客户管理流程战略地图.ppt

Click to edit Master text styles,Second level,Third level,Click to edit Master title style,www.CMA-China.org,中国管理会计网,CMA-China管理会计,Slide,1-,*,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,Supply,Production,Distribution,Risk Management,Operational Management,Processes,Selection,Acquisition,Retention,Growth,Customer Management,Processes,Opportunity ID,R&D Portfolio,Design/Develop,Launch,Innovation,Processes,Environment,Safety and Health,Employment,Community,Regulatory and Social,Processes,Internal,Perspective,Human Capital,Information Capital,Culture,Leadership,Alignment,Teamwork,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,Productivity 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 Customer Management Processes,Understandsegments,Screen unprofitablecustomers,Target high-valuecustomers,Manage the brand,Customer Selection,Communicate valueproposition,Customize massmarketing,Acquire/convertleads,Develop dealernetworks,Customer Acquisition,Premium customerservice,“Sole source”partnerships,Service excellence,Lifetime customers,Customer Retention,Cross-selling,Solution selling,Partnership/integratedmanagement,Customereducation,Customer Growth,Internal,Perspective,Customer,Perspective,Financial,Perspective,Functionality,Service,Partnership,Brand,Product/Service Attributes,Relationships,Image,Improve Sales,Productivity,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,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 analysis 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 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,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,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,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,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,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-CycleProduct Cost$/bbl,SeamlessProfessionalManagement,Shared Goals and Rewards,Image of aSystems Integrator,Product Attributes,Relationships,Image,Increase Shareholder,Value,Revenue fromIntegrated Products,Improve Productivity,Increase customer value,Build the Franchise,Focus Only onStrategicAccounts,EducateStrategic Accountson Gain-SharingPartnership,Create“Sole Source”,Partnerships,Create IntegratedManagementSystem,Objective,Measure,#strategic accounts,#no-bid decisions,Proposal successrate,%revenue fromsole sourcecontracts,New managementsystem availability,Customer Value Proposition,Figure 4-4 Case,：,Metro Bank,Selection,Acquisition,Retention,Growth,Internal,Perspective,Customer,Perspective,Financial,Perspective,Provide TailoredFinancial Solutions,Value-Priced,KnowledgeableSolutions,Trusted Adviser,Product/Service Attributes,Relationships,Image,Increase Shareholder,Value,Grow NonlendingIncome,Improve Productivity,Increase customer value,Build the Franchise,Identify,Upgrade,or ExitUnprofitableAccounts,Grow and RetainHigh-valueCustomers(HVC),ProvidePremium Serviceto Retain HVCs,Broaden theRelationship withHVCs,Objective,Measure,%unprofitablecustomers,#HVC leads(campaignresponse rate),Lead conversionrate,HVC requestfulfillment time,#top 10 customer-identified issuesresolved,Hours spent with,HVCs,%,HVCs,with 3products,Grow LendingIncome,SuperiorCustomer Service,Customer Value Proposition,Figure 4-5 Case,：,Acme Chemicals,Selection,*,Acquisition,*,Retention,*,Growth,*,Internal,Perspective,Customer,Perspective,Financial,Perspective,CompetitiveProduct Portfolio,Negotiated ValuePricing,Win-WinPartnership,Product/Service Attributes,Relationships,Increase Shareholder,Value,Revenue from NewProducts and Customers,Improve Productivity,Increase Customer Value,Build the Franchise,UnderstandMarketSegments,Best-in-ClassFranchise/DistributionTeams,Excel atCustomer,Interaction,SeamlessIntegration withCustomersValue Chain,Objective,Measure,Market share,Customerprofitability,Distribution reportcard,Distributorsatisfaction,Customer reportcard,#projects involvingchemical andpharmaceuticalexpertise,Increase Revenueper Customer,Leading-EdgeServices,Improve SalesProductivity,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,Selection,Acquisition,Retention,Growth,Marine Engineer,目标客户,：想要和供应者建立伙伴关系而非单纯价格取向,形象：超級系統整合者,提供各个专案及服务整合性管理流程,Metro Bank,目标客户,：,HVCs,形象：值得信賴的财务顾问,提供需要专业顾问的客户个人化的财务解答,优质,的客户服务,客户,使用更多的服务,Acme Chemicals,市场,成熟潜力客户极少,目标客户：扩展來自既有客户之利益,价格,可以协商但是仍然具有竞争性,客户对,leading-edge服务,之需求,建立双赢关系,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,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-,各个流程所需的能力,流程,能力,Customer selection,市,场,分析,Customer acquisition,沟通,、,谈判,技巧,了解,客户环境,、需求、提出,价值主张,Customer retention,服,务品质,管理、,货物配送,管理,沟通,、快速解決,客户问题,Customer growth,客户关系关系,了解,客户,的,组织,、,行业,、特殊工作，提供,优秀,的,咨询顾问,、,解决客户问题,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,流程,能力,Customer selection,Cluster analysis,人口,学,特性、喜好,Customer acquisition,资料库行销,database marketing,、,电子行销,telemarketing,Customer retention,CRM,Customer service centers,Customer growth,网际网络,提,升,教育、合作,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,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,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,Understandsegments,Screen unprofitablecustomers,Target high-valuecustomers,Manage the brand,Customer Selection,Communicate valueproposition,Customize massmarketing,Acquire/convertleads,Develop dealernetworks,Customer Acquisition,Premium customerservice,“Sole source”partnerships,Service excellence,Lifetime customers,Customer Retention,Cross-selling,Solution selling,Partnership/integratedmanagement,Customereducation,Customer Growth,Internal,Perspective,Market research,Profitability analysis,Market communication,Customer database,Customer analysis,E-polling/sampling,Profitability analysis,Customer-focusedculture,Personal goalalignment,Best-practice sharing,Telemarketing,Product line knowledge,Customer communication,Partner management,Database marketing,Lead management,Sales force automation,Web site design,Customer-focusedculture,Personal goalalignment,Best-practice sharing,Call center protocols,Product lineknowledge,Problem resolution,Customer feedback,Customer interactioncenter,Problem trackingsystem,Order managementsystem,Customer-focusedculture,Personal goalalignment,Best-practice sharing,Consultative salesskills,Customer/industryknowledge,Product lineknowledge,Customer informationfeedback,Portfolio planningmodels,Integrated ordermanagement,Customer-focusedculture,Personal goalalignment,Best-practice sharing,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 profitability,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/convert 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/preference,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 customer,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 competencies,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,