Support 客户关系管理 - SAS 支持

C

ustom

erR

elationsh

ipManagem

entAnnie

POSTIC

-

Program

ManagerSAS

Institute

EuropeAgendaCopyright

1998

by

SAS

InstituteCustomer

Relationship

ManagementThe

SAS

Solution

forCRMThe

SAS

CRM

MethodologyReal-Life

ExamplesThe

Route

to

SuccessfulCRMAgendaCopyright

1998

by

SAS

Institute➪

Customer

Relationship

ManagementThe

SAS

Solution

forCRMThe

SAS

CRM

MethodologyReal-Life

ExamplesThe

Route

to

SuccessfulCRMBuild

long

term

and

profitablerelationships

with

chosen

customersGet

closer

to

those

customers

at

everypoint

of

contact

withthemCopyright

1998

by

SAS

InstituteWhat

is

the

goal

of

CRM

?Copyright

1998

by

SAS

InstituteWhere

does

CRM

come

from

?First

generation

of

Database

Marketing

(70-80s)Direct

marketing

activitiesPredict

response

rate

/

reduce

cost,

generate

target

flat

files➪TacticalSecond

generation

of

Database

Marketing(90s)All

marketing

activitiesReduce

acquisition

cost

and

improve

retentionTechnology

:

Relational

database,

analytical

tools,datawarehousing➪StrategicSource:

Modified

from

Gartner

groupCustomer

relationship

Management

(y2000)Touch

the

entire

organizationEnsure

customer

profitabilityAdditional

technology

:

Scalable

hardware,

Data

MiningData

used

:

All

customer

interactions

(all

operational

data)➪Competitive

advantageCopyright

1998

by

SAS

InstituteWhere

does

CRM

come

from

?Source:

Modified

from

Gartner

groupBusinesssituationCopyright

1998

by

SAS

InstituteMarketreaching

saturationincreasing

competitionderegulation,

diversification,

worldwide

marketnew

communication

/

distribution

channelsdecreasing

product

life

cyclesCustomerdecreasing

natural

loyaltybetter

informedincreased

expectations/needsResourcesincreasing

costsdecreasing

resources

availableCustomer

Relationship

Management

isan

automated

and

continuous

process

of

betterunderstanding

and

anticipating

customer

needs,

behaviorand

profitability

to

:define

your

customer

strategyoptimize

resourcesprovide

a

superior

service

at

every

point

of

contact

withthe

customer➪

A

re-engineering

of

the

business

to

focus

all

itsresources

on

chosen

customers.Copyright

1998

by

SAS

InstituteWhat

is

CRM

?DifferentiatedCustomer

strategyCopyright

1998

by

SAS

InstituteCustomer

orientedbusiness

processTechnology

/implementationGoal

:

Define

the

differentiated

customers

strategiesNeed

:

Understand

and

optimize

a

customer

oriented

business

processMean

:

Technology

implementationTheneed:Customer

Oriented

StrategyProspectsCopyright

1998

by

SAS

InstituteWinbackAcquisitionLoyaltyRetentionChurnLifetimeprofitabilityAim

:Select

the

right

strategy

for

chosen

customersCustomerDifferentiated

CustomerStrategyidentifyoptimumbalanceRiskProfitabilityCustomerexpectationsDifferentiated

CustomerStrategyCopyright

1998

by

SAS

InstituteWhy

is

understanding

customerprofitability

important?Source:

First

Manhattan

ConsultingGroupStudies

by

First

Manhattan

Group

have

indicated

that

:while

20%

of

a

bank’s

customers

contribute

150%

oftheprofits,40-50%

of

customers

eliminate

50%

of

the

profitsCopyright

1998

by

SAS

Institute012345YearPrice

premiumReferralsCost

savingsRevenue

growthBase

profitAcquisition

costAdapted

from

“The

Loyalty

Effect”

Frederick

F.

