客户管理流程战略地图.ppt

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

2、转移至消费者。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,Internal Perspective,Human Capital,Information Capital,Culture,Leadership,Alignment,Teamwork

3、,Learning and Growth Perspective,Customer Perspective,Financial Perspective,Functionality,Service,Partnership,Brand,Product / Service Attributes,Relationships,Image,Improve Cost Structure,Increase Asset Utilization,Long-Term Shareholder Value,Expand Revenue Opportunities,Enhance Customer Value,Produ

4、ctivity Strategy,Growth 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 Cus

5、tomer Management Processes,Understand segments Screen unprofitable customers Target high-value customers Manage the brand,Customer Selection,Communicate value proposition Customize mass marketing Acquire/convert leads Develop dealer networks,Customer Acquisition,Premium customer service “Sole source

6、” partnerships Service excellence Lifetime customers,Customer Retention,Cross-selling Solution selling Partnership/ integrated management Customer education,Customer Growth,Internal Perspective,Customer Perspective,Financial Perspective,Functionality,Service,Partnership,Brand,Product / Service Attri

7、butes,Relationships,Image,Improve SalesProductivity,Long-Term Shareholder Value,Expand Revenue Opportunities,Enhance Customer 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defensi

8、ble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 S

9、egmentation,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 anal

10、ysis measuring customer preferences and needs Discriminant 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

11、块的市场占有率不会带来利润的顾客比例Number of Strategic accounts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 m

12、ass marketing争取新客户发展和经销商之间的关系,测量指标 Brand 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

13、供信息等,保有顾客 Customer Retention,比customer loyalty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,

14、Customer owner- 让客户参与新产品的设计、推广提升服务的方式,Apostles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 Ap

15、ostle 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 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

16、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 customers Solution selling与客户建立伙伴关系,Customer Value Proposition,Figure 4-3 Case Marine Engineering,Selection,Acquisition,Retention,Growth,Internal Perspective,Customer Perspective,Financial Perspective,Lower Life-Cycle Product Cost $/bbl,Seamless Professio

17、nal Management,Shared Goals and Rewards,Image of a Systems Integrator,Product Attributes,Relationships,Image,Increase Shareholder Value,Revenue from Integrated Products,Improve Productivity,Increase customer value,Build the Franchise,Focus Only on Strategic Accounts,Educate Strategic Accounts on Gai

18、n-Sharing Partnership,Create “Sole Source” Partnerships,Create Integrated Management System,Objective,Measure,# strategic accounts # no-bid decisions,Proposal success rate,% revenue from sole source contracts,New management system availability,Customer Value Proposition,Figure 4-4 Case ： Metro Bank,

19、Selection,Acquisition,Retention,Growth,Internal Perspective,Customer Perspective,Financial Perspective,Provide Tailored Financial Solutions,Value-Priced,Knowledgeable Solutions,Trusted Adviser,Product / Service Attributes,Relationships,Image,Increase Shareholder Value,Grow Nonlending Income,Improve

20、Productivity,Increase customer value,Build the Franchise,Identify, Upgrade, or Exit Unprofitable Accounts,Grow and Retain High-value Customers (HVC),Provide Premium Service to Retain HVCs,Broaden the Relationship with HVCs,Objective,Measure,% unprofitable customers,# HVC leads (campaign response rat

21、e) Lead conversion rate,HVC request fulfillment time # top 10 customer- identified issues resolved,Hours spent with HVCs % HVCs with 3 products,Grow Lending Income,Superior Customer Service,Customer Value Proposition,Figure 4-5 Case ： Acme Chemicals,Selection*,Acquisition*,Retention*,Growth*,Interna

22、l Perspective,Customer Perspective,Financial Perspective,Competitive Product Portfolio,Negotiated Value Pricing,Win-Win Partnership,Product / Service Attributes,Relationships,Increase Shareholder Value,Revenue from New Products and Customers,Improve Productivity,Increase Customer Value,Build the Fra

23、nchise,Understand Market Segments,Best-in-Class Franchise / Distribution Teams,Excel at Customer Interaction,Seamless Integration with Customers Value Chain,Objective,Measure,Market share Customer profitability,Distribution report card Distributor satisfaction,Customer report card,# projects involvi

24、ng chemical and pharmaceutical expertise,Increase Revenue per Customer,Leading-Edge Services,Improve Sales Productivity,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

25、,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

26、 - 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 -

27、 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 readiness Turnover of key personnel Customer 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

28、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 survey Percent of employee objectives linked to BSC customer process and outcome measures,Understand segments Screen unprofitable customers Target high-value customers Manage the brand,Customer Selection,Communicate value proposition Customize

29、 mass marketing Acquire/convert leads Develop dealer networks,Customer Acquisition,Premium customer service “Sole source” partnerships Service excellence Lifetime customers,Customer Retention,Cross-selling Solution selling Partnership/ integrated management Customer education,Customer Growth,Interna

30、l Perspective,Market research Profitability analysis Market communicationCustomer database Customer analysis E-polling/sampling Profitability analysisCustomer-focused culture Personal goal alignment Best-practice sharing,Telemarketing Product line knowledge Customer communication Partner managementD

31、atabase marketing Lead management Sales force automation Web site designCustomer-focused culture Personal goal alignment Best-practice sharing,Call center protocols Product line knowledge Problem resolution Customer feedbackCustomer interaction center Problem tracking system Order management systemC

32、ustomer-focused culture Personal goal alignment Best-practice sharing,Consultative sales skills Customer/industry knowledge Product line knowledgeCustomer information feedback Portfolio planning models Integrated order managementCustomer-focused culture Personal goal alignment Best-practice sharing,

33、Learning and Growth Perspective,Human Capital,Information Capital,Organization Capital,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 revenue Increase revenue per customer Increase customer p

34、rofitability Improve sales productivity,Revenue from new customers Share of wallet Profits per customer (ABC) Cost of sales (by channel),Understand segments Screen unprofitable customers Target high-value customers Manage the brand,Communicate value proposition Customize mass marketing Acquire/conve

35、rt leads Develop dealer networks,Premium customer service “Sole source” partnerships Service excellence Lifetime customers,Cross-selling Solution selling Partnership/integrated management Customer education,Contribution by segment % unprofitable customers # strategic accounts Brand awareness/prefere

36、nce,Brand awareness Campaign response rate # leads/conversion rate Dealer quality rate,# premium customers % revenue from sole source Service levels (by channel) Customer lifetime value,# products per customer # jointly developed service agreements #/$ from gain-sharing agreements Hours with custome

37、r,Selection,Acquisition,Retention,Growth,Perspective,Financial,Customer,Increase customer satisfaction (with value proposition) Increase customer loyalty Create raving fans,% customers highly satisfied Customer retention Depth of relationship % business from customer referrals,Develop strategic comp

38、etencies Attract and retain top talent,Human capital readiness Key employee turnover,Human Capital,Develop strategic CRM portfolio Increase knowledge sharing,Application portfolio readiness # customer KMS hits/employee,Information Capital,Create customer-focused culture Create personal goal alignment,Customer survey Employee objectives linked to BSC,Organization Capital,Internal Process,Learning And Growth,Figure 4-7 Customer Management Scorecard Template,