CRM客戶關(guān)系管理講義

客戶關(guān)系管理CustomerRelationshipManagement許多行業(yè)發(fā)展緩慢Growthisslowingdowninmanyindustries競爭加劇

Competitionisincreasing價格戰(zhàn)

Pricewars儲蓄率增長和需求疲軟

Increasingsavingsrateandslackdemand公司發(fā)展戰(zhàn)略必須包括客戶關(guān)系：忠誠度和保持力

Companygrowthstrategiesmustincludecustomerrelationships-loyaltyandretention!中國的公司需要更好的客戶關(guān)系

ChineseCompaniesNeedBetterCustomerRelationships

忠誠度是建立在客戶關(guān)系和價值上的

LoyaltyisBuiltonCustomerRelationshipsandValueCustomerrelationshipmanagement(CRM)集成的數(shù)據(jù)庫，這種數(shù)據(jù)庫能跨公司和渠道，對客戶形成單一、一致的評估分析

Integrateddatabasesthatcreateasingle,unifiedviewofthecustomeracrossthecompanyanditschannels(Ritz)客戶化的推銷和交流提高了客戶的價值(A)Customizedofferingsandcommunicationforgreatercustomervalue(A)

創(chuàng)建以客戶為中心（導(dǎo)向）的公司所面臨的困難ObstaclestoBuildingCustomer-OrientedCompanies銷售收入的需要:電視機(jī)行業(yè)

Theneedforsalesvolume:TVindustry

渠道的巨大作用:保險（Channelpower:insurance）

缺乏被人認(rèn)可的品牌差異Lackofperceivedbranddifference

缺乏品牌的管理Lackofbrandmanagement價格戰(zhàn):隨處可見Pricewars:everywhere

市場營銷和

客戶服務(wù)被當(dāng)作是成本(可是，是誰砸了你的價格和品牌呢？）MarketingandCustomerServicearetreatedascosts(butwhoisdestroyingyourpricesandyourbrand?)一方面，客戶關(guān)系被視為當(dāng)期費(fèi)用，另一方面，其回報難以衡量計算

Returnsaredifficulttomeasure,whileCRMisaccountedacurrentexpense中間商缺乏工具和動力去共享數(shù)據(jù)訪問

Intermediarieslackmeansorincentivestoshareaccesstodata零散的渠道所有權(quán)增加了實(shí)施的困難和成本

Fragmentedchannelownershipincreasesimplementationdifficultiesandcost在價格比較敏感的市場里市場營銷對公司的作用不能很快的反映出來。

Companiesslowtoappreciatethevalueofmarketinginprice-sensitivemarkets客戶關(guān)系管理在中國所面臨的困難ObstaclestoCRMinChina有如此多的公司正在飛速發(fā)展TooManyCompaniesareRunningUpHill!即使在金融服務(wù)領(lǐng)域，中國公司客戶的流動率超過30%、40%，甚至達(dá)到50%

EveninChina’sfinancialservicessector,companiesareexperiencingcustomerturnovergreaterthan30,40,oreven50%結(jié)果是:中國公司正在持續(xù)不斷的增加銷售收入和市場份額

Result:Companiesarerunninguphilltobuildrevenueandmarketsharegrowth忽視客戶關(guān)系管理的公司，它的未來將會是：負(fù)增長和日趨下降的市場份額。ThefutureforcompaniesthatignoreCRM:negativegrowthanddecliningmarketshare

案例一

AScenario(1)一個資產(chǎn)100億的公司

ARMB1billioncompany30%客戶周轉(zhuǎn)率

30%customerturnover15%市場增長率

15%marketgrowth案例二

AScenario(2)如果一家企業(yè)獲得新客戶的速度與市場成長率相當(dāng),它將丟失1.5億的收入Ifthecompanyacquiresnewcustomersatthemarketgrowthrate,itloses150millioninrevenue如果企業(yè)要與市場同步增長,新客戶的獲取率必須是市場增長率的兩倍

Customeracquisitionmustdoublethemarketgrowthrateforthecompanytogrowatthesamerateasthemarket企業(yè)必須投入銷售管理及市場開銷費(fèi)的30%來保持…Thecompanymustdevote30%ofsalesmanagementandmarketingexpensetodiggingitselfoutofahole

這是實(shí)際的情況嗎?IsthisaRealisticScenario?是…如你工作的企業(yè)是:

Yes…chancesareyouworkforacompanythatis:為向市場推新產(chǎn)品,不斷地增強(qiáng)生產(chǎn)和銷售力度

Rampingupproductionandsalesforcetopushnewproducttomarket,and:與保持已有客戶有關(guān)的投資力度不夠

Notinvestingenoughinkeepingthecustomersithas是…隨著競爭增加和增長放緩,不能改善保持力的企業(yè)不能生存下去

Yes…ascompetitionincreasesandgrowthslows,thecompanythatfailstoimproveretentioncannotcontinuetogrow是…甚至如果市場增長率仍很高,你能否真地付出市場及銷售的30%來再獲份額呢?

