0107059麦肯锡研究报告

SEGMENTMANAGEMENTTREND-1e.g.thosethatleaveorreducerelationshipbecauseactivelydissatisfied,oftenbyaspecificeventinertialmigrators

0SA-SU0050-030611-A4ESSENTIALTOUNDERSTANDISSUEDRIVERSANDCOSTOFFIXINGSourcesofdissatisfactionUnderstandwhatdrivesdissatisfactionUnderstandcostoffixingUsekeybreakpointsnottooverspendStructural

driversProblemresolutionDissatisfactionopportunityHigh%Low%CoverageServicelevelFriendlystaffConsistencyofserviceQuickresolution

Source: McKinseyproprietaryresearch1SA-SU0050-030611-A4deliberativemigratorse.g.,frequentlyre-evaluatedecisions,reaffirm/switchtochosenbrandbasedonmerits;rationaldecision-makerSEGMENTMANAGEMENTTREND-22SA-SU0050-030611-A4SEGMENTISMORECOMPLEX,DUETODELIBERATIONONSEVERALDIMENSIONSProductandperformanceattributesValueQualityFunctionalbenefitsRelationshipbenefitsValuebasedonpersonalizedserviceStrongemotionalrelevanceInformationsharingthatcreatesvalueexchangeDifferentiatedloyaltyrewardsProcessbenefitsEaseofaccesstoproductinformationBroadproductselectionSimplified/assisteddecisionmakingConvenienttransactionsAutomaticproductreplenishment3SA-SU0050-030611-A4SEGMENTINGCUSTOMERSWITHDISTINCTBENEFITPREFERENCESSegmentcharacteristicsPercentageofpopulationProcessandrelationshipFunctionandprocessFunctionandrelationshipFunctiononlyConsiderbrandrelationshipimportantandhavehighexpectationsforthestandardofcustomerserviceWantproductfeaturesandefficient,effectivecustomerserviceWantgoodvalueandthechancetoearnrewardsforloyaltyWantcombinationofqualityandvalue3382237CreditcardsInsurance4SA-SU0050-030611-A4IMPLICATIONSFORBUILDINGLOYALTYAMONGTHOSECHOOSINGTOGOORSTAYUnderstanddriversofdeliberationCreate/packagetherightsetofbenefitsAddressunderlyingbasicissues(e.g.,price,product)Buildtailoredofferings(e.g.,CRM,frontlinesalesexecution)Changepointsofdeliberation(e.g.,recognition/rewardsprograms,offer/servicechanges)CommunicatethebenefitTypicallyseeimpactof20-30%onmigration5SA-SU0050-030611-A4KeyLeversKEYTRENDSOFSUCCESSFULCRMRelyonexistingassetsPilotcapabilitiesincrementallyBifocalbuildapproachHowtheyuseCRMtodrivevalueFindpracticalwaystodifferentiatetheircorevaluepropositionLeverageconsumerattitudinalprofilestomanagecustomerrelationshipandvaluemigrationBuildCRMbyincrementallydeliveringtargetedoffersthatdriveresultsandtestcapabilities6SA-SU0050-030611-A4FAVORABIFOCALIMPLEMENTATIONAPPROACHDefinelong-termobjectivesandimplementationroadmapCreateasolidbusinessmodeltobackupenvisionedCRMschemeDefinean"end-game"architecturetosupportdesiredmodelDefineimplementationroadmapwithclearprioritiesLaunchincremental,quick-winactionsLaunchcontainedCRMprojectswithfocusedreachandimplementdozensofpilotstolearnfrommodelsRationalizeandunifycustomerdatabasesaccordinglyMeasureresultsofrecentimplementationsEducatestaffaboutCRMconcepts7CRMINITIATIVESLAUNCHEDEARLYONBYRELYINGONEXISTINGASSETSCross-sellinsurancetocreditcardholdersIncreasecreditlimitsofhigh-usagecustomers(up-sell)ReduceinterestratesorfeesforcustomerswithhighprobabilityofchurnEliminateannualfeesforveryprofitablecustomersOffer"liquidation"productstocustomerswithalowwillingnesstopayExampleinitiativesSelectiveuseofexistinginformationiskeytoimplementingCRMinitiativesExternaldatasourcesInternaldatasourcesAccountapplicationsProductandclientdatabasesCreditbureauinformationThird-partycontactlists

Source: Teamanalysis8ASSESSCRMASSETREQUIREMENTSFOREACHINITIATIVEExampleinitiativeRequiredprocessEnablingCRMassetsCurrentlyavailableCross-sellinsurance

tocreditcardholders1SelectrandomsampleofcreditcardholdersHypothesisaboutwhoismostlikelytoneedinsuranceSelectportionofsamplemostcloselyfittingprofileDesigncampaigncommunicationMakeofferMeasureresultsofpilotTurnintoproductDBofcreditcardholdersSamplingprogramInsurancemarketingdataStatisticalmodelingtoolReportingroutineScriptwriterforcallcenterGraphicsdesignCallcenterMailingcapabilityOLAPreportingtoolCampaignmanagementsoftware9THREETOPICSFORTODAYeCRM:Hypevs.realityKeyactionstoaccelerateimpactWinnersfocusonthreecoreareas10SA-SU0050-030611-A4KEYACTIONSTOACCELERATEIMPACTANDBREAKTHROUGHTHE"CRMWALL”KnowwherethevalueisDesignbalancedprogramsIterate,iterate,iterateInvestincrementallytowin123411SA-SU0050-030611-A4EngageandconvertProspectsintoclientsDevelopandretaincustomersImpactoncustomerNPVofa10%improvementDollarsWHATREALLYMATTERS–

