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12企業的利基來源—行銷策略管理系統3大綱WhyDatabaseMarketing?ConceptofCustomerSegmentationConceptandCaseStudyofRFMConceptandCaseStudyofLTVConceptofDataMiningConceptofHEART_MMS4行銷的基本原則NaturalphenomenaConsumermaximizeshis/herutilityFirmmaximizesitsprofitMoneyProduct&Service5資料庫行銷的意義資料庫(Database)將資訊收集進入電腦容易存取行銷(Marketing)利用這些資料去行銷及銷售6資料庫行銷的動機傳統行銷增加市場的佔有率以「交易」為主大量的行銷（TV、報紙）缺點成本過大結果無法預期–亂槍打鳥無法瞭解顧客7資料庫行銷的動機顧客佔有率的重要性20/80法則（顧客生而不平等）留住舊顧客比開發新顧客重要（1:5）顧客流失率減少5%，利潤將會有100%的成長重複購買法則資料庫行銷8資料庫行銷的目的對現有顧客滿意度忠誠度保留率購買率對潛在顧客增加新客戶新銷售找到正確的顧客得到最大的利潤9行銷管理所面臨的問題行銷資源浪費：對不特定對象做大量行銷(MassMarketing)，而未將有限資源集中在特定顧客群，創造最大效益。資訊整合不易：行銷活動相關之預算、產品、文件…等資訊，由參與人員個別管理，資訊之分享與整合不易。進度掌控不易：各項活動計劃執行起迄時間不一，專案負責人不易全面掌控所有活動進度。組織經驗傳承：行銷活動經驗不易累積，或經驗累積僅限於個人，而非組織。10行銷管理流程行銷活動執行行銷活動追蹤行銷活動成果分析行銷活動規劃•行銷流程規劃，有效提高執行力。•行銷範本有助經驗之傳承及累積。•追蹤/分析活動成效為行銷必要之手段。LTV…顧客分群,RFM…CloseLoopCampaignManagement11行銷管理需包含？AccountManagementProduct/PriceCampaignManagementLeadsManagement‧‧‧12大綱WhyDatabaseMarketing?ConceptofCustomerSegmentationConceptofRFMConceptofLTVConceptofDataMiningConceptofHEART_MMS13顧客分群loserMoveUPGOLDSpendServiceDollarsHereSpendMarketingDollarsHereMarketingOpportunitiesYourBestCustomers80%ofRevenueYourBestHopeforNewGoldCustomers1%ofTotalRevenue14顧客分群根據靜態的資料年收入大於50萬、住台北、女性等根據動態的資料RFM(最近購買日期、購買頻率、消費金額）根據所有資料資料採礦(DataMining)15典型的資料庫行銷的顧客資料採購行為:日期、金額、產品、回應等等人口統計資料:年齡、收入、家庭人口數等等區域:城市、郵遞區號、商區、到商品代理人的距離等等意見:訪查結果、抱怨、查詢等等生活型態:運動、餐廳、雜誌、旅遊等等16大綱WhyDatabaseMarketing?ConceptofCustomerSegmentationConceptofRFMAnalysisConceptofLTVConceptofDataMiningConceptofHEART_MMS17ConceptofRFMRFManalysistopredictcustomerbehaviorformorethan50yearOneofthemostpowerfultechniquesLowCostDemographicsBehavior18010020030040050002,0004,0006,0008,00010,00012,00014,00016,00018,00020,000回覆數隨機取樣一般回覆率2~3%19RFM最近購買的顧客傾向再度購買RECENCY較常購買的顧客可能會較易回應FREQUENCY消費金額較多的顧客未來可能更會消費MONETARY20各維度分割的依據R:從最近購買者一直排序到最久F&M:區間的考慮最近一月、一季、一年等21最近購買日期的排序從最近購買者一直排序到最久將名單等分切割常見為各維度五等分(5表最近、1表最久)分割越少每個區塊的人數過多行銷成本大分割越細區塊數過多測試的成本大22RFM的整合RFMorRMFR(5)F(3)M(2)RFM(532)23利用RFM區塊找出名單假設顧客有800,000人需透過測試來找出最佳的區塊利用二十人選一人的方式來篩選測試1,21,41,…選出40,000人來測試24回應率RFM區塊郵寄的個數回應個數回應率555320319.69%554320309.38%553320288.75%552320206.25%551320195.94%545320268.13%544320206.25%543320185.63%542320165.00%541320123.75%25選擇有效的RFM區塊計算損益平衡回應率成本/每個回應率的淨效益例子每件郵件成本$0.62每個回應的收益$35損益平衡回應率=$0.62/$35=1.77%選取回應率大於1.77%的區塊26結果測試組全部篩選後郵寄個數40,000800,000211,200回應個數71112,1047,293 回應率1.78%1.51%3.45%郵寄成本$24,800$496,000$130,944淨成本$24,885$423,640$255,255 