Consulting approach CRM（英文PPT 103页）

-1-Discussion_Paper_SAG.pptRolandBerger&PartnerGmbH–InternationalManagementConsultantsBarcelona–Beijing–Berlin–Brussels–Bucharest–Budapest–BuenosAires–Delhi–Detroit–Düsseldorf–Frankfurt–Hamburg–Kiev–KualaLumpur–LisbonLondon–Madrid–Milan–Moscow–Munich–NewYork–Paris–Prague–Riga–Rome–SãoPaulo–Shanghai–Stuttgart–Tokyo–Vienna–ZurichCustomerRelationshipManagement–Consultingapproach–-2-Discussion_Paper_SAG.pptThisdocumentwascreatedfortheexclusiveuseofourclients.Itisnotcompleteunlesssupportedbytheunderlyingdetailedanalysesandoralpresentation.ItmustnotbepassedontothirdpartiesexceptwiththeexplicitpriorconsentofRolandBerger&Partners.ContentPageA.Introduction3B.Projectobjectivesandscope12C.Approach16C.1CRMtargetsetting19C.2CRMstrategyandtechnologyconcept34C.3CRMimplementation74D.References77E.Appendix:SupportingtoolstoimplementCRM81E.1TheInternetasasupportingCRMtool82E.2ThecallcenterasasupportingCRMtool93-3-Discussion_Paper_SAG.pptA.Introduction-4-Discussion_Paper_SAG.pptTheimportanceofanintegratedCustomerCareapproachreceivesincreasingawarenessattopmanagementlevelallovertheworldSource:ForresterResearch,basis:50SalesmanagersofFortune500companiesDoyouhaveasingle,integratedviewofthecustomertoday?Howimportantisasingle,integratedviewofthecustomeracrossyourcompany48%44%6%2%VeryimportantCriticalSomewhatimportantNotatallimportant2%10%52%36%YesSomewhatNotreallyNotatall-5-Discussion_Paper_SAG.pptInthefuture,acompany'svaluewillincreasinglydependonthevalueofitscustomerbaseFactorsinfluencingcorporatevaluationMarketvalueaddedmethodDiscountedcashflowmethodMultiplesmethodCustomerlifetimevaluemethodCustomeracquisi-tioncostmethodIndustrialsocietyInformationsocietyTraditionalindustrialcompanies,e.g.manufacturingindustryServicecompanies,e.g.consultingfirms,softwarecompaniesInternetcompaniesAssetsEmployeebaseCustomerbaseSource:RolandBerger&Partners-6-Discussion_Paper_SAG.pptThevalueofthecustomerbaseisdeterminedbythekeyfactorsindividualcustomervalueandsizeofthecustomerbaseValueofcustomerbase–corporatevalueIncreasedcorporatevalueHighercustomernetpresentvalueHigherabsolutenumberofcustomersCustomercashflowsNumberofcustomersAnnualprofit/customer12345678PricepremiumsRecommendationsCostsavingsSalesgrowthpercustomerBaseprofitAcquisitioncostCustomerretentionrateNewcustomeracquisitionrate[%]t++x%Source:RolandBerger&Partners-7-Discussion_Paper_SAG.pptThemarketvalueoftheleadingInfoComcompaniesclearlyexceedsthatofOEMs–thecustomerbaseisthekeysuccessfactorSource:RolandBerger&PartnersanalysisOverviewofcustomerownershipandmarketvalue449011218922830037640542806740142820904001,128VWGMFordYahoo!MannesmannVodaphone/AirtouchAOLNokiaMicrosoftNumberofcustomersinmillions(12/99)MarketvalueinDMbillions(12/99)DM1,000/customerDM1,100/customerDM1,700/customerDM4,700/customerDM16,300/customerDM10,700/customerDM18,800/customerDM4,500/customerDM2,800/customerPointsofcustomercontact•Shopping•TV/media•Telephone/mobile•Banking•Sport•Car-8-Discussion_Paper_SAG.pptManagingthecustomerrelationshipisakeylevertoincreaseshareholdervalueMarketandcustomervalueExampleManagingthecustomerrelationshipMarketvalue(bnEuro)CustomerValue(Euro)Today0.412/991.000(Current)0.63.6PotentialFuture1.500(Microsoft)-9.000(AOL)Calculationbasis:400.000customersSource:RolandBerger&Partners-9-Discussion_Paper_SAG.pptCRMisastrategydesignedtoincreaseindividualcustomervaluebyestablishingalong-termandsystematiccustomerrelationshipLearningrelationshipGenerating/recordingcustomerdataOngoingcustomerrelationship2341IdentificationInformationanalysis•Customerprofiles•Forecastingbuyingbehavior•MonitoringsuccessInitialcontactwithcustomer0Developingcustomerbenefits,e.g.•Value-addedservices•Customizedoffers•Increasedcustomerretention•Widerrangeofservices•HigherefficiencyincontactingcustomersSource:RolandBerger&Partners-10-Discussion_Paper_SAG.pptThe„knowledgecycle“isthekeytosuccessfulCRMwhendealingwithcustomersActionstosupportnetworkeffectsSource:Hagel/Armstrong;RolandBerger&PartnersCommunity-generatedcontent•Onlinediscussionsformembers•CreateprofilesPartnershipswithotherorganisations•Crossadvertising•PartnershipswithroadsideassistanceCreationofamarketplace/auction•Shoppingmalls•PartnershipwithauctionproviderQuestionairesonthenet•Experiencewithaproduct•Customerhistory/profileNeedtolog-inforeachmember•Fornewsletters•FormembershipContinousreportofindividualinformation•Monitoringofweb-usage(focusofinterest)Promotionsofmember-to-memberinteraction•Personalizede-mailsystemformembers•PersonalwebpageCustomizedinteraction•ServiceremindersConservingrelationships•Productupdates•Archiveofchatcontributions•Bonusprogrammes(e.g.webmilesbasedonaftersalesfrequency)IncreasedcontentattractivityBetterknowledgeabouttheclientHigherloyaltyExamplesExamplesExamplesIncreasingreturnofmarketing&Sales1.2.3.-11-Discussion_Paper_SAG.pptThekeyleverforCRMsuccessistheInternetinnovativeoptionsforindividualcustomercontact312MaximumcustomerpotentialMaximumvolumeProduct/servicerangeaddressedCurrentcustomervalueMarketing/salescostEnhancedloyalty:Changingoc