059麥肯錫--crm研究報(bào)告45頁(yè)

1、SA-SU0050-030611-A4,0,,SEGMENT MANAGEMENT TREND - 1,e.g. those that leave or reduce relationship because actively dissatisfied, often by a specific event,inertial migrators,SA-SU0050-030611-A4,1,ESSENTIAL TO UNDERSTAND I

2、SSUE DRIVERS AND COST OF FIXING,Sources of dissatisfaction,,Understand what drives dissatisfactionUnderstand cost of fixingUse key breakpoints not to overspend,,,,Structural drivers,Problem resolution,Dissatisfaction

3、opportunity,High %,Low %,CoverageService level,Friendly staffConsistency of serviceQuick resolution,Source:McKinsey proprietary research,SA-SU0050-030611-A4,2,,deliberative migrators,e.g., frequently re-evaluate deci

4、sions, reaffirm/switch to chosen brand based on merits; rational decision-maker,SEGMENT MANAGEMENT TREND - 2,SA-SU0050-030611-A4,3,SEGMENT IS MORE COMPLEX, DUE TO DELIBERATION ON SEVERAL DIMENSIONS,,,,SA-SU0050-030611-A4

5、,4,SEGMENTING CUSTOMERS WITH DISTINCT BENEFIT PREFERENCES,Segment characteristics Percentage of population,Consider brand relationship important and have high expectations for the standard of customer service,Want produ

6、ct features and efficient, effective customer service,Want good value and the chance to earn rewards for loyalty,Want combination of quality and value,,,,,,33,8,22,37,Credit cards,Insurance,SA-SU0050-030611-A4,5,IMPLICAT

7、IONS FOR BUILDING LOYALTY AMONG THOSE CHOOSING TO GO OR STAY,SA-SU0050-030611-A4,6,Key Levers,,,KEY TRENDS OF SUCCESSFUL CRM,,How they use CRM to drive valueFind practical ways to differentiate their core value proposi

8、tionLeverage consumer attitudinal profiles to manage customer relationship and value migrationBuild CRM by incrementally delivering targeted offers that drive results and test capabilities,SA-SU0050-030611-A4,7,FAVOR

9、 A BIFOCAL IMPLEMENTATION APPROACH,Define long-term objectives and implementation roadmapCreate a solid business model to back up envisioned CRM schemeDefine an "end-game" architecture to support desired mode

10、lDefine implementation road map with clear priorities,,Launch incremental, quick-win actionsLaunch contained CRM projects with focused reach and implement dozens of pilots to learn from modelsRationalize and unify cus

11、tomer databases accordinglyMeasure results of recent implementationsEducate staff about CRM concepts,,,SA-SU0050-030611-A4,8,CRM INITIATIVES LAUNCHED EARLY ON BY RELYING ON EXISTING ASSETS,Cross-sell insurance to cred

12、it card holders,Increase credit limits of high-usage customers (up-sell),Reduce interest rates or fees for customers with high probability of churn,Eliminate annual fees for very profitable customers,Offer "liq

13、uidation" products to customers with a low willingness to pay,,Example initiatives,,,Selective use of existing information is key to implementing CRM initiatives,Account applicationsProduct and client databases,C

14、redit bureau informationThird-party contact lists,Source:Team analysis,SA-SU0050-030611-A4,9,ASSESS CRM ASSET REQUIREMENTS FOR EACH INITIATIVE,,Example initiative,,Required process,,Enabling CRM assets,,Currentlyavail

15、able,,Cross-sell insurance to credit card holders,1,DB of credit card holdersSampling program,Insurance marketing data,Statistical modeling toolReporting routine,Script writer for call centerGraphics design,Call cent

16、erMailing capability,OLAP reporting tool,Campaign management software,,,,,,,,,,,,,SA-SU0050-030611-A4,10,,,THREE TOPICS FOR TODAY,eCRM: Hype vs. reality,Key actions to accelerate impact,,,,,Winners focus on three core a

17、reas,SA-SU0050-030611-A4,11,KEY ACTIONS TO ACCELERATE IMPACT AND BREAK THROUGH THE "CRM WALL”,Know where the value isDesign balanced programsIterate, iterate, iterateInvest incrementally to win,1,2,3,4,SA-SU00

