客户关系管理咨询步骤crm英文版

1、- 1 -Customer Relationship Management Consulting approach Munich, June 2002Roland Berger & Partner GmbH International Management ConsultantsBarcelona Beijing Berlin Brussels Bucharest Budapest Buenos Aires Delhi Detroit Dsseldorf Frankfurt Hamburg Kiev Kuala Lumpur Lisbon London Madrid Milan Moscow

2、Munich New York Paris Prague Riga Rome So Paulo Shanghai Stuttgart Tokyo Vienna ZurichDiscussion_Paper_SAG.ppt- 2 -ContentPageA.Introduction3B.Project objectives and scope12C.Approach16193474C.1C.2C.3CRM target settingCRM strategy and technology concept CRM implementationD.References77E.Appendix: Su

3、pporting tools to implement CRM818293E.1E.2The Internet as a supporting CRM toolThe call center as a supporting CRM toolThis document was created for the exclusive use of our clients. It is not complete unless supported by the underlying detailed analyses and oral presentation. It must notbe passed

4、on to third parties except with the explicit prior consent of Roland Berger & Partners.Discussion_Paper_SAG.pptA.Introduction- 3 -Discussion_Paper_SAG.ppt- 4 -The importance of an integrated Customer Care approach receives increasingawareness at top management level all over the worldSource: Forrest

5、er Research, basis: 50 Sales managers of Fortune 500 companiesDiscussion_Paper_SAG.pptYes2 %10 % Somewhat36 %Not at all52 % Not reallyNot at all6 % 2 % importantSomewhatimportant48 %Very44 %importantCriticalDo you have a single, integrated view of thecustomer today?How important is a single, integra

6、ted view of thecustomer across your company- 5 -In the future, a companys value will increasingly depend on the value of itscustomer baseFactors influencing corporate valuationCustomer baseDiscounted cashflow methodCustomer lifetime value methodEmployeebaseMultiplesmethodIndustrial societyInformatio

7、n societyCustomer acquisi- tion cost methodMarket value added methodAssetsTraditional industrial companies,e.g. manufacturing industryService companies,e.g. consulting firms, software companiesInternet companiesSource: Roland Berger & PartnersDiscussion_Paper_SAG.ppt- 6 -The value of the customer ba

8、se is determined by the key factors individualcustomer value and size of the customer baseValue of customer base corporate valueHighercustomer net present valueIncreased corporate value+Higher absolute number of customersSource: Roland Berger & PartnersDiscussion_Paper_SAG.pptAnnual profit/ customer

9、Number of customers%Customer retention rateNew customer acquisition ratet+x%Customer cashflowsPrice premiums RecommendationsCost savingsSales growth per customerBase profit2345678 Acquisition cost1- 7 -The market value of the leading InfoCom companies clearly exceeds that ofOEMs the customer base is

10、 the key success factorOverview of customer ownership and market valueDM 1,000/customer4442VWDM 1,100/9080GMcustomerDM 1,700/112Fordcustomer67DM 4,700/customer189Yahoo!40228DM 16,300/Mannesmann14customer300DM 10,700/Vodaphone/Airtouch28customer376DM 18,800/AOL20customer405DM 4,500/customerNokia90DM

11、2,800/customer1,128Microsoft400Number of customers in millions (12/99)Market value in DM billions (12/99)Source: Roland Berger & Partners analysisDiscussion_Paper_SAG.pptPoints of customer contact Shopping Banking TV/media Sport Telephone/mobile Car- 8 -Managing the customer relationship is a key le

12、ver to increase shareholdervalueExampleMarket and customer valueTodayFutureMarket value(bn Euro)12/99PotentialCustomer Value (Euro)1.500 (Microsoft)- 9.000 (AOL)1.000(Current)Calculation basis: 400.000 customersSource: Roland Berger & PartnersDiscussion_Paper_SAG.pptManaging the customer relationshi

13、p- 9 -CRM is a strategy designed to increase individual customer value byestablishing a long-term and systematic customer relationship01Initial contact with customerIdentificationGenerating/ recording customer dataIncreased customer retention2Wider range of servicesOngoing customer relation

14、shipInformation analysis Customer profilesForecastingbuying behavior Monitoring successLearning relationshipHigher efficiencyin contacting customersDeveloping customer benefits, e.g. Value-added services Customized offers43Source: Roland Berger & PartnersDiscussion_Paper_SAG.ppt- 10 -Discussion_Pape

15、r_SAG.ppt- 11 -ExamplesExamplesExamplesThe knowledge cycle“ is the key to successful CRM when dealing with customersActions to support network effects 2. Increased content attractivityIncreasing return of marketing & SalesHigher loyalty 3. 1. Better knowledge about the clientSource: Hagel/Armstrong;

16、 Roland Berger & PartnersDiscussion_Paper_SAG.pptQuestionaires on the net Experience with a product Customer history/profileNeed to log-in for each member For newsletters For membershipContinous report of individual information Monitoring of web-usage (focus of interest)Community-generated content O

