CRM的解决方案（英文PPT29页）3660.pptx

《CRM的解决方案（英文PPT29页）3660.pptx》由会员分享，可在线阅读，更多相关《CRM的解决方案（英文PPT29页）3660.pptx（29页珍藏版）》请在淘文阁 - 分享文档赚钱的网站上搜索。

1、Copyright 2003,SAS Institute Inc.All rights reserved.Company confidential-for internal use onlyThe SAS Solutions for CRMCopyright 2003,SAS Institute Inc.All rights reserved.Company confidential-for internal use onlyTopicsCRM MarketCustomer Intelligence&the CRM Business ProcessCRM ArchitectureCRM App

2、licationsThe SAS Solutions for CRM2Copyright 2003,SAS Institute Inc.All rights reserved.Company confidential-for internal use onlyWhat is CRM?A shift in emphasis from:Mass to individualProduct to customerAcquisition to retentionFunction to experience Shareholders to customersA Strategic Initiative t

3、hat enables a company to become customer centric.Key components include people,process and technology.3Copyright 2003,SAS Institute Inc.All rights reserved.Company confidential-for internal use onlyI dont have long term profitable relationships with my customersI am unable to identify my most valuab

4、le or highest potential customersI am not effectively creating value and cross selling opportunities for these customersI have low customer retention and loyaltyCRM Business Problems4Copyright 2003,SAS Institute Inc.All rights reserved.Company confidential-for internal use onlyHow Can SAS Help You?B

5、uilt on 25 years in customer analysis,the SAS Solutions for Customer Relationship Management provides the customer intelligence you need to maximize the profitability of your customer relationships.The SAS Solutions for CRM will help your company:n360 degree customer viewnSegment&Target your most Va

6、luable CustomersnAnalyze and ProfilenContinuously Learn5Copyright 2003,SAS Institute Inc.All rights reserved.Company confidential-for internal use onlyCRM Business Flow:The Role of Customer Intelligence6Copyright 2003,SAS Institute Inc.All rights reserved.Company confidential-for internal use onlyTh

7、e Role of Customer Intelligence:Strategic Focus7Copyright 2003,SAS Institute Inc.All rights reserved.Company confidential-for internal use onlyThe Role of Customer Intelligence:Strategic FocusFocus resourcesFocus investmentFocus on right customer groupsservicesproductschannelsaspects of qualityCusto

8、mer base is an AssetCommunicate objectives to the business8Copyright 2003,SAS Institute Inc.All rights reserved.Company confidential-for internal use onlyThe Role of Customer Intelligence:Strategic FocusHow is a customer defined?Who owns the customer?What are my key customer groups?How much should I

9、 invest in different customer groups?What realistic targets should I set to ensure profitability?How much should I invest in my channels?-the internet?Best practice-who is recruiting the best customers?What is the value of the customer asset?How many of my top customers could I lose before taking a

10、loss?Would I know if a competitor was stealing my best customers?Could I react appropriately?Sample Questions9Copyright 2003,SAS Institute Inc.All rights reserved.Company confidential-for internal use onlyThe Role of Customer Intelligence:Targeting&Positioning10Copyright 2003,SAS Institute Inc.All r

11、ights reserved.Company confidential-for internal use onlyThe Role of Customer Intelligence:Targeting&Positioning Customer profitability analysis Churn/retention analysis Customer behavior analysis Segmentation and targeting Customer profilingTechniques11Copyright 2003,SAS Institute Inc.All rights re

12、served.Company confidential-for internal use onlyThe Role of Customer Intelligence:Targeting&PositioningHow should my segments be defined?When should I sell?Which customers are likely to leave?Which customers are more likely to respond?Which communication channel should I use?Whats the expected resp

13、onse rate?Which product combinations and product features do customers want?Sample QuestionsWhich customers are good candidates for cross or up selling?What is the customer potential/life time value?Can I customize offerings based on needs,preferences and profitability?12Copyright 2003,SAS Institute

14、 Inc.All rights reserved.Company confidential-for internal use onlyThe Role of Customer Intelligence:Operational Effectiveness13Copyright 2003,SAS Institute Inc.All rights reserved.Company confidential-for internal use onlyThe Role of Customer Intelligence:Operational EffectivenessResource forecasti

15、ngDemand forecastingSkills profilingService level settingResource optimizationDeployment of decision support information to the front officeDeployment of information to the customerTechniques14Copyright 2003,SAS Institute Inc.All rights reserved.Company confidential-for internal use onlyThe Role of

16、Customer Intelligence:Operational EffectivenessWhat skills should be available?Am I achieving service levels?How should I divide resources across customer groups?How should I divide resources across channels?What capacity should I purchase?Which service and channels are being used and by whom?Can I

