客户关系管理咨询步骤CRM(英文版)27901.pptx

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1、-1-Roland Berger&Partner GmbH International Management ConsultantsBarcelona Beijing Berlin Brussels Bucharest Budapest Buenos Aires Delhi Detroit Dsseldorf Frankfurt Hamburg Kiev Kuala Lumpur LisbonLondon Madrid Milan Moscow Munich New York Paris Prague Riga Rome So Paulo Shanghai Stuttgart Tokyo Vi

2、enna ZurichCustomer Relationship Management Consulting approach Munich,June 2002Discussion_Paper_SAG.ppt-2-This 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 not be passed on to third pa

3、rties except with the explicit prior consent of Roland Berger&Partners.Content PageA.Introduction 3B.Project objectives and scope12C.Approach 16C.1CRM target setting19C.2CRM strategy and technology concept34C.3CRM implementation74D.References77E.Appendix:Supporting tools to implement CRM 81E.1The In

4、ternet as a supporting CRM tool82E.2The call center as a supporting CRM tool93Discussion_Paper_SAG.ppt-3-A.IntroductionDiscussion_Paper_SAG.ppt-4-The importance of an integrated Customer Care approach receives increasing awareness at top management level all over the worldSource:Forrester Research,b

5、asis:50 Sales managers of Fortune 500 companiesDo you have a single,integrated view of the customer today?How important is a single,integrated view of the customer across your companyVery importantCriticalSomewhatimportantNot at all importantYesSomewhatNot reallyNot at allDiscussion_Paper_SAG.ppt-5-

6、In the future,a companys value will increasingly depend on the value of its customer baseFactors influencing corporate valuationMarket value addedmethodDiscountedcashflow methodMultiplesmethodCustomer lifetimevalue methodCustomer acquisi-tion cost method IndustrialsocietyInformationsocietyTraditiona

7、l industrial companies,e.g.manufacturing industryService companies,e.g.consulting firms,software companiesInternet companiesAssetsEmployeebaseCustomer baseSource:Roland Berger&PartnersDiscussion_Paper_SAG.ppt-6-The value of the customer base is determined by the key factors individual customer value

8、 and size of the customer baseValue of customer base corporate valueIncreasedcorporate valueHigher customer net present valueHigher absolutenumber of customersCustomer cashflowsNumber of customersAnnual profit/customer12345678Price premiumsRecommendationsCost savingsSales growthper customerBase prof

9、itAcquisition costCustomerretention rateNew customeracquisition rate%t+x%Source:Roland Berger&PartnersDiscussion_Paper_SAG.ppt-7-The market value of the leading InfoCom companies clearly exceeds that of OEMs the customer base is the key success factorSource:Roland Berger&Partners analysisOverview of

10、 customer ownership and market valueNumber of customers in millions(12/99)Market value in DM billions(12/99)DM 1,000/customerDM 1,100/customerDM 1,700/customerDM 4,700/customerDM 16,300/customerDM 10,700/customerDM 18,800/customerDM 4,500/customerDM 2,800/customerPoints of customer contactShoppingTV

11、/mediaTelephone/mobileBankingSportCarDiscussion_Paper_SAG.ppt-8-Managing the customer relationship is a key lever to increase shareholder valueMarket and customer valueExampleManaging the customer relationshipMarket value(bn Euro)Customer Value(Euro)Today0.412/991.000(Current)0.63.6PotentialFuture1.

12、500(Microsoft)-9.000(AOL)Calculation basis:400.000 customersSource:Roland Berger&PartnersDiscussion_Paper_SAG.ppt-9-CRM is a strategy designed to increase individual customer value by establishing a long-term and systematic customer relationshipLearning relationshipGenerating/recording customer data

13、Ongoing customerrelationship2341IdentificationInformationanalysisCustomerprofilesForecasting buying behaviorMonitoringsuccessInitial contact with customer0Developing customer benefits,e.g.Value-added servicesCustomized offersIncreased customer retentionWider range of servicesHigher efficiency in con

14、tacting customersSource:Roland Berger&PartnersDiscussion_Paper_SAG.ppt-10-The knowledge cycle“is the key to successful CRM when dealing with customers Actions to support network effectsSource:Hagel/Armstrong;Roland Berger&PartnersCommunity-generated contentOnline discussions for membersCreate profil

15、esPartnerships with other organisationsCross advertisingPartnerships with road side assistanceCreation of a market place/auctionShopping mallsPartnership with auction providerQuestionaires on the netExperience with a productCustomer history/profileNeed to log-in for each memberFor newslettersFor mem

16、bershipContinous report of individual informationMonitoring of web-usage(focus of interest)Promotions of member-to-member interactionPersonalized e-mail system for membersPersonal web pageCustomized interactionService remindersConserving relationshipsProduct updatesArchive of chat contributionsBonus

