ch7 ching

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Transforming external relationships with customers

PA ET RHC 7

報告者 : 964201055 黃元奎

964201059 賴靜文

指導老師：

蔡文賢老師

陳炫碩老師

許秉瑜老師

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PA ET RHC 7

The importance of customersThe concept of a demand chainIT-enabled demand chainsElectronic cataloguesCustomer self-service systemsChannel management

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PA ET RHC 7Business intelligence, data warehousing and

data miningCustomer relationship managementThinking strategicallyCase study

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The importance of customers

Sam Walton (CEO of Wal-Mart) There is only one boss. The customer. And

he can fire everybody in the company…

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消費者的改變

充分的產品資訊與知識

產品的轉換成本低

價值敏感度高

偏好改變更快

要求快速回應

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供給與需求的改變缺乏的不是產品，而是顧客汽車廠每年可生產７５００萬輛

　＞市場所需的４５００萬輛 EC 上成千上萬找不到消費者的商店上百個找不到觀眾的有線電視頻道

如何吸引消費者的注意力

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企業內不同的顧客對企業價值的貢獻差異很大 80-20 法則 Shereden 的 80-20-30 原則

80%

20% 80%

企業價值顧客

20%

30%

50%

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企業內不同的顧客對企業價值的貢獻差異很大信用卡２０年老顧客的流失率為第１年顧客的五分之一信用卡新顧客第１年大部份平均皆為虧本生意銀行新顧客占總資產的３０％，但占壞帳損失的７０％

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顧客區隔（ Customer Segmentation ）

Costs

Benefits

Potentialcustomer

Formercustomercustomer

Loyalcustomer

不要把重點放在只有貢獻一元的１００萬個顧客身上而要把重點放在能夠貢獻１００萬的那一個顧客身上

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顧客區隔（ Customer Segmentation ）

10

50

0

-50

-100

-150

-200

0

1 2 3 4 5 6

Year

Profit/custom

er

信用卡公司平均每位顧客帶來的利益

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The importance of customers 顧客區隔（ Customer Segmentation ）

信用卡公司平均每位顧客帶來的利益累計趨勢

Year

Profit/

customer

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忠誠顧客的重要性與貢獻獲取一位新顧客的成本為維繫一位老顧客的５～１０倍

為什麼保留顧客的忠誠度可以為組織帶來更多的利益？帶來新的顧客會購買更多的產品和服務較不具價格敏感度較少的管理成本

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忠誠顧客的重要性與貢獻顧客的取得成本

信用卡 DM 回應率為２％～３％吸引１０００位新顧客發行３～５萬份 DM 新顧客信用評估、發卡每人的取得成本為５０００美元

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忠誠顧客的重要性與貢獻基本利潤

顧客支付的產品服務價格大於公司的成本部分

老顧客的存續時間長、買得多

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忠誠顧客的重要性與貢獻顧客平均營收成長率

交叉銷售 (Cross Sell) ：吸引老顧客來採購公司其他的產品

進階銷售 (Up Sell) ：向顧客促銷本公司更新、更好、更貴的同類產品

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忠誠顧客的重要性與貢獻營運成本

顧客的開發本與保留成本

財務規劃師對新顧客所耗費的時間老客戶的５倍電腦軟體公司客服中心 (Call Center) 的７０％的電話皆

來自新顧客

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忠誠顧客的重要性與貢獻口碑推薦

一個滿意的顧客平均會向 5 位朋友推薦

企業訓練出來的業務員

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忠誠顧客的重要性與貢獻溢價優勢

老顧客價格敏感度較低

新顧客易受其他品牌降價的影響

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顧客滿意度 (Customer Satisfaction)

沒有顧客滿意度，則不可能有顧客關係、顧客忠誠度、顧客獲利率

不滿意的客人，很難會再光顧一次

不滿意的顧客，９０％是不會再回來消費的

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The concept of a demand chain 需求驅動的供應鏈

　推式模型（建立庫存後銷售）預測或產品需求的最佳猜測

產品是被「推向」顧客

拉式模型（需求驅動模型或接單後生產）

實際顧客的下單或購買成為驅動供應鏈的事件

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The concept of a demand chain 需求驅動的供應鏈

Manufacturer

Supplier

Distributor

Retailer

Consumer

Supply chain perspective

Product/service flows

Customer demand flows

Demand chainperspective

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IT-enabled demand chains 供應鏈管理及高效率的顧客回應系統

數位化公司供應商零售商

消費者

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Wal-Mart 因為低價位及良好的上架、補貨系統成為美國零售業的領導廠商

