客户关系管理-Customer-Relationship-Management教学提纲.ppt

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1、客户关系管理-Customer-Relationship-Management忠诚度是建立在客户关系和价值上的 Loyalty is Built on Customer Relationships and Value Customer relationship management(CRM)集成的数据库，这种数据库能跨公司和渠道，对客户形成单一、一致的评估分析 Integrated databases that create a single,unified view of the customer across the company and its channels(Ritz)客户化的推销

2、和交流提高了客户的价值(A)Customized offerings and communication for greater customer value(A)创建以客户为中心（导向）的公司所面临的困难创建以客户为中心（导向）的公司所面临的困难Obstacles to Building Customer-Oriented Companies 销售收入的需要:电视机行业 The need for sales volume:TV industry 渠道的巨大作用:保险（Channel power:insurance）缺乏被人认可的品牌差异 Lack of perceived brand dif

3、ference 缺乏品牌的管理 Lack of brand management价格战:随处可见 Price wars:everywhere 市场营销和 客户服务被当作是成本(可是，是谁砸了你的价 格和品牌呢？）Marketing and Customer Service are treated as costs(but who is destroying your prices and your brand?)一方面，客户关系被视为当期费用，另一方面，其回报难以衡量计算 Returns are difficult to measure,while CRM is accounted a cur

4、rent expense中间商缺乏工具和动力去共享数据访问 Intermediaries lack means or incentives to share access to data零散的渠道所有权增加了实施的困难和成本 Fragmented channel ownership increases implementation difficulties and cost在价格比较敏感的市场里市场营销对公司的作用不能很快的反映出来。Companies slow to appreciate the value of marketing in price-sensitive markets客户关

5、系管理在中国所面临的困难Obstacles to CRM in China有如此多的公司正在飞速发展Too Many Companies are Running Up Hill!即使在金融服务领域，中国公司客户的流动率超过30%、40%，甚至达到50%Even in Chinas financial services sector,companies are experiencing customer turnover greater than 30,40,or even 50%结果是:中国公司正在持续不断的增加销售收入和市场份额 Result:Companies are running up

6、 hill to build revenue and market share growth忽视客户关系管理的公司，它的未来将会是：负增长和日趋下降的市场份额。The future for companies that ignore CRM:negative growth and declining market share 案例一案例一 A Scenario(1)一个资产100亿的公司 A RMB 1 billion company30%客户周转率 30%customer turnover15%市场增长率 15%market growth案例二案例二 A Scenario(2)如果一家企业获

7、得新客户的速度与市场成长率相当,它将丢失1.5亿的收入 If the company acquires new customers at the market growth rate,it loses 150 million in revenue如果企业要与市场同步增长,新客户的获取率必须是市场增长率的两倍 Customer acquisition must double the market growth rate for the company to grow at the same rate as the market企业必须投入销售管理及市场开销费的30%来保持 The company

8、 must devote 30%of sales management and marketing expense to digging itself out of a hole 这是实际的情况吗这是实际的情况吗?Is this a Realistic Scenario?是 如你工作的企业是:Yes chances are you work for a company that is:为向市场推新产品,不断地增强生产和销售力度 Ramping up production and sales force to push new product to market,and:与保持已有客户有关的投资

9、力度不够 Not investing enough in keeping the customers it has是 随着竞争增加和增长放缓,不能改善保持力的企业不能生存下去 Yes as competition increases and growth slows,the company that fails to improve retention cannot continue to grow是 甚至如果市场增长率仍很高,你能否真地付出市场及销售的30%来再获份额呢?Yes even if your market growth is still high,can you really a

10、fford to devote 30%of marketing and sales to re-gaining ground?“制造与销售制造与销售”的市场模型的后果的市场模型的后果 Consequences of the“Make and Sell”Marketing Model 为了易销,你的销售员和渠道(代理商)在推价格而不是价值 Your salespeople and channels are pushing price not value for easy sales利润下降且销售成本增加 Margins declining and sales costs increasing不关

11、注服务和关系的建立,从而导致:Inattention to service and relationship building,resulting in:客户永不回头 Customers that will never come back口碑很差 Bad word of mouth是该改的时候了!Bad word of mouth 你能在 CRM上花多少钱?快速评估How Much Can You Spend on CRM?-quick assessment花在重获失去的收入上的销售管理时间的价值,+The value of sales management time spent re-gai

12、ning lost revenue,+市场花费开销 X 周转率,+Marketing expense X turnover rate,+良好口碑的价值,+Present value of lost referrals/good word of mouth,+目标保持力 现有现有保持力 Target retention(in$of revenue)-Current retention=可被重分配给CRM的与收入增长有关的成本 =the costs to your revenue growth that could be re-allocated to CRM CRM 客户数据的整合 客户从其自身

13、及渠道出发的单一观点(看法)Integration of customer data-single view of the customer across the company and its channels支持客户分类,宣传计划,产品计划和市场分析的分析法 Analytics that support customer segmentation,campaign planning,product planning,and market analysis通信交流和推广的量身定制 Customization of communications and promotions一种策略 不仅仅是一

