer Profitability（CP）（1） Customer acquisition costs顾客获取成本 = 获得1位顾客需要发送的目录数量 * 每份目录的成本 = 发出一份目录的成

14、本/顾客回应率Page 14Customer Value ManagemePage 15Customer Value Management2、Customer Profitability（CP）说明：从左表中我们可以看出，不对用户群特征进行研究，对10%的客户进行市场活动，获得的客户响应人数百分比只能是10%；进行了用户群特征研究，我们对10%目标客户做市场活动，就可以获得约53.4%的顾客响应。采用定向销售分析后，不仅提高了市场活动的命中率，也减少了市场活动的经费。某移动全球通GPRS定向销售回应率曲线说明Example（1） Customer acquisition costsPage 1

15、5Customer Value ManagemePage 16Customer Value Management2、Customer Profitability（CP）顾 客 收 支 平 衡 分 析（P15）常客第1年第2年第3年A每次购买的边际利润$10 $10 B顾客保留率100%75%C产品目录邮寄成本0.5*12=$6$6 D每位顾客预期利润2*10-6=$140.75*(20-6)=$10.5E每位顾客的累计净利润($3.50)$7 临时客第一年第2年第3年A每次购买的边际利润$16 $16 $16 B顾客保留率100%50%25%C产品目录邮寄成本0.5*12=$60.5*4=$2

16、$2 D每位顾客预期利润16-6=$100.5*(16-2)=$70.25*(16-2)=$3.5E每位顾客的累计净利润($7.50)($0.50)$3 （2） Customer balancePage 16Customer Value ManagemePage 17Customer Value Management2、Customer Profitability（CP）（3）客户终身价值分析顾 客 终 身 价 值 分 析（P16）常客年12345678A每次购买边际利润$10 $10 $10 $10 $10 $10 $10 $10 B顾客保留率100%75%56%42%32%24%18%13

17、%C邮寄成本$6 $6 $6 $6 $6 $6 $6 $6 D每位顾客预期利润$14 $10.50 $7.90 $5.90 $4.40 $3.30 $2.50 $1.90 E每位顾客利润净现值$12.70 $8.70 $5.90 $4.00 $2.80 $1.90 $1.30 $0.90 F每个顾客累计利润($4.80)$3.90 $9.80 $13.80 $16.60 $18.50 $19.80 $20.70 临时客年12345678A每次购买边际利润$16$16$16$16$16B顾客保留率100%50%25%12.50%6.25%C邮寄成本$6$2$2$2$2D每位顾客预期利润$10.0

18、0$7.00$3.50$1.75$0.88E每位顾客利润净现值$9.10$5.80$2.60$1.20$0.50F每个顾客累计利润($8.40)($2.60)$0.00$1.20$1.70Page 17Customer Value ManagemePage 18Step #1: Avoid their acquisition in the first placeStep #2: Bear in mind potential rescue operationsStep #3: Catch the possibility of abandonmentStep #4: Draw up a costb

19、enefit analysisStep #5: Ensure familiarity with your environmentStep #6: Facilitate biting the bulletMichael Haenlein andAndreas Kaplan(2009) propose a six-step approach for dealing with unprofitable customers, a framework they refer to as the ABCs of Unprofitable Customer ManagementCustomer Value M

20、anagement2、Customer Profitability（CP）Page 18Step #1: Avoid their acCustomer Value Management三. Customer Asset ManagementCustomer Asset Value of assetsBrand EquityRelationship assetsCustomer Value Management三. CuPage 20Customer Value Management三. Customer Asset ManagementValue of assetsThree factors

21、to influence:QualityPriceConvenientPage 20Customer Value ManagemeCustomer Value Management三. Customer Asset ManagementBrand EquityA brand is a name or symbol used to identify the source of a product.Brand equity is an intangible asset that depends on associations made be the consumer.Three factors:B

22、rand awareness (Brand familiarity)Brand attitude (Brand association)Corporate EthicsCustomer Value Management三. CuCustomer Value Management三. Customer Asset ManagementRelationship assetsRelationship assets between customers and company on behalf of the strength of the relationship.Loyalty rewards pr

23、ogramsSpecial privileges planningCommunity development planningKnowledge accumulation planCustomer Value Management三. CuCustomer Value Management三. Customer Asset ManagementValue of assetsBrand EquityRelationship assets质量、价格和便利的努力广告价值提升平衡战略为当前客户提升价值品牌激增方案广告维持方案威驰方案Strategic triangleCustomer Value Ma

24、nagement三. CuCustomer Value Management四. Customer Pyramid ManagementPlatinumGoldIronLeadCustomer Value Management四. CuCustomer Value Management四. Customer Pyramid ManagementPlatinum Segment CharacteristicsTypically, the platinum segment consists of the most loyal customers.These customers arent over

25、ly concerned with product price.These customers are concerned with value and quality of the merchandise the purchaseThey also are the heaviest users of the products.These customers are the most likely to invest in and try new product.Customer Value Management四. CuCustomer Value Management四. Customer

26、 Pyramid ManagementPlatinum SegmentMost businesses keep platinum customers by offering incentive programs.Store specific credit cardsDiscounts based on the amount of spendingFrequent shopper programsSpecial customer servicesCustomer Value Management四. CuCustomer Value Management四. Customer Pyramid M

27、anagementGold Segment CharacteristicsThe gold segment differs from the Platinum segment because most gold segment customers are more price sensitive.Gold segment customers dont purchase as much as platinum segment customers.Gold segment customers arent as loyal to one retailer and will go to competi

28、tors if the price is right.Customer Value Management四. CuCustomer Value Management四. Customer Pyramid ManagementGold SegmentRetailers that would like to turn gold segment customers into platinum segment customers have a couple of different options.Frequent shopper programsReturn customer discountsPr

29、ice matchingCustomer Value Management四. CuCustomer Value Management四. Customer Pyramid ManagementIron Segment CharacteristicsIron segment customers most likely are not loyal to any one retail business.These customers are very price conscious and will shop many places to get the best price.These cust

30、omers are not likely to spend much at any one store.Iron segment customers dont deserve any special treatment because of the small amount of business they provide to a single retail business.Customer Value Management四. CuCustomer Value Management四. Customer Pyramid ManagementIron SegmentTurning an i

31、ron segment customer into a gold segment customer is very difficult.Some ways that might be accomplished include the following:Price matchingSales on specific merchandiseAdvertisingComparable merchandise at discount pricesCustomer Value Management四. CuCustomer Value Management四. Customer Pyramid ManagementLead Segment CharacteristicsLead segment customers are the ”problem” customers.These customers are the most likely to actually cost a business money by being customers.Lead segment customers demand a lot o