MBA客户关系管理(English)-打印版

Aug,20082HouLunDepartmentofElectronicCommerceSchoolofManagementUESTCEmail:[e-mail]@163.comTel:132582582583ThebackgroundofCRM——TheElectronicCommerceDevelopmentEC背景4TheDevelopmentofERPandCRMProductionPlanProductPlan-PerformanceManpowerMRPIIERPMRPMaterialSupplyMaterial-InventorySupplierCostControlPriceEmployeeCustomerCustomerCRMMaterialRequirementPlanningManufactureResourcesPlanning5RelationbetweenIRPandERP/MISIRP—infrastructure，ERP,CRM—ApplicationInformationResourcePlanning(IRP)TPSMISCIMSDSSEISSCMERPCRM6ManufacturerWholesalerRetailerDistributeSellSupplyDemandConsumerConsumeProduce$$$PurchaseEnterpriseSystemsEnterpriseResourcesPlanningSupplyChainManagementCustomerRelationshipManagementCustomerRelationshipManagementWhat’sCRM?匹萨订购记-CRM7DefinitionofCRMCRMisthecorebusinessstrategythatintegratesinternalprocessesandfunctions,andexternalnetworks,tocreateanddelivervaluetotargetedcustomersataprofit.Itisgroundedonhighqualitycustomerdataandenabledbyinformationtechnology.8EssenceofButtle’sdefinitionWhatisCRM?ScopeGoalCustomerSegmentationWin-WinModelCustomerDataITsupportingConditions9CRMvaluechainCustomerprofitabilityCustomerPortfolioAnalysisCustomerIntimacyNetworkDevelopment(SCOPE)ValuePropositionDevelopmentManageTheCustomerLifecycleLeadershipandcultureDataandinformationtechnologyPeopleProcessesPrimarystagesSupportingconditions客户分析客户亲近CRM环境客户价值创造客户生命周期管理10TheCRMEcosystemAnalyticalCRM,OperationalCRM,CollaborativeCRM.Threefundamentalcomponents11CollaborativeCRMAnalyticalCRMOperationalCRMCustomerSupportSystemMarketingAutomationSalesAutomationOrderProcessingSupplyChainERP&LegacySystemsRemoteSalesFieldSalesCallCenterShortMessagesEmailFax/LetterDirectInteractionIntegrationSystemCustomerIntelligenceEngineDataWarehouseCustomer-CentricDataWarehouseDataMartsProductDatamartVerticalApplicationsConferencingCRMEcosystemCRM框架12Unit1UnderstandingCustomerRelationshipManagement13MainPointsofUnit13levelsofCRMSPINmethodinSFAMisunderstandingsaboutCRMA5-stagemodelofrelationshipevolutionImpactofchurnoncustomernumbersImpactoftenureonretentionThecustomerjourneyThesatisfaction-profitchainRFMvariablesDickandBasu’smodelofcustomerloyaltyBalancedScoreboard——KPI(KeyPerformanceIndicators)ComputingROIonCRMImportanceofrelationshipforbusiness,consumerandbusinessconsumerBasicConceptChurn,tenure&retentionsatisfaction-profitchaintechnologyImportanceofrelationship143levelsofCRMOperationalCRMAperspectiveonCRMwhichfocusesonmajorautomationprojectssuchasserviceautomation,salesforceautomationormarketingautomationAnalyticalCRMAbottom-upperspectiveonCRMwhichfocusesontheintelligentminingofcustomerdataforstrategicortacticalpurposesStrategicCRMAtop-downperspectiveonCRMwhichviewsCRMasacorecustomer-centricbusinessstrategythataimsatwinningandkeepingprofitablecustomers15StrategicCRMStrategicCRMiscompatiblewithacustomer-ormarket-orientedwayofdoingbusinessHowever,thereareotherbusinessorientationsProductorientationProductionorientationSalesorientation16FormsofoperationalCRMMarketingautomationmarketsegmentationcampaignmanagementevent-basedmarketingSalesforceautomationopportunitymanagement,includingleadmanagementcontactmanagementproposalgenerationproductconfigurationServiceautomationcontactandcall-centreoperationsweb-basedservicefieldservice17SalesmethodologiesinsalesforceautomationSPIN——顾问式营销RADAR——营销雷达：了解你顾客的行为、意愿及影响这一切的力量,搜寻销售机会线索和锁定营销目标TAS——TargetAccountSelling大客户销售Complexselling——组合销售18SPINsellingmethodologySituationanalysis（实情探询提问）——(一边)抽烟和祈祷(一边)；toestablishbackgroundinformation现在有多少台设备，买了多长时间，使用的情况怎么样？Problemquestions（问题诊断提问）aboutdifficultiesanddissatisfactions您的电脑多长时间会死机？您的电脑输出速度理想吗？Implicationquestions（启发引导提问）toestablishimpliedneed让客户想象一下现有问题将带来的后果，病毒，系统崩溃。Æ需要做备份Needpay-offquestions（需求认同提问）offeredtomeettheneedandsolvetheproblem让客户把注意力从问题转移到解决方案上，并且让客户感觉到这种解决方案将给他带来的好处。备份方案——高价位或大型销售的最佳准则19SomedecisionsinfluencedbyanalyticalCRMWhereshouldIfocusmysaleseffort?Whichcustomersshallwetargetwiththisoffer?Whatistherelativepriorityofcustomerswaitingontheline,andwhatlevelofserviceshouldbeoffered?20AnalyticalCRMatBusinessDirectTraditional5000$15,000450.09%$120$5,400$333.33$2,200$88035%CRM1000$3,000656.5%$180$11,700$46.15$7,500$3,00080%NumberofcataloguesmailedMailingcostNewcustomersobtained1998ConversionratenewcustomersInitialsalespernewcustomerTotalnewinitialsalesrevenuesAcquisitioncostpercustomerAveragecustomersales‘98-’012yeargrossmargin(40%)‘98customersstillactivein‘01Indicators21MisunderstandingsaboutCRMCRMisdatabasemarketingCRMisamarketingprocessCRMisanITissueCRMisaboutloyaltyschemesCRMcanbeimplementedbyanycompany22Whatisarelationship?ArelationshipconsistsofepisodesbetweendyadicpartiesovertimeEpisodesaretime-boundandnameableExamplesofepisodesPlacinganorderRaisingaqueryPlayingaroundofgolfEachepisodeismadeupofaseriesofinteractionsBusinessrelationshipsaremadeupoftaskandsocialepisodes–事件23A5-stagemodelofrelationshipevolution1.Awareness-知晓2.Exploration-开发3.Expansion-扩展4.Commitment-承诺5.Dissolution–解散24TwokeyfeaturesofwelldevelopedrelationshipsTrustCommitment25Trusti