crm白皮书3

TheCustomerRelationshipRevolution—AMethodologyforCreatingGoldenCustomersKellyD.Conway,PresidentJulieM.Fitzpatrick,SeniorVicePresidenteLoyalty©1999eLoyaltyCorporation205N.MichiganAvenue,Suite1500,Chicago,Illinois60601Overview1HowLoyaltyAffectsCustomerBehavior5Relationship:Equity,areservoirofgoodwill6TurningCustomersintoGold8TheComplexitiesofEnterpriseCustomerManagement9DefiningtheGoalsofaCustomerRelationshipStrategy11DefiningtheDriversofCustomerRelationshipStrategy11CreatingaNewCustomerExperiencefromtheBusinessCase12OvercomingtheComplexity:TheeLoyaltyEnterpriseCustomerManagementMethodology13Assessment13Strategy&Vision14CustomerStrategy15BusinessCase15ECMVisionandSolutionsArchitecture15Benchmarking16GapAnalysis16SolutionDeployment16Conclusion18TableofContentsTheCustomerRelationshipRevolution—AMethodologyforCreatingGoldenCustomersCustomersareyourmostvaluableassetsToday,customerrelationshipstrategyisemergingasoneofthemostimportantcomponentsofcorporatestrategy.Awell-executedcustomerrelationshipstrategycanresultinanumberofquantitativebenefitsincludinggreaterabilitytoup-sellandcross-sell,improvedcustomerretentionandreducedcostofservice.Inaddition,successfulcompanieswillalsodevelopreferencablecustomers,fostercustomerforgivenessandcreaterelationshipequity,asituationwherethecustomerandthecompanyarebothderivinghighlevelsofvaluefromtherelationship.Together,thesequantitativeandqualitativebenefitscontributetoshareholdervalue.Thekeystobuildinganeffectivecustomerstrategyinclude:•Identifyinguniquecharacteristicsofeachcustomerwithintheorganiza-tions’customersegmentprofile;•Modelingthecurrentandpotentialvalueofeachsegment;•Creatingproactivestrategiesandoperationalplans,orbusinessrules,whichwillsupportthedesiredexperienceforthecustomer,startingwiththehighestvaluecustomers;•Redesigningtheorganization,processes,technologyandrewardsystemtoimplementtherelationshipstrategies.BasedoneLoyalty’suniqueskills,knowledgeandexperiences,wehavedevelopedanEnterpriseCustomerManagement(ECM)methodologyforovercomingthecomplexitiesofachievingthisveryimportantgoal.Onlythosecompanieswhichgrasptheextremecomplexityofenterprisecustomerrelationshipmanagementhaveachancetosuccessfullyimplementacompletesolutionandderivetheenormousbenefitsofturningenterprisecustomerrelationshipmanagementintoacorecompetency.Successwillrequireongoingcommitmentfromseniormanagement,dedicationtoalong-termprocess,andastep-by-stepmethodologyforcreatingthevision,designingthesolution,thenimplementingandsupport-ingtheappropriatechanges.TheEmergenceofaCustomerRelationshipStrategyIfitseemslikeeveryoneisgunningforyourcustomers,maybeitsbecausetheyare!Morecompetitors.Shorterproductlifecycles.Anexplosionofnewtechnolo-gies.Newdistributionchannels.ThesearesomeoftheprimaryfactorsthatareOvervieweLoyaltyPage1drivingCEOsandseniormanagementtofocusoncustomerrelationshipstrate-giesasakeyweaponforcompetitivedifferentiationandbuildingshareholdervalue.Shorterproductlifecycleshaverobbedcompaniesfromenjoyingthesustainedfinancialbenefitsofbeingproductinnovators.Notonlycancompetitorsbringcopycatproductstomarketquicker,newgenerationsofproductsareintroducedmuchmorequickly.Newtechnologieshavealsochangedthewayorganizationsoperateandproduce,enablingnewcompetitorstoemergevirtuallyovernight.Yourcompetitormaynotbeastart-upacrosstown.Orinaneighboringstate.Checkcyberspaces.Virtualcompanies—whoarecleverlyforegoingthefixedcostsofbuildings,furniture,administrativestaffsandtherelatedoverhead—canbeanywhere,andpainfullydifficultandcostlycompetition.Technologyhasalsoledtopinkpillsyndrome.Technologyvendorshavebeenoverpromisingandunderdelivering;organizationshavetakentheirfillofpinkpillsandnowneedtodeterminehowtocreateeffectivesolutions.Therehasalsobeenanexplosionofnewtechnology-drivenchannelstoreachthecustomer.Organizationsmustfigureouthowtoeffectivelyintegratethetele-phone,theInternet,branchoffices,mobilesales,kiosks,ATMs,interactiveTV,wirelessandrelatedoptionswithconventionaloutreachmethodstobuildcustomerloyalty.Thechallengeliesinthefactthatthesenewtechnologieswerenotdesignedtooperateaspartofacoordinatedplan,butratherinasiloenviron-ment.Theneedtodriveconsistencyinthecustomerrelationshipacrossthesechannelsisparamounttothesuccessofarelationshipstrategy.Theconfluenceofindustriesisalsoradicallyincreasingthenumberofcompeti-tors.Banksarenowinsecuritiesandinsurance.Retailersareinthefinancebusiness.TelephonecompanieshavehookedintocableTV.AnoffshoredrillingcompanytransformeditselfintoafishfoodcompanyandisnowemergingasaplayerintheInternetsearchenginebusiness.Thelinesofbusinesshavebeenblurred,andthatisforcingorganizationstotakeamuchharderlookatwhotheymustcompeteagainst.Finally,thenaturalresponsetogreatercompetitivepressureshasbeentocutcostsandright-sizeoperations.Theleanandmeancorporatefightingmachinesreengineeredduringtheearly90smadeexpense/revenueratiosthepointofattack.Inacostcuttingmodel,organizationscouldtrimtheexpensesidewithoutgrowingtherevenuesidetoachievefinancialgoals.Butthiscanonlyworkshort-termuntilallthefathasbeencut.Ev