17、 programmes(e.g.web miles based on after sales frequency)Increased content attractivityBetter knowledge about the clientHigher loyaltyExamplesExamplesExamplesIncreasing return of marketing&Sales1.2.3.Discussion_Paper_SAG.ppt-11-The key lever for CRM success is the Internet innovative options for ind

18、ividual customer contact 312Maximumcustomer potentialMaximumvolumeProduct/service rangeaddressedCurrentcustomer valueMarketing/sales costEnhanced loyalty:Changing occasional customers into loyal customersInternet as convenience channelIndividual communication, sitesInformation-based value-added serv

19、ices1Opportunities offered by the InternetBroad-based customer communication:Cross sellingThe Internet is used to collect information other than the individual product/service rangeThe Internet is used to address a wide range of products2More efficient contact:Cost savingsThe Internet is a low-cost

20、sales channelOption to provide individualized information(example mail-order:Catalogues tailored to customer profiles)3Source:Roland Berger&PartnersDiscussion_Paper_SAG.ppt-12-B.Project objectives and scopeDiscussion_Paper_SAG.ppt-13-The strategic goals aim at sustainable growth and profitabilityEnh

21、ance identification,segmentation,conquest and loyalty of customers Strategic goals of CRMHaving a clear idea of the customers current and future needs Reinforcing the awareness of the Group and of its service mix Increasing customer satisfaction Responding quickly and efficiently to the customer bea

22、ring in mind its economic value Source:Roland Berger&PartnersDiscussion_Paper_SAG.ppt-14-The project objectives aim at a seamless implementation of CRM from vision to systems integrationCRM project objectivesCreate a strong CRM vision and focus areas with highest business potentialTranslate CRM visi

23、on 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-15-The project covers the entire business-channel matrix with CRM applications to attract,pe

24、netrate and retain customersCRM applicationsPersonalized customer dialogue Personalized offeringsCustomer retention moduleDirectOwnconcessSIVAINTERBANCOCOMEPORChannelBusinessBusiness-channel matrix3rd partyconcess.MULTIRENTTele-mktg.Promo-torsInter-bancoMulti-rentInter-netStoresInter-nationalLGASIXT

25、RETALHO ExampleSource:Roland Berger&PartnersDiscussion_Paper_SAG.ppt-16-C.ApproachDiscussion_Paper_SAG.ppt-17-ImplementationThe approach to define and implement Customer Relationship Management consists of three phasesObjectivesTarget settingCRM strategy andtechnology concept123Analysis of customer

26、requirementsBenchmarking and Best Practice analysisEvaluation of existing CRM measuresDevelopment of CRM vision and target systemEstimation of potentialsSource:Roland Berger&PartnersDevelopment of a detailed CRM strategy within the overall sales&marketing strategyPersonal customer dialoguePersonaliz

27、ed offerings Customer retentionDesigning a technology concept in co-operation with CRM systems providersSet up of detailed CRM business caseImplementation of CRM strategy and technology concept(work program to be detailed during phase II)Discussion_Paper_SAG.ppt-18-The customer relationship manageme

28、nt strategy can be ready for implementation in 4.5 monthsProject monthActivity121 Target setting2.CRM strategyPersonal customer dialoguePersonalized offeringsCustomer retention programProcess and organizational implicationsPilot implementation3.Technology conceptIT-AuditData-model and IT-infrastruct

29、ure planSoftware and service provider selection4.Implementation34Source:Roland Berger&PartnersTiming5Discussion_Paper_SAG.ppt-19-C.ApproachC.1 Target settingC.2 CRM strategy and technology conceptC.3 ImplementationDiscussion_Paper_SAG.ppt-20-?Key questions target setting“What customer segments are a

30、ddressed by the CRM strategy and what are the segment-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 what extent can the project build upon existing CRM

31、 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(additional revenues and improved margins)is associ

32、ated with the implementation of CRM?Source:Roland Berger&PartnersDiscussion_Paper_SAG.ppt-21-The target setting“phase can be completed within 4 weeks(1)Project weekActivity1234Work schedule target setting“1.Analysis of customer requirementsDefinition of relevant customer segments for the CRM strateg

33、yIdentification of segment specific requirements with regard to CRM applications 2.Benchmarking and Best Practice AnalysisIdentification of relevant benchmarking targetsGathering of bechmarking data from RB&P databases and external sourcesDefinition of relevant benchmarks and best practices3.Evaluat

34、ion of existing CRM measuresAnalysis of existing point-of-contact structure of customers Documentation and evaluation of existing CRM activitiesSource:Roland Berger&PartnersDiscussion_Paper_SAG.ppt-22-The target setting“phase can be completed within 4 weeks(2)Project weekActivityWork schedule target

