罗兰贝格-CRM的挑战

BarcelonaBeijingBerlinBrusselsBucharestBudapestBuenosAiresDetroitDüsseldorfFrankfurtHamburgKievLisbonLondonMadridMilanMoscowMunichNewYorkParisPragueRigaRomeSanFranciscoSãoPauloShanghaiStuttgartTokyoViennaWarsawZurichwww.rolandberger.com©RolandBergerStrategyConsultants,USA01/2002,allrightsreservedMaximizingCustomerValueAStrategicPerspectiveonCRMMaximizingCustomerValueAStrategicPerspectiveonCRMJanuary2002ContentsIntroduction:Customersaretakingcontrol3Insight#1:Customervaluedrivescompanyvalue5Insight#2:Notallcustomersarecreatedequal8Insight#3:Onlyafewbrandshavetherighttocustomerrelationships14Insight#4:Everyinteractionpointisarelationshipopportunity,notasupportcost18FromCRMInsightstoCRMExcellence:Successfactorsandcasestudies21RolandBerger–StrategyConsultants:CreativeCRMStrategiesthatWork28Study2Introduction:CustomersaretakingcontrolThetraditionalstrategicthinkingbywhichacompanycreatesvalueby“owningthecustomer”isabouttoundergoadramaticshift.Customersaretakingcontrol.Newtechnologiesareallowingthemtogainmoreaccesstoinformation.TheInternetiscreatingmoredialogueopportunitiesthaneverbetweencustomersandcompanies.Customersareexpressingtheirneeds,theirvaluesandtheirlifestyles,andexpectcompaniestorespondtothem.Earlysignsofthiscustomercontrolandoftheparadigmshiftinvaluecreationareapparentinvirtuallyeveryindustry.Napster,thepeer-to-peermusiccompany,fundamentallydisruptedthevaluecreationmodelofthemusicindustrybygivingcustomerscontroloverthechoiceoftheirmusic.Lego,thetoycompany,hadto“capitulate”toitscustomerswhentheytookpartialcontroloverproductdevel-opmentforMindstormtoys,bydevelopingtheirownoperatingsystem,LegOS.Andpatientsareeventakingcontrolovertheirhealth,challengingtheirdoctorsandredefiningthebusinessfundamentalsofpharmaceuticalcompanies.MaximizingCustomerValue–AStrategicPerspectiveonCRM3ProductsandservicesTransactionsPassivecustomersMassesTraditionalrulesExperiencesRelationshipsCustomersascollaboratorsCommunitiesCustomertransformationsThenewvaluecreationmodelSource:RolandBerger–StrategyConsultantsThisnewcustomercontrolhascreatedarenewedappetiteforCustomerRelationshipManagement(CRM),buthasalsocalledforaradicaltransformationoftheCRMapproach.IndeedcompanieshaveinrecentyearsinvestedbillionsofdollarsinCRMtechnologies,providingapurelytechnologicalresponsetothiscustomertransformation.Eventoday,CRMremains,forthemostpart,aCIOinitiative,andhassufferedfromalackofcommitmentacrossmultiplefunctionswithinorganizations.MostcompaniesnowneedtoexaminethestrategicunderpinningsofsuccessfulCRM.Theanswertocustomervaluemaximizationliesinfourstrategicquestions:1.Whoareourhigh-valuecustomers?2.Whatmustwedotodifferentiateourcustomerrelationships?3.Howdoweacquirepotentialhigh-valuecustomers?4.Howdowecreatecustomerenthusiasmandloyalty?ThiswhitepaperwasdesignedasaguidethroughthemazeofturbulentchangesandconfusionsurroundingCRM.ItprovidesstrategicinsightsintotheCRMprocessesandenablersthatwilldeterminetheultimatesuccessforcustomer-orientedcompanies.TheinsightsdiscussedherearebasedontheintellectualcapitalofRolandBergerStrategyConsultantsanddrawuponoriginalresearchfromrecentCRMassignments,interviewswithleadingretailersandmanufacturers,aswellassoftwareproviders.Ifyouseekclarityinyourorganization’sCRMagenda,readon!Study4Insight#1:CustomervaluedrivescompanyvalueTheoncedizzyingvaluationsandstockperformanceofInternetstart-upcom-panieshighlightedthatinvestorswerebettingoncustomers,andnotphysicalstock,beingthekeyassets.AnalystslinkedthevaluecreationpotentialofcompaniessuchasAmazon,Yahoo!,andAOLtothenumber,valueandgrowthpotentialoftheircustomerbase.Itwaswidelybelieved,thatamidstthefluxintechnologyandbusinesstherewasonlyonetangiblecertainty–customers!However,thislinkbetweencustomervalueandcompanyvalueisnotapurelydot.comphenomenon.Ourresearchclearlyshowsthatacrossindustries,tradi-tionalcompaniesthatareCRMleadersoutperformthemarketonasustainablebasis.CRMbestpracticecompaniesfromacross-sectionofindustries1benefitfromaPEratio20percenthigherthanthatoftheindustryaverage.Asthebattleforscarcecustomerscontinues,financialanalystsfindanewvaluepattern:Companiesrecordatripledigitgrowthinrevenuesandassetsinindustriessuchasfinancialservicesandtelecommunications,yetincurlosses,becausetheydonotmakeadequateallowancesforescalatingcustomeracquisi-tioncosts.Agrowingimportanceisnowbeingplacedonthevalueflowsassoci-atedwithacquiringandmanagingcustomerassets.Inrecognitionofthisfact,theSECnowrecommendsthatcompaniesvoluntarilyreportthevalueoftheircustomerbaseasintangibleassets.MaximizingCustomerValue–AStrategicPerspectiveonCRM5Telecommunications133Financialservices119Retailing113Airlines111PEratioindex–industryaverageCRMbestpracticecompaniesbenefitfromaPEratio20%higherthanthatoftheindustryaverage.PEratioindex–CRMbestpractice100Price-earningsratioperformance(January1995–June2001)Source:RolandBerger–StrategyConsultants1Source:RolandBergeranalysis.Industriesincluderetail,airlines,financialservicesandtelecommunicationssector.CRMcanleadtoincreasedcustomervalueandcustomerprofitability.Thisult