17、nline discussions for members Create profilesPartnerships with other organisations Cross advertising Partnerships with road side assistanceCreation of a market place/auction Shopping malls Partnership with auction providerPromotions of member- to-member interaction Personalized e-mail system for mem

18、bers Personal web pageCustomized interaction Service remindersConserving relationships Product updates Archive of chat contributions Bonus programmes (e.g. web miles based on after sales frequency)- 12 -The key lever for CRM success is the Internet - innovative options forindividual customer contact

19、Opportunities offered by the InternetMaximum volumeMaximum customer potential 1 Enhanced loyalty: Changing occasional customers into loyal customers Internet as convenience channel Individual communication, e.g. sites Information-based value-added servicesBroad-based customer communication: C

20、ross selling The Internet is used to collect information other than the individual product/service range The Internet is used to address a wide range ofproductsMore efficient contact: Cost savings 3 Marketing/sales cost 2 3 The Internet is a low-cost sales channel Option to provide individualized in

21、formation (example mail-order: Catalogues tailored to customer profiles)Product/ service range addressed 2 Source: Roland Berger & PartnersDiscussion_Paper_SAG.ppt1 Current customer valueB.Project objectives and scope- 13 -Discussion_Paper_SAG.ppt- 14 -The strategic goals aim at sustainable growth a

22、nd profitabilityStrategic goals of CRMHaving a clear idea of the customers current and future needsIncreasing customer satisfactionEnhance identification, segmentation, conquest and loyalty of customersResponding quickly and efficiently to the customer bearing in mind its economic valueReinforcing t

23、he awareness of the Group and of its service mixSource: Roland Berger & PartnersDiscussion_Paper_SAG.ppt- 15 -The project objectives aim at a seamless implementation of CRM from visionto systems integrationCRM project objectivesCreate a strong CRM vision and focus areas with highestbusiness potentia

24、lTranslate CRM vision into bold CRM strategy combined with a customized technology conceptEnsure a sustainable implementation supported by reliable CRM processes and systemsSource: Roland Berger & PartnersDiscussion_Paper_SAG.ppt- 16 -The project covers the entire business-channel matrix with CRM ap

25、plicationsto attract, penetrate and retain customersExampleBusiness-channel matrix.CRM applicationsPersonalized customer dialoguePersonalized offeringsCustomer retention moduleSource: Roland Berger & PartnersDiscussion_Paper_SAG.pptChannelBusinessDirectOwn concess3rd party concessTele- mktg.Promo- t

26、orsInter- bancoMulti- rentInter- netStoresInter- nationalSIVAMULTIRENTINTERBANCOCOMEPORLGASIXTRETALHOC.Approach- 17 -Discussion_Paper_SAG.ppt- 18 -The approach to define and implement Customer Relationship Managementconsists of three phases 1 2 3 CRM strategy and technology conceptTarget settingImpl

27、ementationDevelopment of a detailed CRM strategy within the overall sales & marketingstrategyAnalysis of customerrequirementsBenchmarking and Best Practice analysisEvaluation of existing CRMmeasuresPersonal customer dialoguePersonalized offeringsCustomer retentionImplementation of CRM strategy and t

28、echnology concept (work program tobe detailed during phase II)ObjectivesDesigning a technology concept in co-operation withCRM systems providersDevelopment of CRM visionand target systemEstimation of potentialsSet up of detailed CRMbusiness caseSource: Roland Berger & PartnersDiscussion_Paper_SAG.pp

29、t- 19 -The customer relationship management strategy can be ready forimplementation in 4.5 monthsTimingProject month12345Activity1 Target setting2. CRM strategyPersonal customer dialogue Personalized offerings Customer retention programProcess and organizational implicationsPilot implementation3. Te

30、chnology conceptIT-AuditData-model and IT-infrastructure planSoftware and service provider selection4. ImplementationSource: Roland Berger & PartnersDiscussion_Paper_SAG.pptC.ApproachC.2CRM strategy and technology conceptC.3Implementation- 20 -Discussion_Paper_SAG.pptC.1Target setting- 21 -Key quest

31、ions target setting“What customer segments are addressed by the CRM strategy and what are thesegment-specific customer requirements?Which benchmarks and best practices can be derived from automotive and non- automotive CRM applications?How is current customer information deficit to be tackled?To wha

32、t extent can the project build upon existing CRM measures in the Group?What is the vision as the guideline to define the CRM strategy?What are quantified and measurable targets to evaluate business options and to track the implementation process in a consistent way?What overall business potential (a

33、dditional revenues and improved margins) is associated with the implementation of CRM?Source: Roland Berger & PartnersDiscussion_Paper_SAG.ppt- 22 -The target setting“ phase can be completed within 4 weeks (1)Work schedule target setting“Project week1234Activity1. Analysis of customer requirements D

