客户管理流程战略地图课件.ppt

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1、客户管理流程战略地图CUSTOMER MANAGEMENT PROCESSES STRATEGY MAPS,工业时代 Industry Era,策略产品导向“If we build it,they will come.”成功要素有效率的作业流程管理在顾客可以负担的价格下产生诱人的利润成本管理经济规模品质产品创新扩大市场占有率及收入 顾客管理的重点：交易transaction行销、贩售 顾客关系的建立并非优先处理的事项,新经济 New Economy,强调顾客关系的重要性，但是流程作业管理与产品创新仍然是成功的要素。计算机、通讯技术、因特网以及数据库软件之发展已经将权力的平衡从制造者转移至消费者

2、。消费者主导市场 提供个性化的服务在网络上发表对产品的感想顾客管理的流程不再只有“产生交易”，必须进一步协助企业争取、保有目标顾客并与目标顾客发展长远且为企业带来利润的关系。,Customer Value Proposition,Selection,Availability,Quality,Price,Organization Capital,Figure 4-1 Customer Service,InternalPerspective,Human Capital,Information Capital,Culture,Leadership,Alignment,Teamwork,Learnin

3、g andGrowthPerspective,CustomerPerspective,FinancialPerspective,Functionality,Service,Partnership,Brand,Product/Service Attributes,Relationships,Image,Improve CostStructure,Increase AssetUtilization,Long-TermShareholder Value,Expand RevenueOpportunities,EnhanceCustomer Value,Productivity Strategy,Gr

4、owth Strategy,Strategy Maps Kaplan/Norton P.106,顾客管理的四个流程,选择顾客 Select Customers 争取顾客 Acquire Customers 保有顾客 Retain Customers 发展顾客关系 Grow relationships with customer,客户关系管理必须包含以上所有流程之执行一般企业多疏忽”选择客户”与”保有客户”,Customer Value Proposition,Selection,Availability,Quality,Price,Figure 4-2 Customer Management

5、Processes,UnderstandsegmentsScreen unprofitablecustomersTarget high-valuecustomersManage the brand,Customer Selection,Communicate valuepropositionCustomize massmarketingAcquire/convertleadsDevelop dealernetworks,Customer Acquisition,Premium customerservice“Sole source”partnershipsService excellenceL

6、ifetime customers,Customer Retention,Cross-sellingSolution sellingPartnership/integratedmanagementCustomereducation,Customer Growth,InternalPerspective,CustomerPerspective,FinancialPerspective,Functionality,Service,Partnership,Brand,Product/Service Attributes,Relationships,Image,Improve Sales Produc

7、tivity,Long-TermShareholder Value,Expand RevenueOpportunities,EnhanceCustomer Value,Productivity Strategy,Growth Strategy,Strategy Maps Kaplan/Norton P.108,选择客户 Customer Selection,首先，按照特性characteristics与喜好preference，将市场划分成区块 选择目标客户，创造独特unique且可辩护defensible的价值主张value proposition,不同客户所带来的利润差异确认投资在最能获利

8、的机会中执行者应花费同等的时间与精力在选择及投资目标客户,如同选择与投资资产、房产、及设备避免尝试成为所有可能客户的最佳供应者,客户细分 Customer Segmentation,客户细分应该以客户价值主张为基础,客户想要从产品或服务中获得的好处,细分方式举例：使用强度use intensity：Heavy、light、none 想要获得的好处：价格、服务、表现、关系、品牌辨识度 忠诚度：无、普通、强烈、死忠committed 态度：不满意、满意、愉悦delighted,客户细分 Customer Segmentation,因为客户喜好难以直接观察，因此通常以较易观察到的特性取代。,例如：人

9、口学因素Demographic factor：年龄、收入、财产、性别、职业、种族 地理因素：国家、地区、城市、乡下 生活型态：Value-oriented、luxury-oriented,客户细分 Customer Segmentation,此种取代当然仅有在这些易观察的特性 与客户的喜好有直接相关的时候才有价值,Statistical techniques：Cluster analysis identifying homogenous customer segments Conjoint analysis measuring customer preferences and needs Di

