客户价值管理模式-英文.PPT

JanetLeBlancDirector,CanadaPost,PricePerformanceProfile,ValueMap,ValueScorecard,Head-to-HeadComparisons(Average),IdentifyValueDrivers,MeasureValueCreationAfterTransaction,BusinessProcessImprovement,ConductBaselineStudy,On-goingTransactionalSurveys,DevelopActionPlans,MeasureMarketPerception,On-goingMarketSurveys,TheValuePropositionDeploymentProcess,Define/RefineValueProposition,BuildCommitmentToValueProposition,Process&OrganizationGapAnalysis,ChangesToDeliverValueProposition,InternalTracking&Measurement,TrackingMarketImpact,Plan/Do/Check/Act,Plan/Do/Check/Act,CustomerValueYieldsBigDividends,DoubledprofitsinasingleyearMovedfrombeingamarket“nicher”tothemarketleader,WirelessTelecomCompany,HeavyEquipmentDealership,UndergroundMiningEquipmentManufacturer/Distributor,InternationalHealthandLeisureFirm,50%reductionincustomerchurnImprovedequipmentdeliverytimefrom10daysto2daysTotalestimatedbottomlinecontribution=$4.5M,Doubledsalesrevenuefrom$250Mto$500M+Tripledmarketshareinastrategicallyimportantmarket:4%-12%Increasedemployeesfrom600to1000+Achievedrecordprofitabilitylastyear,Reclaimedmorethan$8mminlostsales30%improvementinon-timedeliveriesImprovedmarginsonequipmentrepairsfrom11%to28%,Source:AdaptedfromCustomerSatisfactioninPracticebytheAmericanProductivity&QualityCenter,1998,MODELINGEMPLOYEEVALUE,TheRightWorkforce”,PositiveTurnover,Acquisition,Retention,EmployeeValue,RelativeCompensation,RelativeJobQuality,BaseSalary,WorkLifeBalance,BrandEquity,ManagerQuality,Benefits,Bonus,PayEquity,The“Value”ofCustomerValue,StrengthenvaluepropositionsvalueisthebasisforcustomerdecisionsIdentifyresponseswiththegreatestimpactoncustomersfuturepurchasebehaviourHoneinonwinningclientstrategiesDisciplineandfocusacrossallfunctionsDramaticimpactsandperformancegains,Thekeytoattracting,satisfying,andretainingcustomers.,November,2003,