Reichheld

1996Annual

customer

profitWhy

is

customer

retention

andloyaltyimportant?CustomerCopyright

1998

by

SAS

InstituteMarketingCUSTOMER

KNOWLEDGEMarketingTARGETCall

centersDirect

marketingACTIVATECall

centers,

SalesQUALIFY

/

SELLLogisticsDELIVERYCustomerserviceAFTER

SALES

SUPPORTManagementMEASUREMONITORAim

:

Manage

and

optimize

this

process

!Customer

Oriented

BusinessProcessManage

and

optimize

this

process

!Ensure

consistency

between

different

points

ofcontactIncrease

communication

between

departmentsFacilitate

flows

of

informationDeliver

completeviewof

the

customerCopyright

1998

by

SAS

InstituteCustomer

OrientedBusiness

ProcessAgendaCopyright

1998

by

SAS

InstituteCustomer

Relationship

Management➪

The

SAS

Solution

forCRMThe

SAS

CRM

MethodologyReal-Life

ExamplesThe

Route

to

SuccessfulCRMThe

SAS

solution

for

CRMThe

SAS

CRM

Solution

delivers

aprocess

for

identifying,targeting,

and

responding

to

theneeds

of

your

most

profitablecustomers.Copyright

1998

by

SAS

InstituteManage

and

optimize

this

process

!Campaigns

managementCall

centresSalesLogisticsCustomer

serviceWEBMarketingGain

CustomerKnowledgeMarketingTargetOptimize

campaignsFollow

upManagementCustomer

View12

Strategic3

Tactical4

Operational5MeasureMonitorCustomer

Oriented

BusinessProcessCopyright

1998

by

SAS

InstituteData

WarehouseCustomerViewEnterpriseCallcentresCustomerserviceWebSitesLife

styledataCampaignsdataTransactionDataMarketresearchLoyaltydataSurveysStrategic

TacticalCustomer

Measure

OperationIntegrate

data

from

manysourcesEnterprise

wide

CustomerviewCopyright

1998

by

SAS

InstituteDemographics20%Transactions35%Accounts3%Contacts10%Scores20%2%Data

Warehouse

CompositionSegmentsResponses10%Source:

Patricia

Seybold

GroupStrategic

TacticalCustomer

Measure

OperationEnterprise

wide

CustomerviewCopyright

1998

by

SAS

InstituSteurveysEnterpriseData

WarehouseCustomerViewLoyaltydataTransactionDataCustomerserviceWebSitesCallcentresCampaignsdataLife

styledataMarketresearchCleanValidateSummarizeQualityConsistencyDe-duplicateProfitabilityfactorsHouse-holdingPredictiveModelsEnsure