顧客購買貨品

記錄每一項售出商品的條碼訂單彙整訂單資料供應商

結帳

自動銷售終端機威名百貨總部的中央電腦

各零售店

銷售與存貨資料

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零售產業的營運成本平均占銷售的 20.7%

Sears 則將銷售所得的 24.9% 來支付各項費用威名百貨僅用收入的 16.6% 來支付費用

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Electronic catalogues Baxter International 公司的零庫存及訂單系統

提供了美國醫院所需的藥品將近三分之二的品項利用院內的桌上型電腦，透過專屬的軟體或是網站的方式，連結至 Baxter 公司的電子目錄

自動產生送貨單、帳單、發票及存貨資訊，提供顧客預期送貨的日期

Baxter在美國設立超過８０個配送中心不再是把一箱箱的藥品送到收貨區然後入庫直接送到醫院的走廊 Baxter就像是醫院的倉庫 -- 醫院可以做到「零庫存」

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Customer self-service systems 企業在傳統上，人員只在交易與有維修服務需求的時候與客

戶互動 IT 的支援，與顧客「雙向互動」 Amazon

在網站上搜尋特定的書本看書本的摘要和目錄還有價格在線上下訂單和付款對已訂購的書本做追蹤查詢利用客戶的購買資訊，對客戶做進一步的產品推薦和建議做附加的購買

做進階和交叉銷售

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Customer self-service systems 使用網站和電子郵件來回答顧客的問題網頁上的顧客自我服務應用程式可以為公司大量節省成本航空公司已經建立可以讓顧客查詢航班的到達和起飛時間、座位表與機場後勤支援，檢查飛行里程和線上買票等資訊的網站

UPS 的顧客利用網站來追蹤貨運、計算貨運成本、決定運送時間及安排包裏提領（ FedEx．．．）

整合網路和客服中心 -- 以電話或其他方式回應客戶服務問題 ,ex:按就講

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Customer self-service systems

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Channel management 去中間化 (disintermediation) 的問題

因為 Internet 的科技，使得製造商採取直接銷售的 EC通路(Direct Sell) 而去除了傳統中間商 (包括仲介商、代理商、批發商、零售商 ) 的現象。

製造商批發商零售商顧客

直接銷售取代通路商 $35

$30 $40 $50

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Channel management 反對去中間化的理由

消費者需求觀點：一站購足 (One Stop Shopping)

交易成本的觀點：中間商可替顧客先行篩選品質、聲譽好的產品、負責賠償損失來保障消費者的權益、降低消費者風險並提供實體的運送安裝與維修的方便服務等

製造商的意願觀點：製造商有其重要的核心能力需要其去專注發展

通路衝突的觀點：傷害到原來穩定獲利的通路模式與夥伴

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Channel management 再中間化問題

e化時代資訊仲介商 (Infomediary) 的出現例如： e化的人力仲介

傳統的中間商受到 e化仲介商的打擊，而產生被去中間化的現象

傳統的中間商由於掌控長期累積、不容易模仿的重要互補資產

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Channel management 虛實合一的各種通路策略

Nicolemiller.com 服飾店：在網路上提供各種高級服飾的資訊，但消費者只能在店面試穿與採購。

Home Depot家用工具的消費者可在線上進行所有的活動，包括配送到家；也可隨意地互換虛實通路，例如在線上訂購但到店面取貨。

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Channel management 通路衝突的問題

打擊到原有的實體通路或合作的通路商激起通路商的抵制與反擊 Levi’s牛仔褲公司 --面對通路衝突大通路商 J.C. Peny 的強大抵制

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Channel management 面對通路衝突的問題

依顧客區隔來劃分通路： PC 廠商以大型企業及中型企業為EC 的直營客戶，而仍保留通路商來服務個人工作室、家庭、辦公室與一般消費者

依產品劃分通路：量身訂製、高級、獨特的服飾，由實體商店專人服務，而屬一般的標準型服飾則可放置於 EC 上大量銷售

新品牌：寶鹼 (P&G)在線上以 Reflect.com 的品牌販售高級量身訂製的化妝品，而與原有傳統的清潔用品有所區別

重新定義通路商的角色：英國汽車業的 Vauxhall 公司由製造商直接線上接訂單，而通路商則轉型扮演展示、測試、裝配、維修產品的角色

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Channel management 面對通路衝突的問題

