客户管理流程战略地图

nullnull客户管理流程战略地图 CUSTOMER MANAGEMENT PROCESSES STRATEGY MAPS 工业时代 Industry Era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。→消费者主导市场 提供个性化的服务 在网络上发 表 关于同志近三年现实表现材料材料类招标技术评分表图表与交易pdf视力表打印pdf用图表说话 pdf 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。nullCustomer Value Proposition SelectionAvailabilityQualityPriceOrganization Capital Figure 4-1 Customer ServiceInternal PerspectiveHuman CapitalInformation CapitalCultureLeadershipAlignmentTeamworkLearning and Growth PerspectiveCustomer PerspectiveFinancial PerspectiveFunctionalityServicePartnershipBrandProduct / Service AttributesRelationshipsImageImprove Cost StructureIncrease Asset UtilizationLong-Term Shareholder ValueExpand Revenue OpportunitiesEnhance Customer ValueProductivity StrategyGrowth StrategyStrategy Maps Kaplan/Norton P.106顾客管理的四个流程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”nullCustomer Value Proposition SelectionAvailabilityQualityPriceFigure 4-2 Customer Management ProcessesUnderstand segments Screen unprofitable customers Target high-value customers Manage the brand Customer SelectionCommunicate value proposition Customize mass marketing Acquire/convert leads Develop dealer networksCustomer AcquisitionPremium customer service “Sole source” partnerships Service excellence Lifetime customersCustomer RetentionCross-selling Solution selling Partnership/ integrated management Customer educationCustomer GrowthInternal PerspectiveCustomer PerspectiveFinancial PerspectiveFunctionalityServicePartnershipBrandProduct / Service AttributesRelationshipsImageImprove Sales ProductivityLong-Term Shareholder ValueExpand Revenue OpportunitiesEnhance Customer ValueProductivity StrategyGrowth StrategyStrategy Maps Kaplan/Norton P.108选择客户 Customer Selection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 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 – Discriminant analysis – separating customers into distinct segments选择目标细分市场 Select targeted 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 accounts 顾客调查：Brand awareness and preferences争取客户 Customer Acquisition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 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保有顾客 Customer Retention Customer apostles(使徒、提倡者）-高度值得信赖且权威的committed customerWal-Mart’s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 领导形象设计圆作业设计ao工艺污水处理厂设计附属工程施工组织设计清扫机器人结构设计 、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null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 Customer Growth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。 casenull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 离婚协议模板下载合伙人协议 下载渠道分销协议免费下载敬业协议下载授课协议下载 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 customers Solution selling 与客户建立伙伴关系nullCustomer Value Proposition Figure 4-3 Case Marine EngineeringSelectionAcquisitionRetentionGrowthInternal PerspectiveCustomer PerspectiveFinancial PerspectiveLower Life-Cycle Product Cost $/bblSeamless Professional ManagementShared Goals and RewardsImage of a Systems IntegratorProduct AttributesRelationshipsImageIncrease Shareholder ValueRevenue from Integrated ProductsImprove ProductivityIncrease customer valueBuild the FranchiseFocus Only on Strategic AccountsEducate Strategic Accounts on Gain-Sharing PartnershipCreate “Sole Source” PartnershipsCreate Integrated Management SystemObjectiveMeasure# strategic accounts # no-bid decisionsProposal success rate% revenue from sole source contractsNew management system availabilitynullCustomer Value Proposition Figure 4-4 Case ： Metro BankSelectionAcquisitionRetentionGrowthInternal PerspectiveCustomer PerspectiveFinancial PerspectiveProvide Tailored Financial SolutionsValue-PricedKnowledgeable SolutionsTrusted AdviserProduct / Service AttributesRelationshipsImageIncrease Shareholder ValueGrow Nonlending IncomeImprove ProductivityIncrease customer valueBuild the FranchiseIdentify, Upgrade, or Exit Unprofitable AccountsGrow and Retain High-value Customers (HVC)Provide Premium Service to Retain HVCsBroaden the Relationship with HVCsObjectiveMeasure% unprofitable customers# HVC leads (campaign response rate) Lead conversion rateHVC request fulfillment time # top 10 customer- identified issues resolvedHours spent with HVCs % HVCs with > 3 productsGrow Lending IncomeSuperior Customer ServicenullCustomer Value Proposition Figure 4-5 Case ： Acme ChemicalsSelection*Acquisition*Retention*Growth*Internal