Yes…evenifyourmarketgrowthisstillhigh,canyoureallyaffordtodevote30%ofmarketingandsalestore-gainingground?

“制造與銷售”的市場模型的后果Consequencesofthe“MakeandSell”MarketingModel

為了易銷,你的銷售員和渠道(代理商)在推價格而不是價值

Yoursalespeopleandchannelsarepushingprice…notvalue…foreasysales利潤下降且銷售成本增加

Marginsdecliningandsalescostsincreasing不關(guān)注服務(wù)和關(guān)系的建立,從而導(dǎo)致:

Inattentiontoserviceandrelationshipbuilding,resultingin:客戶永不回頭Customersthatwillnevercomeback口碑很差

Badwordofmouth是該改的時候了!

Badwordofmouth

你能在CRM上花多少錢?快速評估HowMuchCanYouSpendonCRM?-quickassessment花在重獲失去去的收入上的的銷售管理時時間的價值,+Thevalueofsalesmanagementtimespentre-gaininglostrevenue,+市場花費(fèi)開銷銷X周轉(zhuǎn)率,+MarketingexpenseXturnoverrate,+良好口碑的價價值,+Presentvalueoflostreferrals/goodwordofmouth,+目標(biāo)保持力–現(xiàn)有保持力Targetretention(in$ofrevenue)-Currentretention=可被重分配給給CRM的與收入增長長有關(guān)的成本本=thecoststoyourrevenuegrowththatcouldbere-allocatedtoCRMCRM客戶數(shù)據(jù)的整整合–客戶從其自身身及渠道出發(fā)發(fā)的單一觀點(diǎn)點(diǎn)(看法)Integrationofcustomerdata-singleviewofthecustomeracrossthecompanyanditschannels支持客戶分類類,宣傳計劃,產(chǎn)品計劃和市市場分析的分分析法Analyticsthatsupportcustomersegmentation,campaignplanning,productplanning,andmarketanalysis通信交流和推推廣的量身定定制Customizationofcommunicationsandpromotions一種策略…不僅僅是一種種技術(shù)Astrategy……notonlyatechnology什么是CRM?WhatisCRM?通向CRM的步驟TheStepsTowardsCRM大量營銷工作作推銷Salespush品牌公認(rèn),標(biāo)識Brandrecognition目標(biāo)營銷TargetMarketing有目標(biāo)的直銷銷Targeteddirectsales分類品牌忠誠誠度SegmentbrandloyaltyCRM客戶化的推廣廣Customizedpromotions1-1對應(yīng)關(guān)系1to1relationship非最美的Notthemostbeautifulcasinos非最有名Notthebestknown但通過CRM,哈拉的賭場已已擠身于最掙掙錢和成長率率最快的賭場之列ButthroughCRM,Harrah’sisamongthemostprofitableandfastest-growing最好的案例:哈拉的賭場BestPracticeCase:Harrah’sCasinos知道重要客戶戶在他們包間間里需要什么么禮物Knowingwhatspecialgiftsavaluedcustomerwantsintheirroom香擯或一盒巧巧克力?Isitchampagne,oraboxofchocolates?知道客戶喜好好哪些種類的的刺激Knowingwhatkindsofincentivesthecustomerlikes現(xiàn)金,一頓免費(fèi)飯等等等…Cash,afreemeal,etc…知道客戶準(zhǔn)備備消費(fèi)的量,及什么會促使使他消費(fèi)得更更多Knowinghowmuchthecustomerisgoingtospend,andwhatwillencouragethecustomertospendmore哈拉的客戶關(guān)關(guān)系Harrah’sCustomerRelationship找回客戶:再銷售和交叉叉銷售Bringthecustomerback:re-sellingandcross-selling哈拉1998-1999:從光顧多個賭賭場的客戶那那兒掙來的收收入躍增33%Harrah’s1998-1999:revenuefromcustomersvisitingmorethanonecasinojumped33%個性化服務(wù)和和基于客戶購購買及服務(wù)歷歷史的推銷Personalizedserviceandpromotionsbasedoncustomerpurchaseandservicehistory如果在四月度度假,那么哈拉會在在二月給你寄寄來促銷信(物).IfyoutypicallyvacationinApril,Harrah’ssendsapromotioninFebruary加深客戶的關(guān)關(guān)系DeepeningtheCustomerRelationship增強(qiáng)購買的頻頻率和數(shù)量Greaterfrequencyandamountofpurchase哈拉的分析法法精確地預(yù)測測90%的客戶每次會會消費(fèi)5000元而不是計劃劃的500元Harrah’sanalyticspredictaccurately90%ofcustomerswhocanbeswitchedfrom$500pervisitto$5000pervisit增加客戶關(guān)系系的價值IncreasingtheValueoftheCustomerRelationship數(shù)據(jù):客戶歷史TheData:customerhistory游戲活動:什么樣的游戲戲和多少Gamingactivity:whatgamesandhowmuch個人數(shù)據(jù)Personaldata客戶對不同種種促銷的反應(yīng)應(yīng)Customer’sresponsestodifferenttypesofpromotions客戶的終生價價值Projectedcustomerlifetimevalue結(jié)果Results約定俗成的推推廣及刺激Custompromotionsandincentives自從使用了CRM后,哈拉的利潤翻翻了一倍ProfitsatHarrah’shavedoubledsinceimplementationofCRM哈拉的忠實(shí)卡卡Harrah’sLoyaltyCard“我們的對手手用硬件來競競爭,而我們用軟件件來競爭.他們花錢來吸吸引客戶,但我們建造技技術(shù)基建來邀邀請客戶參與與.”“Ourcompetitorscompeteonhardware.We’recompetingonsoftware.Theyspendmoneytoattractcustomers,butwebuildthetechnologyinfrastructuretoinvitecustomers.”-里查得.默曼,SVP市場咨詢RichardMirman,SVPMarketing哈拉的忠誠卡卡Harrah’sLoyaltyCard客戶關(guān)系管理理及策略CRMandStrategy反轉(zhuǎn)了產(chǎn)品設(shè)設(shè)計-Dell,Levi’sReverseproductdesign-Dell,Levi’’s反轉(zhuǎn)了定價法法-PReversepricing-P反轉(zhuǎn)了廣告(作法)–點(diǎn)波和許可廣廣告法;AReverseadvertising-pointcastingandpermissionadvertising;A反轉(zhuǎn)了推廣–NetCentivesReversepromotions-NetCentives反轉(zhuǎn)了了分銷銷–網(wǎng)上展展示廳廳,如LandsE;下載試試用版版和購購買數(shù)數(shù)字產(chǎn)產(chǎn)品Reversedistribution-on-lineshowroomslikeLandsE;downloadtrialandpurchaseofdigitalproductsCRM改變了了市場場策略略CRMChangesMarketingStrategy新客戶戶價值值模型型:客戶化化的服服務(wù)帶帶來客客戶終終身的的忠誠誠度TheNewCustomerValueModel:customizedofferingsforlifetimecustomerloyalty新核心心能力力:營銷!––企業(yè)將將聚焦焦擁有有驅(qū)使使客戶戶價值值的過過程工工序;TheNewCoreCompetences:Marketing!-companieswillfocusonowningtheprocessesthatdrivecustomervalue;耐克經(jīng)經(jīng)營品品牌的的企業(yè)業(yè);Nikeasabrand-managingcompany;索尼產(chǎn)產(chǎn)品設(shè)設(shè)計和和品牌牌的公公司Sonyasaproductdesignandbrandingcompany一個全全新的的市場場理念念A(yù)NewMarketingParadigm品牌忠忠誠度度的價價值(1)TheValueofBrandLoyalty(1)AtMBNA(金融服服務(wù)):增加5%的客戶戶保持持力將將在5年內(nèi)帶帶來60%的利潤潤增長長5%increaseincustomerretentionincreasedprofitsby60%within5yearsATClubMed:丟失一一個客客戶將將在未未來造造成2400元的生生意損損失Onelostcustomercoststhecompany$2400inlostfuturebusiness來自銀銀行:fromabank減少5%的次品品能增增加85%的利潤潤Reducingdefectionsby5%increasedprofitsby85%來自哈哈拉的的賭場場(FromHarrah’sCasinos):客戶每每增加加1分錢的的賭注注就相相當(dāng)每每股股股票增增加1元的收收益A1centincreaseinshareofcustomer’’sgamblingdollarequalsa1dollarincreaseinearningspershare品牌忠忠誠度度的價價值(2)TheValueofBrandLoyalty(2)增加新新客戶戶的成成本是是保持持已有有客戶戶成本本的5倍Acquiringnewcustomerscostsfivetimesmorethanthecostofmaintainingexistingcustomers一般的的企業(yè)業(yè)每年年會失失去10%的客戶戶Theaveragecompanyloses10%ofitscustomerseachyear減少5%的客戶戶丟失失率能能增加加25-85%的利潤潤A5%reductioninthecustomerlossratecanincreaseprofitsby25-85%客戶的的利潤潤率是是隨著著客戶戶的成成長而而成長長的ThecustomerprofitratetendstoincreaseoverthelifeoftheretainedcustomerSource:PhilipKotler為什么么能從從忠誠誠的客客戶那那里掙掙到較較多的的利潤潤?WhyLoyalCustomersareMoreProfitableYear客戶年年利潤潤Source:FrederickF.Reichheld,TheLoyaltyEffect(Boston:HarvardBusinessSchoolPress,1996),p.39.關(guān)注客客戶終終生價價值FocusingonCustomerLifetimeValue成功的的企業(yè)業(yè)都已已建立立客戶戶關(guān)系系和忠忠誠度度.Successfulcompaniesbuildrelationshipsandloyaltywiththeircustomers一致聚聚焦與與客戶戶關(guān)系系和忠忠誠度度是建建筑在在聚焦焦在客客戶的的終生生價值值之上上的Consistentfocusonrelationshipsandloyaltyrequiresafocusonthelifetimevalueofcustomers交易并并不建建立關(guān)關(guān)系(SewellCadillac).ransactionsdonotbuildrelationships(SewellCadillac)客戶終終生價價值的的評估估EstimatesofCustomerLifetimeValue一般客客戶對對他們們購買買的25%的商品品不滿滿,但只有有5%的投訴訴Customersaredissatisfiedinabout25%oftheirpurchasesbutonly5%complain.每個不不滿的的客戶戶會把把他們們的經(jīng)經(jīng)歷告告訴8-10個人Eachdissatisfiedcustomertells8-10peopleabouttheirexperience不滿的的客戶戶能通通過以以下方方式來來解決決,并使之之滿意意:Dissatisfiedconsumerscanbeturnedintosatisfiedconsumersby:快速反反應(yīng)Respondingquickly盡一切切可能能解決決ApologizingGoingoutofthewaytosolvetheproblem提供某某種形形式的的補(bǔ)償償Offeringsomeformofcompensation快速解解決Resolvingquickly投訴過過的,但問題題得到到解決決的客客戶回回同一一供應(yīng)應(yīng)商再再次購購買的的可能能性比比其他他的要要高6倍.Complainingcustomerswhogetresolutionare6timesmorelikelytobuyagainfromthesamevendor.客戶滿滿意度度CustomerSatisfactionAT&T通過刊刊登整整版免免費(fèi)客客服電電話號號來鼓鼓勵客客戶投投訴AT&Tencouragescustomercomplaintswithfullpagenewspaperadsshowingtollfreetelephonenumbers多米諾諾比薩薩餅成成功地地促使使20%的不不滿滿意意的的客客戶戶投投訴訴Domino’’sPizzasucceededingetting20%ofdissatisfiedcustomerstocomplain在24小時時內(nèi)內(nèi)解解決決80%的問問題題,retains95%Resolves80%ofproblemswithin24hours,andretains95%如果果24小時時不不能能將將問問題題解解決決,(客戶戶)保持持力力降降至至46%Ifresolutiontakeslongerthan24hours,retentiondropsto46%客戶戶滿滿意意度度CustomerSatisfaction抓住住現(xiàn)現(xiàn)有有的的客客戶戶RetainingCurrentCustomerXXXX主要要運(yùn)運(yùn)輸輸公公司司-64,000客戶戶創(chuàng)創(chuàng)造造了了80%的吞吞吐吐量量由于于劣劣質(zhì)質(zhì)服服務(wù)務(wù),每年年丟丟掉掉5%的客客戶戶在每每個個客客戶戶處處丟丟掉掉$40,000的收收入入每戶戶丟丟掉掉10%的貢貢獻(xiàn)獻(xiàn)每年年丟丟掉掉$12,800,000利潤潤貢貢獻(xiàn)獻(xiàn)由劣劣質(zhì)質(zhì)服服務(wù)務(wù)導(dǎo)導(dǎo)致致銷銷售售損損失失的的代代價價CostofLostSalesDuetoPoorServiceFigurepr