訂單轉給通路商： Levi’s 與 Maytag( 美泰家電 ) 在 EC 上只進行促銷活動，而採購仍轉給通路商

放棄：線上不銷售原有通路商的產品，而轉為發展其他新產品或服務。

企業也應有下列的思考你不淘汰沒效率的自己，則換別人來淘汰你線上所吸引到的顧客常不同於原有的通路：例如《紐約時

報》

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Channel management 通路管理系統 (Channel management systems)

通路計畫管理 (Channel Planning Management)

記錄與儲存所有合作通路夥伴詳細的 Profile

控制廠商案源 (Lead ，亦即有潛力、有興趣的顧客 ) 的指派系統並可過濾出最適合的合作夥伴透過線上學習的方式來訓練教育通路夥伴

案源 ( 潛在顧客 ) 管理 (Lead Management)

發現一個潛在的顧客或購買機會時，將案源傳遞至每個處理流程中最適當的負責人

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Channel management 通路管理系統 (Channel management systems)

銷售生產力工具 (Sales Productivity Tools)

強化通路商各項行銷、銷售、服務的知識與資訊協助其完成更多的銷售數量，與提供更好、更專業的服務即時回應顧客的問題透過通路夥伴，蒐集各個市場的意見與資訊

需求預測 (Forecasting)

需求預測的可靠度便極度依賴通路夥伴對市場需求資訊的收集與處理

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Case study The General Insurance Company of Australia(GICA):

A CRM story

澳洲最大的房屋和汽車保險商銷售團隊遍佈於澳洲的各個城市，市中心和鄉村每年有１億兩千萬的營業收入和兩千伍佰萬的利潤

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A CRM story

收益一年下跌１％到２％愈來愈多的大型的保險公司形成激烈的競爭 IT 的創新和改變，是 GICA 所缺乏的缺乏顧客服務的創新

成立 CRM團隊

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A CRM story

The CVI ‘Customer 1’ implementation

顧客關係管理和自動化行銷的一套系統行銷活動管理系統 -- 推銷部門的直銷部份為主銷售資訊系統 -- 銷售部門的行動計算

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Case study The General Insurance Company of Australia(GICA): A CRM story

The CVI ‘Customer 1’ implementation 行銷活動管理系統 --幫助管理銷售活動

自動回覆 e-mail 直銷決策和活動進行評價

銷售資訊系統 --遠距離的完成銷售業務裝配小型行動計算裝置上傳下載適當的銷售和顧客資訊　

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The CVI ‘Customer 1’ implementation 銷售人員產生抗拒系統難以學習和使用難於配合他們已建立的銷售程序銷售收入增加 5%

一年之後銷售沒有增加銷售員要求停止這個系統

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A CRM story

The review of the CRM initiative – view 1

成本的增加，沒有較好的銷售收入為前期必然現象行銷活動教學，改變銷售活動管理程序企業流程創新新的訓練和推動講習新的獎勵機制

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A CRM story

The review of the CRM initiative – view 2-1

整個 CRM 的方法是錯的 CRM 是關於顧客的，不是 IT

產品和服務的顧客價值改進公司的價值 GICA 需要更顧客導向

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A CRM story

The review of the CRM initiative – view 2-2

一個汽車保險顧客

　　家庭保險和健康保險顧客

交叉銷售資料倉儲去除公司的產品導向企業流程

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The review of the CRM initiative – view 3 我們是否真的需要這麼做同意要更著重顧客後勤部門的 IT 獲得利益，讓銷售流程更有效率交叉銷售著重顧客面的訓練課程為何要毀壞這些被證明為成功的產品作業結構

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A CRM story

The review of the CRM initiative – Wayne Bennett

會議裡沒有有效的方法來建立 CRM

尋求顧問諮詢公司

對於建立 CRM ，你會怎麼建議Wayne Bennett ？

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Case study What would be your advice to Wayne Bennett

regarding the CRM initiative?

保險靠公司形象、聲譽及顧客的信任才能永續經營對客戶誠信與責任的承諾

保險與顧客互動的主要原動力是人為因素 -- CRM系統盡量以業務人員、互動式ｅ化及ＩＴ來執行

要求高階主管參與ＣＲＭ的討論並獲得支持

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加強 Data Mining做顧客區隔，分析配對產品服務。有潛力顧客收入豐厚保障很低的客戶經濟狀況良好收入高且穩定者目標客戶的專案商品行銷

業務人員的教育訓練須加強業務人員的落實程度不足保險業的業務頃向投資型保單的經營

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流失的保戶資料管控行銷活動要和顧客的需要連接起來讓全體員工對 CRM達成共識，迅速導入企業焦點從產品轉至顧客身上整合各介面訊息到同一個資料庫，整合各事業體的客戶訊息，交叉運用與結合。