consistencyAdd

valuable

informationStrategic

TacticalCustomer

Measure

OperationEnterprise

wide

CustomerviewIntegrate

dataDatacleaningDataenhancementDatacalculationDocument

data

flowsMetadata

management...Get

the

complete

picture

ofthe

customerEnabling

technologies➪

Data

Warehousing–

Accesstoall

types

ofdataSAS/WarehouseAdministratorStrategic

TacticalCustomer

Measure

OperationEnterprise

wide

CustomerviewCopyright

1998

by

SAS

InstituteWhat

are

my

key

customer

groups

?On

which

group

should

I

concentrate

my

actions

andinvestments

?What

is

the

profile

of

customer

that

have

left

?Which

product

customer

needs

?How

can

I

optimize

point

of

sales

?What

the

value

of

our

products

/

services

to

our

customerscompared

to

competition

?Strategic

TacticalCustomer

Measure

OperationGain

customer

knowledgeCopyright

1998

by

SAS

InstituteStrategicEnabling

technologies➪

ReportingStandard

reportingWEB➪

Data

MiningCustomersegmentationCustomerprofilingProfitability

analysisMarket

researchCompetition

analysisStrategic

TacticalCustomer

Measure

OperationGain

customer

knowledgeStrategicCopyright

1998

by

SAS

InstituteWhich

customers

are

likely

to

leave

?Which

customers

are

good

candidates

for

cross

or

up

sellingactivities

?What

is

the

customer

potential

?How

can

I

optimize

campaigns

?Which

customer

are

more

likely

to

respond

?Which

communication

channel

?What’s

the

expected

response

rate

?Strategic

TacticalCustomerMeasurePredict

customer

behaviourCopyright

1998

by

SAS

InstituteTacticalEnabling

technologies➪

Data

MiningBehavioral

modelingPotential

analysisCross

sellinganalysisRetention

/

Churn

analysis➪

QueriesTargetselectionsStrategic

TacticalCustomerMeasurePredict

customer

behaviourCopyright

1998

by

SAS

InstituteTacticalStrategic

TacticalCustomer

Measure

OperationCopyright

1998

by

SAS

InstituteCampaigns

managementCall

centresSalesLogisticsCustomer

serviceWEB...Optimize

operations

/channel

to

market

efficiencyOperationalOperations

/

Channel

to

marketHow

to

increase

business

units

efficiency

?How

to

make

the

customer

feel

recognized

?What

is

the

optimal

number

of

people

?How

to

increase

E-commerce

performance?Which

additional

strategic

information

do

they

need

to

bemore

efficient

?Strategic

TacticalCustomer

Measure

OperationOptimize

operations

/channel

to

market

efficiencyOperationalCopyright

1998

by

SAS

InstituteSales

analysisWeb

analysisCall

behavioranalysisCampaign

analysisffStrategic

TacticalCustomer

Measure

OperationOptimize

operations

/channel

to

market

efficiencyEnabling

technologies➪

Queries/ReportingPerformance

indicatorsException

reporting➪

WEBDeliver

customer

information

to

business

units➪

Data

MiningOperationalStrategic

TacticalCustomer

Measure

OperationHow

satisfied

are

our

customers

our

product/service?What

is

the

rate

of

customer

defection?What

is

the

campaign’s

impact

?Is

target

reached

?Copyright

1998

by

SAS

InstituteMonitor

performanceMeasure

/

MonitorEnabling

technologies➪

ReportingPerformance

monitoringKey

performance

indicatorsException

reportingCustomer

satisfaction

measuresService

process

monitoringStrategic

TacticalCustomer

Measure

OperationMonitor

performanceCopyright

1998

by

SAS

InstituteMeasure

/

MonitorThe

SAS

solution

for

CRMEnables

companies

to

:build

a

customer

centric

viewdefine

comprehensive

and

consistent

customerprofiles

to

better

understand

customer

needs,behavior

andprofitabilityassess

customer

lifetimevaluepredict

selected

customers’behavioract

on

and

share

the

relevant

information

throughyourorganizationCopyright

1998

by

SAS

InstituteAgendaCustomer

Relationship

ManagementThe

SAS

Solution

forCRM➪

The

SAS

CRMMethodologyReal-Life

ExamplesThe

Route

to

SuccessfulCRMSAS

CRMMethodologyWhat

is

it

?➪

A

structured

process

that

defines

how

the

SAS

solution

for

CRMcan

support

definition,

planning

and

execution

of

CRMprograms.➪

Provide

a

best

practice

guide

for

Customer

RelationshipTarget

audience:➪

CRM

Project

Managers➪

CRM

SolutionArchitectsSAS

CRMmethodologytopicsMethodology

contains:➪

CRM

overview➪

Technology

and

architecture➪

Project

role

descriptions➪

For

each

step➪

Activities➪

Roles

involved➪

Techniques➪

Inputs

&

Outputs➪

Reference➪

Templates

and

questionnairesSAS

CRMmethodologyProcessflowEstablishGoalDetermineReadinessDevelopProject

PlanAssessmentReviewReviewBuildPredictiveModelBuild

BusinessProgramComponentsBuild

ITSystemsBuildAnalyzeResultsFeedbackThe

ResultsExecuteTakeCorporateActionsCreateCustomerViewReportonCustomersAwarenessDefineStrategyGainAdditionalUnderstandSegment