17、effectively allocate resources based on customer value?What resources should I allocate throughout the day(and night)?Best practice-who is delivering the best service?Sample Questions15Copyright 2003,SAS Institute Inc.All rights reserved.Company confidential-for internal use onlyThe Role of Customer

18、 IntelligenceLearning Focus16Copyright 2003,SAS Institute Inc.All rights reserved.Company confidential-for internal use onlyThe Role of Customer Intelligence:Measurement Life-time value Share of customer Retention/Attrition rates Length of relationship Cross-selling ratio Customer profitability Cust

19、omer value index Customer response rateSample Metrics17Copyright 2003,SAS Institute Inc.All rights reserved.Company confidential-for internal use onlyThe Role of Customer Intelligence:MeasurementHow satisfied are our customers with our product/service?How many customers do I have?Is the lifetime val

20、ue(future potential)of my customer base going up or down?-by how much?Which sales/marketing channels are most effective?What was the response rate-How did it compare to target?How many times are my customers being contacted?Which customers are moving between segments?How many times has this customer

21、 contacted us?How many new customers do I have?What is the rate of customer defection?What was the conversion rate-How did it compare to target?Sample Questions18Copyright 2003,SAS Institute Inc.All rights reserved.Company confidential-for internal use onlyCustomer Intelligence&The CRM Business Proc

22、essStrategic FocusTargeting andpositioningMeasurementOperationalEffectivenessData cleaningEnsure data qualityIntegrationDe-duplicationEnhancementdrilldownAnalyseWebVisualiseData Miningslice&dicePlace the customer at the centre of the decision making processRight people,right channel,right time,right

23、 offer to build long term mutually beneficial relationshipsAligning investment and resources to market opportunities and requirementsMonitoring success and reporting back to the business to create an agile learning enterpriseDoing things right,deploying resource to match customer demand and value19C

24、opyright 2003,SAS Institute Inc.All rights reserved.Company confidential-for internal use onlyCRM Business Flow:The Role of Customer IntelligenceAligning investment and resources to market opportunities and requirementsRight people,right channel,right time,right offer to build long term mutually ben

25、eficial relationshipsPlace the customer at the centre of the decision making processDoing things right,deploying resource to match customer demand and valueMonitoring success and reporting back to the business to create an agile learning enterprise20Copyright 2003,SAS Institute Inc.All rights reserv

26、ed.Company confidential-for internal use onlySAS CRM Solution Architecture 21Copyright 2003,SAS Institute Inc.All rights reserved.Company confidential-for internal use onlySAS CRM Solution Architecture 22Copyright 2003,SAS Institute Inc.All rights reserved.Company confidential-for internal use onlyS

27、AS CRM Solution Architecture 23Copyright 2003,SAS Institute Inc.All rights reserved.Company confidential-for internal use onlySAS CRM Solution Architecture 24Copyright 2003,SAS Institute Inc.All rights reserved.Company confidential-for internal use onlyCRM Application Space25Copyright 2003,SAS Insti

28、tute Inc.All rights reserved.Company confidential-for internal use onlyThe SAS Solutions for CRMThe SAS Solution for Enterprise Marketing AutomationeCRM:The SAS Solution for eCRMAnalytical CRM Solutions by Industry26Copyright 2003,SAS Institute Inc.All rights reserved.Company confidential-for intern

29、al use onlyWhy SAS?nProven experience through 25 years of providing insights into customer behavior nTrustworthiness and stability:98 of the Fortune 100 companies use SASnAward winning technology nProven ability to integrate information from all electronic and traditional channelsnScalable,open solu

30、tions27Copyright 2003,SAS Institute Inc.All rights reserved.Company confidential-for internal use onlyWhat People are Saying about SAS “SAS has brought to market a solutions portfolio that is more thorough than most others on the market.Datamonitor believes that SAS Institute is extremely well posit

31、ioned to exploit the anticipated growth in the Analytical CRM market as the firms ability to bring to market a comprehensive and organic suite of analytical tools is unrivaled.Datamonitor,Market Analysis Experts “SAS provides us with the expertise we need to collect multi-channel information,learn a

32、bout our customers and then do something strategic about it.”Michael Boyd,Director of CRM,Eddie Bauer SAS wins first place in The DM Review 100 award:“Today,SAS and our other winners are leaders in delivering e-intelligence solutions that enable companies to turn raw data including the vast quantity

33、 generated by e-business into real insights.”Ron Powell,Publisher and Editor DM Review ”(SAS is)an important force in marketing optimizationbecause ofits ability to provide a far-reaching set of services in addition to analysis that includes data warehousing and data distribution.”Knowledge Capital Group28Copyright 2003,SAS Institute Inc.All rights reserved.Company confidential-for internal use onlyCopyright 2003,SAS Institute Inc.All rights reserved.2929