PerspectiveCustomer PerspectiveFinancial PerspectiveCompetitive Product PortfolioNegotiated Value PricingWin-Win PartnershipProduct / Service AttributesRelationshipsIncrease Shareholder ValueRevenue from New Products and CustomersImprove ProductivityIncrease Customer ValueBuild the FranchiseUnderstand Market SegmentsBest-in-Class Franchise / Distribution TeamsExcel at Customer InteractionSeamless Integration with Customers Value ChainObjectiveMeasureMarket share Customer profitabilityDistribution report card Distributor satisfactionCustomer report card# projects involving chemical and pharmaceutical expertiseIncrease Revenue per CustomerLeading-Edge ServicesImprove Sales Productivity与客户构面之连结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CasesCasesnull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null 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 - 各个流程所需的能力Human Capital - 各个流程所需的能力Information CapitalInformation 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Land’s End – 寄不同的目录给不同顾客区块的顾客 1-800-Flower.com – 自动提醒顾客重要日期 Amazon.com – 监测个人购买状况并推荐与顾客购买 书 关于书的成语关于读书的排比句社区图书漂流公约怎么写关于读书的小报汉书pdf 籍类似的书籍，以及同类型顾客购买的书籍nullInformation Capital 组织资本 Organization 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 null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测量指标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 survey Percent of employee objectives linked to BSC customer process and outcome measures nullUnderstand segments Screen unprofitable customers Target high-value customers Manage the brand Customer SelectionCommunicate value proposition Customize mass marketing Acquire/convert leads Develop dealer networksCustomer AcquisitionPremium customer service “Sole source” partnerships Service excellence Lifetime customersCustomer RetentionCross-selling Solution selling Partnership/ integrated management Customer educationCustomer GrowthInternal PerspectiveMarket research Profitability analysis Market communication Customer database Customer analysis E-polling/sampling Profitability analysis Customer-focused culture Personal goal alignment Best-practice sharingTelemarketing Product line knowledge Customer communication Partner management Database marketing Lead management Sales force automation Web site design Customer-focused culture Personal goal alignment Best-practice sharingCall center protocols Product line knowledge Problem resolution Customer feedback Customer interaction center Problem tracking system Order management system Customer-focused culture Personal goal alignment Best-practice sharingConsultative sales skills Customer/industry knowledge Product line knowledge Customer information feedback Portfolio planning models Integrated order management Customer-focused culture Personal goal alignment Best-practice sharingLearning and Growth PerspectiveHuman CapitalInformation CapitalOrganization CapitalFigure 4-6 Learning and Growth Strategies for Customer ManagementSummarySummary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 4-7nullObjectiveMeasuresCreate new sources of revenue Increase revenue per customer Increase customer profitability Improve sales productivityRevenue 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 brandCommunicate value proposition Customize mass marketing Acquire/convert leads Develop dealer networksPremium customer service “Sole source” partnerships Service excellence Lifetime customersCross-selling Solution selling Partnership/integrated management Customer educationContribution by segment % unprofitable customers # strategic accounts Brand awareness/preferenceBrand 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 customerSelectionAcquisitionRetentionGrowthPerspectiveFinancial CustomerIncrease customer satisfaction (with value proposition) Increase customer loyalty Create raving fans% customers highly satisfied Customer retention Depth of relationship % business from customer referralsDevelop strategic competencies Attract and retain top talentHuman capital readiness Key employee turnoverHuman CapitalDevelop strategic CRM portfolio Increase knowledge sharingApplication portfolio readiness # customer KMS hits/employeeInformation CapitalCreate customer-focused culture Create personal goal alignmentCustomer survey Employee objectives linked to BSCOrganization CapitalInternal ProcessLearning And GrowthFigure 4-7 Customer Management Scorecard Template