&ProfileUnderstandingDesignBusinessProgramDesign

ITSystemsCreateITPlansDesignCreateBusinessPlanSAS

CRMmethodologyPhasedeliverablesPhaseDeliverablesAssessment

Project

proposalAwareness

Customer

view

datawarehouse

Customer

reportsUnderstanding

Customer

segments

StrategydefinitionDesign

Business

plan

IT

plan

Program

and

IT

designsBuild

Predictive

models

IT

systems

Program

components

Test

implementationExecution

Program

execution

and

follow-upReview

Return

on

investmentanalysis

Strategy

reviewAgendaCopyright

1998

by

SAS

InstituteCustomer

Relationship

ManagementThe

SAS

Solution

forCRMThe

SAS

CRM

Methodology➪

Real-Life

ExamplesThe

Route

to

SuccessfulCRMStakisCopyright

1998

by

SAS

InstituteStakis,

with

over

2

million

guests

and

members

of

22

casinos,55

hotels

and

more

than

70

leisure

clubs,

has

chosen

theSASSystem

to

develop

a

data

warehouse

used

as

the

basis

foritscustomer

relationship

management

activities.Mr

Mike

Ashton,

Stakis

marketing

director

explains

:”We

have

strengthened

brand

awareness

and

loyalty

whilereaping

fairly

significant

increases

in

productivity

andprofitability

within

12

months

-

through

targeting

of

direct

mailand

other

promotional

activities,

areas

which

were

alreadyhighly

effective”.StatoilCopyright

1998

by

SAS

InstituteStatoil

use

the

SAS

System

for

campaign

management

to

helpsales

and

product

managers

design

a

campaign

so

thatitreaches

the

right

people

with

the

right

message.Mr

Per

Ostergaard

Jacobsen,

the

database

marketing

managersays

:”Managers

now

have

the

information

they

need

to

makedecision

on

new

campaigns.

This

is

all

about

effectively

use

ofmarketing

money.

Previously,

for

example,

if

a

mailshot

wassent

to

100,000

people,

we

were

satisfied

with

a

response

of2%

(2,000

customers).

Now,

we

reduce

the

number

ofmailshots

sent

out

to

20,000,

but

we

achieve

a

response

rate

of20

%

(4,000

customers).”Yves

Ronsse,

Director

of

Marketing

Support

Systems:"Access

to

information

is

not

enough;

you

have

to

be

able

touseit

and

transform

it

into

actions

which

have

an

impact

on

profits.

Asuccessful

data

warehouse

questions

the

existing

structures

andrelationships

and

introduces

a

new

dynamic

into

an

organisation.Every

day,

the

SAS

Data

Warehouse

enables

ourMarketingspecialists

to

augment

the

quality

of

their

decisions."Copyright

1998

by

SAS

InstituteGeneraledeBank“From

the

Managing

Director

down

through

theorganisation

we

are

expecting

many

levels

of

user

forthe

system.It

will

help

us

to

develop

customer

loyalty,

optimise

ourproduct

sales

and,

we

hope

to

increase

our

marketpenetration”Copyright

1998

by

SAS

InstituteSavacentre3

Suisses,

BelgiumGenerale

de

Banque,BelgiumHalifax,UKSavacentre,

UKRoyal

Bank

of

Scotland,

UKReader’s

Digest,

UKTelia,

SwedenC_link,FrancePostbank,

NetherlandsNeckermann

Versandhaus,

GermanyUBS

/

Swiss

Life,SwitzerlandMediapost,

FranceMondadori,

ItalyABB

&

CERA,BelgiumDeutsche

Sparkassenverlag,

GermanyBanca

Popolare

di

Lodi,

ItalyG.B.,

BelgiumL.C.M.,

BelgiumFiat,ItalyCommercial

Italia,

ItalyCredit

Italiano,

ItalyGood

Year,

BelgiumBelgacom,

BelgiumLuftansa,

GermanySofinco,

FranceValio,

FinlandKLM,HollandCACI,

UKColruyt,

Belgium…European

SAS

CRMsuccesses

include

:FistunionMNBAWilliams

SonomaMellon

BankFirst

cardSaraLeeUSWestCitiBankRevlonFederal

ExpressMunich

Reinsurance

Company

of

CanadaCalgonPhilipMorris...US

SAS

CRMsuccessesinclude:Copyright

1998

by

SAS

InstituteAgendaCustomer

Relationship

ManagementThe

SAS

Solution

forCRMThe

SAS

CRM

MethodologyReal-Life

Examples➪

The

Route

to

Successful

CRMDecision

support

integrationScalabilityFlexibilityDistributed

processingDataintegrationOperational

system

feedbackExperienceServices

/implementation