KNOWWHERETHEVALUEISEXAMPLE7.05.316.121.2Improveconver-sionratefromvisitortoclientIncreaseinitialofferingsizeImproveproductmixReducecosttoserveIncreaselengthofrelation-shipImprovecollec-tionsresultsReducemarketingcost/visitorAttract

prospects12SA-SU0050-030611-A4WHATREALLYMATTERS–

DESIGN“BALANCED”PROGRAMSCustomer-centeredideasTrulydifferentiatedoffersandexperienceMutuallyvaluableinteractionsSmartchannellinkagesProgramswithoutcleareconomictiesPressurestobuythelatestsoftwarepackageFocusingonsystemsinsteadofpeopleandideasFocuson......andbalanceagainst13SA-SU0050-030611-A4ProducestandardizedmeasurementandanalysisCollectcustomerandprospectinformationAnalyzeinformationandformulatehypothesesDesignanddevelopchallengercampaignsStructuretestmatrixExecutecampaignandreportImplicationsDriveforongoingimprovementfromeachmajorprogramDeterminehowtothematicallybuildonsuccessfulideas(avoidconceptburnout)FindnewS-curvesbasedonwinningideasandconsumerneedsWHATREALLYMATTERS–ITERATIONMarketing,testing,anddevelopmentprocess14SA-SU0050-030611-A4WHATREALLYMATTERS–

INVESTINGINCREMENTALLYTOWINTypicalCRMinstallationcoststructure

IndexedperdollarofsoftwarelicenseSoftwarelicenseSystemsintegra-tionBusinessdesignInternalcostsTotaltech-nologycostsOppor-tunitycostsOrgani-zationredesignChangemanage-mentTotalcostsProcess-relatedcosts2.5to6timessoftwarecostsOrganization-relatedcosts0.5to2.5timessoftwarecostsFocusonanincrementalbuildpath15SA-SU0050-030611-A4LEADINGTRENDSINCRMJune13,2003AlejandroPicos,Principal

BusinessTechnologyOfficeLatinAmerica16SA-SU0050-030611-A4Anexos17SA-SU0050-030611-A4Integratedtouch-pointsShareddataaccessforallCRMcampaigns–oneconsistentsourceofdataandcustomerbusinessrulesSharedCRMknowledgediscoveryservicesandflexibleknowledgetoolboxFlexibleintegrationofnewcampaignsintooverallCRMITarchitectureCRMITarchitectureblueprintCRMprocesscampaignlibraryProspectingSellingandcross-sellingServicingRetainingCustomer

touch-

points•••CallcenterVRUInternetMailCRMExecutionservicesCustomersegmentationCampaignmanagementContactmanagementProfitabilityChannelmixmanagementResponsemeasurementKnowledgediscoveryservicesDataminingengineStatisticaltoolsPersonalizationContactmeasurementDatamodelDatasummarizationAccesstoolsBusinessrulesReplicationandpropagationDataaccessservicesConnectivityhubSecurityrulesMessaging/transactionsDataextractionDatamanagementDatatransformationsDatacleansingDatawarehouse/martsCRMarchitecturedesignprinciplesCRMDESIGNPRINCIPLESANDTHE“IDEAL”ANDGENERICCRMSYSTEMSARCHITECTURE18SA-SU0050-030611-A4SEGMENTATIONAPPEARSWHENANALIZINGCUSTOMERPREFERENCESSwitchersN=3198;percentMostsophisticatedbankingcustomersNotsatisfiedwithcurrentfinancialinstitutionMostlikelytoswitchbanksLeverageaspirantsLikeaccessibilityWantinternetbankingOptimisticaboutthefutureOpentoborrowingPro-foreignbanksModernconservativesAdviceseekinggroupPricesensitiveLikeconvenienceNotopentoborrowingMiddleleveljobsTraditionalsimplifiersLiketodealwithfewerfinancialinstitutionsPreferlocalbanksAdversetoborrowingTendtomakefamily-centricfinancialdecisionsConcernaboutretirementNotkeenaboutinternetChangeresistorChangeseeker

Source: McKinseyProprietaryPFSSurvey,McKinseyanalysis19Wecontinueto

investmillionsinourdatabaseandcustomertechnology,butarereallystrugglingtotakeadvantageofitEventhoughweare

consideredoneofthestrongestplayersinourindustry,wehavesomebiggaps...Weneedtobuilds