34、efinition of relevant customer segments for the CRM strategy Identification of segment specific requirements with regard to CRM applications2. Benchmarking and Best Practice AnalysisIdentification of relevant benchmarking targetsGathering of bechmarking data from RB&P databases and external sourcesD

35、efinition of relevant benchmarks and best practices3. Evaluation of existing CRM measures Analysis of existing point-of-contact structure of customers Documentation and evaluation of existing CRM activitiesSource: Roland Berger & PartnersDiscussion_Paper_SAG.ppt- 23 -The target setting“ phase can be

36、 completed within 4 weeks (2)Work schedule target setting“Source: Roland Berger & PartnersDiscussion_Paper_SAG.pptProject week1Activity2344. Development of the CRM vision and target system Break down of CRM goals into detailed targets Definition of target weights and measures Set up of balanced scor

37、e card for entire project5. Estimation of potentials Estimation of segment-specific revenue and margin improvements Rough assessment of cost and investment requirements- 24 -The analysis of customer requirements will deliver segment-specific CRMrelated needsConvenienceCost reductionInformation on de

38、mandReduction of processing timesCustomer needsIndividual problem solvingService degree/access to servicesEntertainmentPrice advantagesCustomer loyalty/penetrationQuality of serviceObjectivesReach new customersEfficiency improvementBrand imageInnovative business models1) Fleets/direct customersSourc

39、e: Roland Berger & PartnersDiscussion_Paper_SAG.pptBusiness to businessBusiness to consumer- 25 -Benchmarking and best practice analysis will reveal feasible and attractive CRMopportunitiesExample: CRM related content at PorscheCompany linksNo data entry Personalization via cookies onlyTravel clubPo

40、st cards Via e-mail Collects sender and recipient addressesDifferent travel offers Online application Total personalizationGamesPorsche newsletter Newsletter subscription Collects e-mailaddressesSimple little games Personal information entry required in order to be listed in high score tablesGuest b

41、ook No personalization since only entry of name requiredSource: Roland Berger & PartnersDiscussion_Paper_SAG.ppt- 26 -Transferable best practices can also be derived from non-automotivebenchmarking targetsNoBonus programYesCustomer- specificCustomer segment- specificDegree of individualityNocustomiz

42、-ationOwn product/ service rangeCross-sellingEntire demand rangeDegree of demand coverageSource: Roland Berger & PartnersDiscussion_Paper_SAG.pptHolistic CRMplayers- 27 -Particularly the airline industry is leapfrogging the development in customerretention programs including personalized services fo

43、r target segmentsAmerican AirlinesInternet market entry of in 1995Objectives: Online bookings from US$ 1.7 m per day (max.) in 1998 up to US$ 500 m total in 1999, further expansion of one-to- one customer customer relationsEarning miles:Fly (AA, BA, Canadian Airlines, Cathay Pacific, Finn

44、air, Iberia, Quantas Airlines, Japan Airlines, Swissair, etc.) Hotels (Best Western, Holiday Inn, etc.)Car rentals (Alamo, Avis, Hertz, etc.) Shopping (Golf, Dining, etc.) Using miles: Fly, hotels, car rentals, tripsEach Internet visitor receives an offer tailored to her/his history and individual p

45、rofile At present, there are 35 m AAdvantage-members, 1.7 m of which have already visited the Internet websiteTop-tier Aadvantage members have access to a personalized AA pageMore than 35 % of the top-tier members use the online offer Record-booking day 1998: US$ 1.7 mSource: Roland Berger & Partner

46、sDiscussion_Paper_SAG.pptSuccessPersonalized Internet servicesProduct/service range and partnersGeneral information- 28 -The points-of-contact analysis is supported by specific tools and results in arough estimate of how CRM functions can be optimally appliedSegment-specific points-of-contact analys

47、is supported by toolsWhat are the points of contact?What information is generated at these points?How is this information aggregated/ evaluated/utilized?What additional information should be collected (cost orientation)?What further points of contact should be set up?What analysis results are to be

48、expected from the future information base?How wide/detailed are future customer profiles?What is the presumed frequency/intensity of the points of contact?Points-of-contact toolSource: Roland Berger & PartnersDiscussion_Paper_SAG.pptCustomer segment CCustomer segment BCustomer segment ATransactionPr

49、esalesChannelsSalesAfter-salesInternetCall centerSales forceLogistics servicesEtc.- 29 -Existing CRM activities will be evaluated in terms of their potential of beingintegrated into the overall CRM strategyProject example: Analysis of existing CRM activities for premium OEMCustomer life cycle manage

50、ment Prospective customer service Customer service pre-sales Customer service after sales New customer program Reactivation/recovery programsVehicle cycle management Service card (planned first upgrade) Service programSegment II/IIIInformation management Prospective customer serviceComplaint management Definition of response times Catalog of rules for cooling off customers Proactive reactivation/recovery appealIntegrated customer life and vehi