淨利$85-$72,360$124,31127RFM的問題不是評分機制重複對相同顧客行銷區塊重於個人無法預測個人未來的行為28RFM:CaseStudyNeckermannPostorder,intheBelgianMail-ordermarket.ExcessofonemillionpeopleMarketshareofaround30%Salesofmorethan100millionEurosin1999.29RFM:CaseStudyObjectiveIncreasemarketingshareOptimizetheirinvestmentResultsconversionrate20%38%30大綱WhyDatabaseMarketing?ConceptofCustomerSegmentationConceptofRFMConceptofLTVAnalysisConceptofDataMiningConceptofHEART_MMS31CaseofGM’sFailure(1)•Wantedhigherprofits,greatershareholderreturnObjectiveSolution•Raiseprices•Decreasecoststhroughlowingthequalityofproducts•Decreaseinvestmentinnewmodels•ConcentrateonlargercarsLong-termResults•Marketsharedecreasefrom46%in1978to33%in1996•Increasedshort-termprofits•Lossoffirst-timebuyerstoJapaneseautoindustryShort-termResults32CaseofGM’sFailure(2)Lesson1:Managingcustomerflowsiscriticaltolong-termprofitabilityLesson2:Short-termprofitimprovementmaydisguiselong-termdecreaseintheequityofthefirm’scustomerbaseLesson3:CompaniesdonotmeasurethevalueoftheircustomerbaseLesson4:Companiesfailtounderstandthetradeoffbetweenacquisitionandretention33LTV(LifetimeValue)DefinitionThenetPresentValueoftheprofitthatyouwillrealizeontheaveragenewcustomerduringagivennumberofyears34ALTVTableYear1Year2Year3Customers20,0008,0003,600RetentionRate40%45%50%SpendingRate$150$160$170TotalRevenue$3,000,000$1,280,000$612,000VariableCosts%60%50%45%VariableCosts$$1,800,000$640,000$275,400AcquisitionCost($40)$800,000$0$0TotalCosts$2,600,000$640,000$275,400GrossProfit$400,000$640,000$336,600DiscountRate11.161.35NetPresentValueProfit$400,000$551,724$249,333CumulativeNPVProfit$400,000$951,724$1,201,057LifetimeValue$20.00$47.59$60.05LifetimeValueWithouttheBirthdayClub35StrategyDevelopmentDevelopthecustomerlifetimevaluetableGetagreatideaandtestitoutBuildingcustomerrelationshipscanaffect5basicthighs:RetentionRateReferralsIncreasedsaleReducedDirectcostsReducedmarketingcost36StrategyDevelopmentYear1Year2Year3ReferralRate5.00%6.00%7.00%ReferredCustomers01,000660RetentionRate50%60%70%RetainedCustomers010,0006,600TotalCustomers20,00011,0007,260SpendingRate$180$190$200TotalRevenue$3,600,000$2,090,000$1,452,000VariableCosts%60%50%45%VariableCosts$$2,160,000$1,045,000$653,400ReferralIncentive($12)$0$12,000$7,920BirthdayClubCosts($15/3)$300,000$60,000$60,000AcquisitionCost($40)$800,000$0$0TotalCosts$3,260,000$1,117,000$721,320GrossProfit$340,000$973,000$730,680DiscountRate11.161.35NetPresentValueProfit$340,000$838,793$541,244CumulativeNPVProfit$340,000$1,178,793$1,720,038LifetimeValue$17.00$58.94$86.00LifetimeValuewithBirthdayClub37ResultingLifeti