如何提升crm价值

BuildCollaborativeRelationshipsthatDeliverValueFebruary13,2003Atlanta,Georgia,USABobThompsonCEO,CustomerThinkCorporationFounder,CRMGCompetingforScarceCustomersSupplyDemandTimeScarce

ProductsScarce

Customers“Bedistinctorbeextinct”TomPeters“It’sincrediblyarrogantforacompanytobelieveitcandeliverthesamesortofproductthatitsrivalsdoandactuallydobetterforverylong.That’sespeciallytruetoday,whentheflowofinformationandcapitalisincrediblyfast.”

MichaelPorter

FastCompanyProduct

LeadershipOperational

ExcellenceCustomer

IntimacyCRMGreatRelationships=DifferentiationLoyaltyLeadersGrowFaster,SpendLessCostsGrowthSource:ReichheldCRMisNotNew…OrisIt?"Thetruebusinessofeverycompanyistomakeandkeepcustomers.”--PeterDrucker“CRM=beingsoobsessedwithyourcustomer’ssatisfactionthatyouchangethewayyoudobusiness.”--Dr.JonAntonCRMConfusion!360-degreeviewofthecustomerImprovingqualityofcustomerinteractionNewsoftwaretoolsandtechnologiesGettingrightdatatorightemployeeShiftfromproducttocustomerorientationBuzzwordandmanagementfad!

Source:METAGroup/IMTStrategies“CRMmeanscreatingmutualwinswithcustomersandallcompanystakeholders.”--BobThompson“CRMis90%halfmental”YogiBerra,CRMConsultantCustomersDefineaGreatRelationship“Serviceandvaluejustforme”“Personal”“Responsiveandproactive”“Win/Win”“Asksquestions”“Agooddealforthemoney”“Quality,consistentperformanceovertime”“Expertise”“Ahistoryofworkingtogether”“Easytodobusinesswith”Source:CRMGTheNew4PsRelationshipDriversPassionPeopleProcessPerformance“MarketingMix”ProductPlacePromotionPriceCRMGuruStudy:CRMWorks!PaybackPeriodBenefits(PercentofProjects)Increasecustomersatisfaction(51%)Increasecustomeracquisitionrate(50%)Increaseshare-of-customer(48%)Decreasecustomerdefectionrate(37%)Decreasefrontofficestaffingcosts(33%)Investment

33%--lessthan$50,00024%--$50,000to$250,00028%--$250,000to$2.5Million15%--over$2.5MillionSource:CRMGKeyDriversofSuccessCustomer-centricstrategy:usingcustomersatisfactionandattritiondata,gettingcustomersinvolvedinplanningFrontlinetrainingandsupport:explainingvalueofCRM,providingtrainingfornewskillsrequiredOrganizationalchange:workflowdesign,changingrolesandresponsibilitiesMetrics:goalsmeasuredstatistically(80%don’t)Source:CRMGstudy“TheBlueprintforCRMSuccess”Three-Year“Overnight”SuccessObjectives:Servechannelpartnersbetter,sellmore,spendlessSolution:AllegiseBusiness(PRM)Saved$375,000incommunicationcostsIncreasedrevenue$1millionwithbetterleadmanagementImprovedpartnerandemployeesatisfactionLessonsLearned:Understandyourusers,deliverclearvaluetothemPlancarefully,buildateam,phasetheimplementationEstablishbaselinemetricsandmeasurementprocessCommunicate,communicate,communicate!Source:LexmarkAreYouListening?“Ifyou’reconstantlygettingfeedbackfromyourcustomers…andyou’rewillingtolisten,youcanmakethemostoftheopportunitiesimplicitinthoseneeds.”

MichaelDell,inDirectFromDell“Businessessurviveordeclinebasedontheiremployees’abilitytolisten.Hirethesmartest,bestpeopleyoucanget,orientthemtocustomersatisfactionattheexpenseofallelse,thengetoutoftheirwayandletthemwork.”

DougAllred,SVPCustomerAdvocacyforCiscoSystemsSellingThroughComplexChannelsCustomersSellingChannelsDealersMarketplacesOEMsRetailersEtailersResellerEnterpriseEnableCommerceWithselling

partnersVisibilityofcustomer

activityInfluence

overcustomer

experienceCollaborationwithpartner

businessprocessesCRMTechnologyEvolutionCRMMaturityPotentialCompetitiveAdvantageLowHighAutomateStreamlineinternalsalesandserviceprocesses.Moreofthesame,donefasterandcheaper.SFA,CallCenterSingle

ChannelCollaborateEngagecustomersandpartnersforwin/win/winEnablemany-to-manyrelationshipnetworksC-BizSolutionsCollaborative

NetworkInnovateDesigndifferent,moreeffectiveprocessesUsenewchannelsandcustomertouchpointseCRM,PRMMulti-

ChannelHigh“TheInternetasasaleschannelrepresentsonlyafractionofitspotentialtobusiness.Therealpotentialliesinitsabilitytotransformrelationshipswiththetraditionalsupplier-vendor-customerchain.”

MichaelDellSellerBuyerCRMSCMCollaborative

BusinessWin/Win

PhilosophyEnabling

Systems=+CollaborationCollaborativeBusiness:MutualBenefitsNow:Point-To-PointRelationshipsSupplierPartnerCustomerManufacturerCRMPRMCRMRelationshipManagement:“Sell-Side”FocusonLifetimeValue,CustomerExperience,Revenue/ProfitGrowthSCMSCMSCMSupplierManagement:“Buy-Side”FocusonCost,CycleTime,ResponsivenessWebServices:EnablingxRMSystemsANewBreedofWebApplicationSelf-contained,self-describing,modularapplicationsCanbepublished,located,andinvokedacrosstheWebPerformsfunctions--simpletocomplicatedprocessesOtherapplicationscandiscoverandinvokeWebServices:EnablingxRMSystemsThePotentialLow-costintegrationwithin,andbetween,enterprisesEnablingprocessintegrationbetweentradingpartnersImprovingperformanceofcollaborativenetworksFuture:OptimizedValueNetworkSuppliersCustomerManufacturerPartnersCollaborativeRelationships:FocusonMutualValue,Profit,Efficiency,IntegratedProcessesGlobalCompetitionPowerShiftto

CustomersInternetAdoptionInternetStandardsWebServicesTypesofCollaborativeSystemsPeopletoSystems–CRM/PRMPortalsPeopletoPeople–GroupwareSystemtoSystem–E2ECRMEvolutiontoCollaborativeNetworksAutomation

FocusMulti-System

CRMCollaborative

CommerceN-TierChannel

ManagementWorkTeam

CollaborationIntegrated

PortalseCRMCustomer

Relationship

ManagementSell-SideeBusinessPRMEnterpriseChannelsSell-SideCollaborativeeBusinessRelationshipNetworks

ComplexSupportProcessCollaborationatYourServiceWorld’slargestproviderofmobileInternetsoftware;OpenwavecustomersservemorethanhalfofallmobilesubscribersworldwideChallenge:Developerbasegrowingrapidly(100,000+)andsupportvolumesincreasing50%permonthSolution:ePeopleTeamwork70%reductioninaveragetimetoresolutionMultiplesupportproviderscanworktogetherHandledevelopergrowthwithoutincreaseinstaffBusinessProcessesIntegrationVendorPartnerProcess

ConnectorStatusLeadsVendorPartnerProcess

ConnectorStatusOpportunitiesCollaborativeComme