14、种技术 A strategy not only a technology什么是什么是 CRM?CRM?What is CRM?通向 CRM的步骤 The Steps Towards CRM大量营销工作大量营销工作 推销Sales push 品牌公认,标识 Brand recognition目标营销目标营销Target Marketing 有目标的直销Targeted direct sales 分类品牌忠诚度Segment brand loyaltyCRM 客户化的推广Customized promotions 1-1 对应关系 1 to 1 relationship 非最美的 Not the

15、most beautiful casinos 非最有名 Not the best known 但通过 CRM,哈拉的赌场已挤身于最挣钱和成长率最快的赌 场之列 But through CRM,Harrahs is among the most profitable and fastest-growing最好的案例最好的案例:哈拉的赌场哈拉的赌场 Best Practice Case:Harrahs Casinos 知道重要客户在他们包间里需要什么礼物 Knowing what special gifts a valued customer wants in their room香摈或一盒巧克力

16、?Is it champagne,or a box of chocolates?知道客户喜好哪些种类的刺激 Knowing what kinds of incentives the customer likes现金,一顿免费饭等等 Cash,a free meal,etc知道客户准备消费的量,及什么会促使他消费得更多 Knowing how much the customer is going to spend,and what will encourage the customer to spend more哈拉的客户关系哈拉的客户关系 Harrahs Customer Relationsh

17、ip 找回客户:再销售和交叉销售 Bring the customer back:re-selling and cross-selling哈拉 1998-1999:从光顾多个赌场的客户那儿挣来的收入跃增33%Harrahs 1998-1999:revenue from customers visiting more than one casino jumped 33%个性化服务和基于客户购买及服务历史的推销 Personalized service and promotions based on customer purchase and service history如果在四月度假,那么哈拉

18、会在二月给你寄来促销信(物).If you typically vacation in April,Harrahs sends a promotion in February加深客户的关系加深客户的关系 Deepening the Customer Relationship 增强购买的频率和数量 Greater frequency and amount of purchase哈拉的分析法精确地预测90%的客户每次会消费5000元而不是计划的500元 Harrahs analytics predict accurately 90%of customers who can be switched

19、from$500 per visit to$5000 per visit增加客户关系的价值增加客户关系的价值 Increasing the Value of the Customer Relationship 数据:客户历史 The Data:customer history游戏活动:什么样的游戏和多少 Gaming activity:what games and how much个人数据 Personal data客户对不同种促销的反应 Customers responses to different types of promotions客户的终生价值 Projected customer

20、 lifetime value 结果 Results约定俗成的推广及刺激 Custom promotions and incentives自从使用了CRM后,哈拉的利润翻了一倍 Profits at Harrahs have doubled since implementation of CRM哈拉的忠实卡哈拉的忠实卡 Harrahs Loyalty Card“我们的对手用硬件来竞争,而我们用软件来竞争.他们花钱来吸引客户,但我们建造技术基建来邀请客户参与.”“Our competitors compete on hardware.Were competing on software.They

21、 spend money to attract customers,but we build the technology infrastructure to invite customers.”-里查得.默曼,SVP 市场咨询 Richard Mirman,SVP Marketing哈拉的忠诚卡哈拉的忠诚卡 Harrahs Loyalty Card 客户关系管理及策略客户关系管理及策略 CRM and Strategy 反转了产品设计-Dell,Levis Reverse product design-Dell,Levis反转了定价法-P Reverse pricing-P反转了广告(作法)

22、点波和许可广告法;A Reverse advertising-pointcasting and permission advertising;A反转了推广 NetCentives Reverse promotions-NetCentives反转了分销 网上展示厅,如 LandsE;下载试用版和购买数字产品 Reverse distribution-on-line showrooms like LandsE;download trial and purchase of digital productsCRM CRM 改变了市场策略改变了市场策略 CRM Changes Marketing Str

23、ategy新客户价值模型:客户化的服务带来客户终身的忠诚度 The New Customer Value Model:customized offerings for lifetime customer loyalty新核心能力:营销!企业将聚焦拥有驱使客户价值的过程工序;The New Core Competences:Marketing!-companies will focus o n owning the processes that drive customer value;耐克经营品牌的企业;Nike as a brand-managing company;索尼产品设计和品牌的公司

24、 Sony as a product design and branding company一个全新的市场理念一个全新的市场理念 A New Marketing Paradigm品牌忠诚度的价值(1)The Value of Brand Loyalty(1)At MBNA(金融服务金融服务):增加5%的客户保持力将在5年内带来60%的利润增长 5%increase in customer retention increased profits by 60%within 5 yearsAT Club Med:丢失一个客户将在未来造成2400元的生意损失 One lost customer cos