35、 setting“4.Development of the CRM vision and target systemBreak down of CRM goals into detailed targetsDefinition of target weights and measuresSet up of balanced score card for entire project5.Estimation of potentialsEstimation of segment-specific revenue and margin improvementsRough assessment of

36、cost and investment requirements1234Source:Roland Berger&PartnersDiscussion_Paper_SAG.ppt-23-The analysis of customer requirements will deliver segment-specific CRM related needsBusiness to businessBusiness to consumerCost reductionReduction of processing timesService degree/access to servicesConven

37、ienceInformation on demandIndividual problem solvingEntertainmentPrice advantagesCustomer needsQuality of serviceEfficiency improvementInnovative business modelsCustomer loyalty/penetrationReach new customersBrand imageObjectives1)Fleets/direct customersSource:Roland Berger&PartnersDiscussion_Paper_

38、SAG.ppt-24-Benchmarking and best practice analysis will reveal feasible and attractive CRM opportunitiesExample:CRM related content at PorschePost cardsVia e-mailCollects sender and recipient addressesCompany linksNo data entryPersonalization via cookies onlyTravel clubDifferent travel offersOnline

39、applicationTotal personalizationPorsche newsletterNewsletter subscriptionCollects e-mail addressesGuest bookNo personalization since only entry of name requiredGamesSimple little gamesPersonal information entry required in order to be listed in high score tablesSource:Roland Berger&PartnersDiscussio

40、n_Paper_SAG.ppt-25-Transferable best practices can also be derived from non-automotive benchmarking targetsBonus programCustomer-specificCustomer segment-specificNo customiz-ationOwn product/service rangeEntire demand rangeDegree of individualityDegree of demand coverageHolistic CRM playersCross-sel

41、lingNoYesSource:Roland Berger&PartnersDiscussion_Paper_SAG.ppt-26-Particularly the airline industry is leapfrogging the development in customer retention programs including personalized services for target segmentsEarning miles:Fly(AA,BA,Canadian Airlines,Cathay Pacific,Finnair,Iberia,Quantas Airlin

42、es,Japan Airlines,Swissair,etc.)Each Internet visitor receives an offer tailored to her/his history and individual profileAt present,there are 35 m AAdvantage-members,1.7 m of which have already visited the Internet websiteGeneral informationProduct/service range and partnersPersonalized Internet se

43、rvicesSuccessHotels(Best Western,Holiday Inn,etc.)Car rentals(Alamo,Avis,Hertz,etc.)Shopping(Golf,Dining,etc.)Using miles:Fly,hotels,car rentals,tripsTop-tier Aadvantage members have access to a personalized AA pageMore than 35%of the top-tier members use the online offerRecord-booking day 1998:US$1

44、.7 mSource:Roland Berger&PartnersDiscussion_Paper_SAG.ppt-27-The points-of-contact analysis is supported by specific tools and results in a rough estimate of how CRM functions can be optimally appliedSegment-specific points-of-contact analysis supported by tools TransactionChannelsInternetCall cente

45、rSales forceLogisticsservicesPresalesSalesAfter-salesCustomer segment ACustomer segment BCustomer segment CPoints-of-contact toolWhat are the points of contact?What information is generated at these points?How is this information aggregated/evaluated/utilized?What additional information should be co

46、llected(cost orientation)?What further points of contact should be set up?What analysis results are to be expected from the future information base?How wide/detailed are future customer profiles?What is the presumed frequency/intensity of the points of contact?Etc.Source:Roland Berger&PartnersDiscus

47、sion_Paper_SAG.ppt-28-Life cycle managementInformation and complaint mangementCustomer service conceptSegment-specific programsSource:Roland Berger&PartnersExisting CRM activities will be evaluated in terms of their potential of being integrated into the overall CRM strategyLack of strategic directi

48、on and process orientationCustomer life cycle managementProspective customer serviceCustomer service pre-salesCustomer service after salesNew customer programReactivation/recovery programsVehicle cycle managementService card(planned first upgrade)Service program Segment II/IIIIntegrated customer lif

49、e and vehicle cycle managementService card(planned second upgrade)Information managementProspective customer serviceComplaint managementDefinition of response timesCatalog of rules for cooling off customersProactive reactivation/recovery appealTrade service programCustomer retention Service couponsS

50、ervice programNew media/electronicsReal-space worldsForumRepresentationForum for technology/historyA Plus expanded services TourismExpansion of assistanceBrand/oldtimer clubMobility guaranteePremium programVIP serviceOther customer groupsCompaniesFleet managementIndustrial customer serviceMajor cust