10、scriminant analysis separating customers into distinct segments,选择目标细分市场 Select targeted segments,企业选择的顾客会影响企业的能力；相对的，企业的资源、能力、策略也会决定其最佳客户 在典型的流程中，企业的策略会影响对顾客的选择,case,选择顾客之目标与测量指针,目标 了解客户区块划分 筛选不会带来利润的客户 unprofitable customer 目标对准高价值的客户 品牌管理,测量指标 各区块贡献的利润 目标区块的市场占有率 不会带来利润的顾客比例 Number of Strategic a

11、ccounts 顾客调查：Brand awareness and preferences,争取客户 Customer Acquisition,争取客户是客户管理中最困难且最昂贵的流程 与经过选择之新目标客户沟通价值主张,使用入门产品(牺牲品、优惠折扣商品)与客户建立关系 Inexpensive enough 产品解决问题的方式，在客户心目中留下深刻印象 品质完美无瑕 避免顾客在首次购买就遇到问题 产品可以因为增购公司的其它产品或是服务，产生升级的效果 Case,争取客户之目标与测量指标,目标沟通价值主张Customize mass marketing争取新客户发展和经销商之间的关系,测量指标B

12、rand awareness(survey)客户对于活动的反应状况在行销活动中试用产品的客户数变成活动客户的比例争取每个新客户的成本预估争取到的新客户未來一生中所创造的价值经销商记分卡经销商调查回馈,保有顾客 Customer Retention,保有客户比持续加入亲客户来代替老客户花费便宜很多忠实顾客因为肯定品牌品质与服务，不在乎花多一点点的价钱他们甚少换品牌，因此竞争者需要加大折扣的幅度才可以吸引他们的注意,持续传送基本的价值主张 服务品质保证 设立客服中心响应顾客的需求：订货、产品运 送、问题解决、提供信息等,保有顾客 Customer Retention,比customer loyal

13、ty更有价值的-customer commitment,向其它人推荐他对公司的产品或服务感到满意 若是对公司有不满意的地方，会将问题反映给公司，使公司有机会改进，而不是叛逃向竞争者。测量方式：顾客提出的建议数 老顾客推介之人数 经过老顾客推介后确实成为新顾客之人数,保有顾客 Customer Retention,Customer apostles(使徒、提倡者）-高度值得信赖且权威的committed customer,Wal-Marts推荐 vs 杂货店推荐 Toyota认可 低成本、零缺陷、交货迅速,Customer owner-让客户参与新产品的设计、推广提升服务的方式,Apostles

14、以及owners所创造的终身价值比大量没有能力延揽新客户或是提供有效建议的忠实客户更多,保有客户之目标与测量指标,目标提供顶级客户服务创造具加值效果的伙伴关系,测量指标顶级客户的人数顶级客户对品质的评价解决客户问题或是抱怨所需要的时间客户的要求无法在初次回应达到使客户满意的比例单一来源合约产生的金额及其占收入比例,目标提供优质服务创造高忠诚度的客户,测量指标服务层次Service levels,by channel各种项目客户的花费数介绍新客户之数量既有客户介绍之新客户人数Apostle customers的见证数忠实客户对提升产品及服务的建议数,保有客户之目标与测量指标,发展顾客关系与价值

15、Customer Growth,客户管理流程的终极目标-增加客户的价值 用入门商品获得新顾客后，提供客户其他更高利润的产品来拓展顾客的终身价值,Cross-sell：在货物售出后，提供加值的特色及服务。Partner：针对目标顾客的需求发展specific solutions。case,发展客户关系与价值之目标与测量指标,测量指标每客户使用产品数高于入门产品之商品所产生之利润共同发展服务协议之数量售后服务产生之收入/利润可提供附加价值服务之数量单一來源合约数量利益共享协议数量利益共享协议带来的收入花在客户身上的时间,目标Cross-sell customersSolution selling与