18、50-030611-A4,12,,,Engage and convert Prospects into clients,Develop and retain customers,Impact on customer NPV of a 10% improvementDollars,WHAT REALLY MATTERS – KNOW WHERE THE VALUE IS,EXAMPLE,,,,,,,,,7.0,2.7,5.3,4.0

19、,5.3,16.1,21.2,Improve conver-sion rate from visitor to client,Increase initial offering size,Improve product mix,Reduce cost to serve,Increase length of relation-ship,Improve collec-tions results,Reduce marketing cost/

20、 visitor,,,,Attract prospects,SA-SU0050-030611-A4,13,WHAT REALLY MATTERS – DESIGN “BALANCED” PROGRAMS,Customer-centered ideasTruly differentiated offers and experienceMutually valuable interactionsSmart channel link

21、ages,Programs without clear economic tiesPressures to buy the latest software packageFocusing on systems instead of people and ideas,Focus on . . .,. . . and balance against,SA-SU0050-030611-A4,14,,,ImplicationsDrive

22、for ongoing improvement from each major programDetermine how to thematically build on successful ideas (avoid concept burnout)Find new S-curves based on winning ideas and consumer needs,WHAT REALLY MATTERS – ITERATION,

23、Marketing, testing, and development process,SA-SU0050-030611-A4,15,WHAT REALLY MATTERS – INVESTING INCREMENTALLY TO WIN,Typical CRM installation cost structureIndexed per dollar of software license,Software license,Sys

24、tems integra-tion,Business design,Internal costs,Total tech-nology costs,Oppor-tunity costs,Organi-zation redesign,Change manage-ment,Total costs,SA-SU0050-030611-A4,16,LEADING TRENDS IN CRM,June 13, 2003,Alejandro Picos

25、, Principal Business Technology Office Latin America,SA-SU0050-030611-A4,17,Anexos,SA-SU0050-030611-A4,18,,Integrated touch-pointsShared data access for all CRM campaigns– one consistent source of data and customer bus

26、iness rulesShared CRM knowledge discovery services and flexible knowledge tool boxFlexible integration of new campaigns into overall CRM IT architecture,CRM IT architecture blueprint,,,,CRM process campaign library,,Cu

27、stomertouch-points,,,,,? ? ?,Call center,VRU,Internet,Mail,,CRM Execution services,,Customer segmentationCampaign managementContact management,ProfitabilityChannel mix managementResponse measurement,Knowledge disco

28、very services,Data mining engineStatistical toolsPersonalizationContact measurement,Data modelData summarizationAccess toolsBusiness rulesReplication and propagation,Data access services,Connectivity hubSecurity

29、rulesMessaging/transactionsData extraction,Data managementData transformationsData cleansingData warehouse/marts,CRM architecture design principles,CRM DESIGN PRINCIPLES AND THE “IDEAL” AND GENERIC CRM SYSTEMS ARCH

30、ITECTURE,SA-SU0050-030611-A4,19,SEGMENTATION APPEARS WHEN ANALIZING CUSTOMER PREFERENCES,Switchers,N = 3198; percent,Most sophisticated banking customersNot satisfied with current financial institution Most likely to s

31、witch banks,,Leverage aspirants,Like accessibilityWant internet banking Optimistic about the futureOpen to borrowingPro-foreign banks,,Modern conservatives,Advice seeking groupPrice sensitiveLike convenienceNot op

32、en to borrowingMiddle level jobs,,Traditional simplifiers,Like to deal with fewer financial institutions Prefer local banks Adverse to borrowing Tend to make family-centric financial decisionsConcern about retiremen

33、tNot keen about internet,,,Change resistor,,Change seeker,Source:McKinsey Proprietary PFS Survey, McKinsey analysis,SA-SU0050-030611-A4,20,EVEN SOPHISTICATED CRM PLAYERS CAN FIND ASPECTS OF EXECUTING CRM CHALLENGING,SA

34、-SU0050-030611-A4,21,FINANCIAL INSTITUTIONS TYPICALLY DERIVE 80% TH FROM 20% OF THEIR CUSTOMERS,Profit/householdPercent,1,2,4,5,6,,Clear need to develop tailored strategies to retain highest-value customersLarge diffe