隨時改善顧客抱怨的處理系統

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南山人壽電話客服中心，為不使消費者花費過多時間於電話的層層轉接，結合全省保戶服務、保單行政、收費管理、保戶申訴等部門及業務人員，籍由先進的客戶關係管理電腦系統資訊整合及追蹤，由客服中心（ Call center ）照會全省的服務品質，期盼一通電話即能滿足消費者的需求。

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電話客服中心 (Call Center) 掌握客戶來電資料增設電話行銷充份利用客戶基礎的資料庫處理客戶服務潛在客戶的發掘加快服務速度 -- 電腦電話整合系統 (CTI) 網上客服人員 -- 呼叫線上客服專員語音系統 -- 隨時按０、查詢率最高

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電話客服中心 (Call Center) 為業務人員代勞很多客戶服務電話建立完備的客戶資料庫 Data warehouse

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電話客服中心 (Call Center) 從網路上買了南山人壽的保險－－立刻建立資料庫打電話到南山人壽客服中心－－了解基金理財的內容用傳真要保書－－為子女購買壽險 e-mail通知增加先前購買的保額

最後都透過南山人壽 Call center 的電腦來做整合對客戶作出一致的行動方案

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客戶王小姐出國回來赫然發現她信箱中有南山人壽寄來保費逾期未繳催告單，才記起出國前忘了繳保費，以為保險停效了，焦急的王小姐心裡嘀咕著怎麼保險業務人員沒提醒她，很生氣打電話到南山電話客服中心 (Call Center)查詢。

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運用 CRM系統快速化解誤會依其個人基本資料快速在電腦系統中查出記錄業務人員簡經理聯絡王小姐多次年繳自行劃撥件建議適合的繳費管道

即時聯絡業務人員與追蹤去電簡經理，請簡經理即刻為王小姐服務追蹤處理狀況

進行再次行銷 -- 通知原業務人員到王小姐家中辦理加保

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PRM Case Study Partner Relationship

Management

Yamaha Marketing Management Information System (YMMIS)

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YMMIS Manages the relationship between YAMAHA

and it’s downstream member Assist retailers to build up the CRM system

with terminal customer Consist of 3 B2B system and 1 B2C system

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YMMIS cont’ B2B

eSale Manages orders, sales, and inventory

eService Manages market claim and quality

SPONS (Spare Parts Online System) Platform that helps to exchange parts with retailer and

real-time part selling monitor B2C

eMotorShop Record transactions of customer, increase custom

satisfaction

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CRM definition Abbreviation of “Custom Relationship

Management” CRM is a combination of business process and

technology that seeks to understand a company’s customers from the perspective of who they are, what they do, and what they like.

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Significance of CRM

CRM represents substantial investment, and care needs to be taken that organizations achieve reasonable returns on these investments and feel that adequate business value is being delivered.

CRM represents a movement away from a production-centric to a customer-centric organization

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Perspectives and tenets of CRM Concern developing individualized and personalized

relationships with each customer Gain experience and information through this

relationship and thereby to improve on the goods and services

CRM is not all about technology. Strategy, organization orientation, and customer service delivery are all essential ingredients in CRM

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Perspectives and tenets of CRM Previously, providing outstanding customer

service based on personal contact can prove to be very expensive and is resource intensive

The support of the application of sophisticated IT and the Internet enables interactions with customers to be conducted more cheaply and easily

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Perspectives and tenets of CRM CRM does not imply that an organization should

attempt to meet the needs and demands of all customers nor that all customers are equally valuable

Find the most valuable 20% customers Good CRM initiatives might also recognize that an

unprofitable customer might be an extremely profitable customer at a competitor organization

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Perspectives and tenets of CRM Five major tenets:

Customers must be regarded as assets Customers will exhibit their differences Not all customers are equally desirable Organization can tailor their product and service

portfolio to customers according to contribution from customer

IT and Internet-based technologies are both enablers and facilitators

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Shifts in marketing activity The emphasis in marketing activity shifts from

the acquisition of new customers towards the retention of customers and building their loyalty over time

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Role of IT in CRM

Interactivity

Databasetechnologies

Masscustomizationtechnologies

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Database technology Data Warehouse OLAP (Online Analytical Processing) Data Mining

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Data Warehouse Data warehouse is a historical database that

was extracted, cleaned, aggregated from specific themes.