25、ts the company$2400 in lost future business来自银行来自银行:from a bank 减少5%的次品能增加85%的利润 Reducing defections by 5%increased profits by 85%来自哈拉的赌场来自哈拉的赌场(From Harrahs Casinos):客户每增加1分钱的赌注就相当每股股票增加1元的收益 A 1 cent increase in share of customers gambling dollar equals a 1 dollar increase in earnings per share 品牌

26、忠诚度的价值(2)The Value of Brand Loyalty(2)增加新客户的成本是保持已有客户成本的5倍 Acquiring new customers costs five times more than the cost of maintaining existing customers一般的企业每年会失去10%的客户 The average company loses 10%of its customers each year减少 5%的客户丢失率能增加25-85%的利润 A 5%reduction in the customer loss rate can increase

27、 profits by 25-85%客户的利润率是随着客户的成长而成长的 The customer profit rate tends to increase over the life of the retained customerSource:Philip Kotler为什么能从忠诚的客户那里挣到较多的利润为什么能从忠诚的客户那里挣到较多的利润?Why Loyal Customers are More ProfitableYear客户年利润 Source:Frederick F.Reichheld,The Loyalty Effect(Boston:Harvard Business Sc

28、hool Press,1996),p.39.关注客户终生价值关注客户终生价值 Focusing on Customer Lifetime Value 成功的企业都已建立客户关系和忠诚度.Successful companies build relationships and loyalty with their customers一致聚焦与客户关系和忠诚度是建筑在聚焦在客户的终生价值之上的Consistent focus on relationships and loyalty requires a focus on the lifetime value of customers交易并不建立关

29、系(Sewell Cadillac).ransactions do not build relationships(Sewell Cadillac)客户终生价值的评估 Estimates of Customer Lifetime Value 一般客户对他们购买的25%的商品不满,但只有5%的投诉 Customers are dissatisfied in about 25%of their purchases but only 5%complain.每个不满的客户会把他们的经历告诉8-10个人 Each dissatisfied customer tells 8-10 people about

30、 their experience不满的客户能通过以下方式来解决,并使之满意:Dissatisfied consumers can be turned into satisfied consumers by:快速反应 Responding quickly尽一切可能解决 Apologizing Going out of the way to solve the problem提供某种形式的补偿 Offering some form of compensation快速解决 Resolving quickly投诉过的,但问题得到解决的客户回同一供应商再次购买的可能性比其他的要高6倍.Complain

31、ing customers who get resolution are 6 times more likely to buy again from the same vendor.客户满意度 Customer Satisfaction AT&T 通过刊登整版免费客服电话号来鼓励客户投诉 AT&T encourages customer complaints with full page newspaper ads showing toll free telephone numbers多米诺比萨饼成功地促使20%的不满意的客户投诉 Dominos Pizza succeeded in gett

32、ing 20%of dissatisfied customers to complain在24小时内解决80%的问题,retains 95%Resolves 80%of problems within 24 hours,and retains 95%如果24小时不能将问题解决,(客户)保持力降至46%If resolution takes longer than 24 hours,retention drops to 46%客户满意度 Customer Satisfaction 抓住现有的客户 Retaining Current CustomerXXXX主要运输公司主要运输公司-64,000

33、客户创客户创造了造了 80%的吞吐量的吞吐量由于劣质服务由于劣质服务,每年丢掉每年丢掉5%的客户的客户在每个客户处丢掉在每个客户处丢掉$40,000的收入的收入每户丢掉每户丢掉10%的贡的贡献献每年丢掉每年丢掉$12,800,000 利利润贡献润贡献由劣质服务导致销售损失的代价由劣质服务导致销售损失的代价 Cost of Lost Sales Due to Poor Service Figure provided by Philip KotlerMajor transportation company-64,000 accounts produce 80%of its tonnage5%of

34、accounts lost each year due to poor service$40,000 in revenue is lost for each account10%contribution is lost per account$12,800,000 of profit ontribution lost each year产品领导地位的取得是不易的且很难维护 Product leadership difficult to achieve and impossible to defend价格会受到(来自同行的)持续的压力 Prices are under constant atta

35、ck销售增长会引向死胡同 Sales-lead growth is leading to a dead-end for growth中国企业策略中的中国企业策略中的CRM(1)CRM(1)CRM in Chinese Company Strategy(1)CRM 将成为品牌定位策略的核心:CRM will be the core of brand positioning strategy:更加聚焦于客户的终生价值 More focus on customer lifetime value关怀客户 Customer care感情契约 Emotional bond 更好服务高价值客户 Better

36、 service for high-value accounts降低广告宣传攻势的成本以及增强推广的效略 Lower the cost of promotional campaigns and increase promotional efficiency你的下一个竞争优势将从哪里来?Where is your next competitive advantage going to come from?中国企业策略中的CRM(2)CRM in Chinese Company Strategy(2)此此课课件下件下载载可自行可自行编辑编辑修改，修改，仅仅供参考！供参考！感感谢谢您的支持，我您的支持，我们们努力做得更好！努力做得更好！谢谢谢谢