16、客户建立伙伴关系,Customer Value Proposition,Figure 4-3 Case Marine Engineering,Selection,Acquisition,Retention,Growth,InternalPerspective,CustomerPerspective,FinancialPerspective,Lower Life-CycleProduct Cost$/bbl,SeamlessProfessionalManagement,Shared Goals and Rewards,Image of aSystems Integrator,Product At

17、tributes,Relationships,Image,Increase ShareholderValue,Revenue fromIntegrated Products,Improve Productivity,Increase customer value,Build the Franchise,Focus Only onStrategicAccounts,EducateStrategic Accountson Gain-SharingPartnership,Create“Sole Source”Partnerships,Create IntegratedManagementSystem

18、,Objective,Measure,#strategic accounts#no-bid decisions,Proposal successrate,%revenue fromsole sourcecontracts,New managementsystem availability,Customer Value Proposition,Figure 4-4 Case：Metro Bank,Selection,Acquisition,Retention,Growth,InternalPerspective,CustomerPerspective,FinancialPerspective,P

19、rovide TailoredFinancial Solutions,Value-Priced,KnowledgeableSolutions,Trusted Adviser,Product/Service Attributes,Relationships,Image,Increase ShareholderValue,Grow NonlendingIncome,Improve Productivity,Increase customer value,Build the Franchise,Identify,Upgrade,or ExitUnprofitableAccounts,Grow and

20、 RetainHigh-valueCustomers(HVC),ProvidePremium Serviceto Retain HVCs,Broaden theRelationship withHVCs,Objective,Measure,%unprofitablecustomers,#HVC leads(campaignresponse rate)Lead conversionrate,HVC requestfulfillment time#top 10 customer-identified issuesresolved,Hours spent withHVCs%HVCs with 3pr

21、oducts,Grow LendingIncome,SuperiorCustomer Service,Customer Value Proposition,Figure 4-5 Case：Acme Chemicals,Selection*,Acquisition*,Retention*,Growth*,InternalPerspective,CustomerPerspective,FinancialPerspective,CompetitiveProduct Portfolio,Negotiated ValuePricing,Win-WinPartnership,Product/Service

22、 Attributes,Relationships,Increase ShareholderValue,Revenue from NewProducts and Customers,Improve Productivity,Increase Customer Value,Build the Franchise,UnderstandMarketSegments,Best-in-ClassFranchise/DistributionTeams,Excel atCustomerInteraction,SeamlessIntegration withCustomersValue Chain,Objec

23、tive,Measure,Market shareCustomerprofitability,Distribution reportcardDistributorsatisfaction,Customer reportcard,#projects involvingchemical andpharmaceuticalexpertise,Increase Revenueper Customer,Leading-EdgeServices,Improve SalesProductivity,与客户构面之连结,客户价值主张,品牌形象,客户关系,选择客户,保有客户,获得客户,客户成长,Cases,客户构

24、面之目标与测量指标,目标透过诱人的价值主张提升客户满意度提升客户忠诚度创造疯狂追星族,测量指标非常满意之客户比例客户保有状况客户关系深度客户介绍产生生意之比例,与财务构面之连结,客户价值主张,品牌形象,客户关系,选择客户,保有客户,获得客户,客户成长,创造新的收入來源,增加客户价值,财务构面之目标与测量指标,目标创造新的收入来源增加每位客户的收入增加客户获利率降低销售成本,测量指标來自新客户的收入來自新产品、新服务的收入客户支出占率客户获利能力未创造利润之客户比例销售支出/总收入各种不同管道之销售成本使用电子交易之客户比例,与学习成长构面之连结,有效的客户管理流程需要以下支持：员工能力、资讯系

25、统、组织文化气候,Human Capital 新能力 数据库行销、data mining、顾客分析、call centers、customer interaction center、网页设计,Human Capital-各个流程所需的能力,Information Capital,资讯技术以及相关的分析技术（data mining、activity-based customer profitability measurement)使组织得以提供客户化、个性化的服务,Lands End 寄不同的目录给不同顾客区块的顾客1-800-F 自动提醒顾客重要日期A 监测个人购买状况并推荐与顾客购买书籍类似