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Data Warehouse (cont’) Integrated

Collect and formulate data from different source Subject-Oriented Historical Data

Period, not all Read-Only data

Store valuable data and append new data periodically

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OLAP Online Analytical Processing Provides multidimensional, summarized views

of business data and is used for reporting, analysis, modeling.

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Data Mining An analytic process designed to explore data (usually

large amounts of data - typically business or market related).

Ultimate goal of data mining – prediction Three stages of data mining:

Initial exploration Model building or pattern identification Deployment (i.e., the application of the model to new

data in order to generate predictions).

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Interactivity IT and Internet offers opportunities for

interaction with the customer and for records to be kept of this interaction

Track the session of each connection Time spent on each web page Browsing behavior Number of click-through from trading partners

and associates, what customers are doing and viewing on the website

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Mass Customization Technologies

Personal portal Individualize products and services that offered to

each and every customer Every new connection to the Internet from an

organization’s perspective creates a potential relationship

Organization can also learn from it’s customer Way to customize products for user and design

new products

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Learn about customers

•Data analysis•Information and knowledge acquisition•Customer differentiation

Customization

•Products / services•Communications•Channels Prices

interactions

interactions

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Amazon

Entrance of personal portal

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Related Trainings

Related Products

Related Tags

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iGoogle

GadgetsDictionary and Translator

Customized news

Weather Report

Google Services (Mail, Map and Calendar)

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Benefits and challenges in CRM Customer’s perspective

Customer self-service system Personalize and customize products and services

Organization’s perspective Increase customer loyalty and retention rates Identification and retention of profitable customers Recognize and adapt the changing requirements and

preferences Cost reduction

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Does CRM apply in all organization?

Cu

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Airlines Hi-tech firms

Petrol stations Bookshop

Highly differentiatedUniform

Uniform

Highly differentiated

Customer need

Suited

SuitedSuited

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Critical success factors in CRM Having an appropriate business and customer

strategy in place before deciding on CRM Understand the goal of organization Throwing technology at a problem does not

necessarily solve anything Change management

Organization structure, system, business process, skill, training, job description, performance, measurement, reward mechanisms are changed after adopting customer-centric strategy

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Thinking Strategically

People of IT: Which provides the best service to bank

customers?

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Thinking Strategically Cast introduction:

Davenport Marketing manager of the Bank of Australia

Dean CEO for the bank of Australia

Kerensky Partner of ValuData

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Thinking Strategically Profits of the Bank of Australia had plateaued in

the last five years. Dean request Davenport to investigate the

possibilities and value of the database marketing approaches of some other rival banks.

Davenport investigate the event-based marketing approach of ValuData, a data warehousing vendor and consulting company

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Massively Parallel Processing (MPP), an event-based Data Warehouse product of ValuData which can store and examine every banking transaction every day, every minute, even every second

MPP can focus on special events such as the deposit of large and significant amount of money from a customer

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Thinking Strategically Davenport was not impressed in MPP. Because ‘All we need, is to know our wealthy

customers – those who really contribute to revenue and the bottom line and then focus on them – offering them good, indeed premium service – that’s the key!’, Davenport said

Classify customers into gold, silver and bronze levels

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Kerensky doesn’t agree on Davenport’s approach.

Kerensky’s suspect:

Gold

Gold

Silver

Bronze

Silver

Bronze

Bank of Australia Rival Bank

Shared Customers

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Thinking Strategically Benefits of MPP:

Watching transactions from apparent silver or bronze customer

If a transaction contains huge amount of money, MPP will notice this unusual event and report to the manager

Running about 400 campaigns a night instead of several a week

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Thinking Strategically Davenport’s suspect:

The MPP would drive our bank managers and call center personnel’s tasks and activities from this data warehouse

IT director – Sharma’s suspect: This would be a large IT investment, how can we

make sure it will be effective?

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Thinking Strategically Question 1:

Consider whether such an approach is a CRM approach. Could it be part of a CRM approach?

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Thinking Strategically Yes, it could be part of CRM approach. In

addition, there should be some extra services correspond to this MPP application.

We should find out why our bronze level customer appears golden level customer of other rival banks.

Find out the reason of why these customers contribute huge amount of profit in other banks than out bank

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Thinking Strategically Question 2:

Would you recommend that Dean should proceed with this investment? Why or why not?

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Thinking Strategically Yes, if the MPP system can find out the

potential customers and help decision making. Dean should proceed with this investment to break through the plateau situation.

But this decision requires lots of IT investment. Can we reference experience of other user that uses MPP successfully?

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PA ET RHC 7

Thank you for your attention!