26、的书籍，以及同类型顾客购买的书籍,Information Capital,组织资本Organization Capital,客户管理流程需要新的组织气候-以客户为中心，不再以产品为导向。,Teamwork-分享同样的信息、朝相同目标迈进 Salesperson 进行交易 Solutions engineer,relationship partner 设计产品、服务之portfolio Call center 提供follow-up,学习与成长构面之目标与测量指标,目标发展策略竞争力吸引并保有杰出的人才发展客户管理资讯系统增加知识分享,测量指标Human capital readinessTur

27、nover of key personnelCustomer application portfolio readiness扩展知识管理系统之使用,人力资本资讯资本,学习与成长构面之目标与测量指标,组织资本,目标建立以客户为中心的文化建立个人目标一致性,测量指标Employee culture surveyPercent of employee objectives linked to BSC customer process and outcome measures,UnderstandsegmentsScreen unprofitablecustomersTarget high-value

28、customersManage the brand,Customer Selection,Communicate valuepropositionCustomize massmarketingAcquire/convertleadsDevelop dealernetworks,Customer Acquisition,Premium customerservice“Sole source”partnershipsService excellenceLifetime customers,Customer Retention,Cross-sellingSolution sellingPartner

29、ship/integratedmanagementCustomereducation,Customer Growth,InternalPerspective,Market researchProfitability analysisMarket communicationCustomer databaseCustomer analysisE-polling/samplingProfitability analysisCustomer-focusedculturePersonal goalalignmentBest-practice sharing,TelemarketingProduct li

30、ne knowledgeCustomer communicationPartner managementDatabase marketingLead managementSales force automationWeb site designCustomer-focusedculturePersonal goalalignmentBest-practice sharing,Call center protocolsProduct lineknowledgeProblem resolutionCustomer feedbackCustomer interactioncenterProblem

31、trackingsystemOrder managementsystemCustomer-focusedculturePersonal goalalignmentBest-practice sharing,Consultative salesskillsCustomer/industryknowledgeProduct lineknowledgeCustomer informationfeedbackPortfolio planningmodelsIntegrated ordermanagementCustomer-focusedculturePersonal goalalignmentBes

32、t-practice sharing,Learning andGrowthPerspective,HumanCapital,InformationCapital,OrganizationCapital,Figure 4-6 Learning and Growth Strategies for Customer Management,Summary,任何策略的基本要件-了解吸引客户并保有客户的价值主张。Figure 4-7,Objective,Measures,Create new sources of revenueIncrease revenue per customerIncrease c

33、ustomer profitabilityImprove sales productivity,Revenue from new customersShare of walletProfits per customer(ABC)Cost of sales(by channel),Understand segmentsScreen unprofitable customersTarget high-value customersManage the brand,Communicate value propositionCustomize mass marketingAcquire/convert

34、 leadsDevelop dealer networks,Premium customer service“Sole source”partnershipsService excellenceLifetime customers,Cross-sellingSolution sellingPartnership/integrated managementCustomer education,Contribution by segment%unprofitable customers#strategic accountsBrand awareness/preference,Brand aware

35、nessCampaign response rate#leads/conversion rateDealer quality rate,#premium customers%revenue from sole sourceService levels(by channel)Customer lifetime value,#products per customer#jointly developed service agreements#/$from gain-sharing agreementsHours with customer,Selection,Acquisition,Retenti

36、on,Growth,Perspective,Financial,Customer,Increase customer satisfaction(with value proposition)Increase customer loyaltyCreate raving fans,%customers highly satisfiedCustomer retentionDepth of relationship%business from customer referrals,Develop strategic competenciesAttract and retain top talent,H

37、uman capital readinessKey employee turnover,HumanCapital,Develop strategic CRM portfolioIncrease knowledge sharing,Application portfolio readiness#customer KMS hits/employee,InformationCapital,Create customer-focused cultureCreate personal goal alignment,Customer surveyEmployee objectives linked to BSC,OrganizationCapital,Internal Process,LearningAnd Growth,Figure 4-7 Customer Management Scorecard Template,