Más contenido relacionado La actualidad más candente (20) Similar a CRM - Concepts & Considerations 110210 (20) Más de Phillip Smith (10) CRM - Concepts & Considerations 1102101. CRM:
concepts &
considerations
February 2010
content in the context of the audience
1 // COMMERCIAL IN CONFIDENCE // © IDEAGARDEN 2010
www.ideagarden.com.au
2. Customer loyalty is not about how customers
demonstrate their loyalty to us, it is about how
we demonstrate our loyalty to them.
Sir Ian MacLaurin, Former Chairman, Tesco
2 // COMMERCIAL IN CONFIDENCE // © IDEAGARDEN 2010
3. Some misconceptions
• CRM is a marketing database
• CRM is a marketing process
• CRM is an IT issue
• CRM is about loyalty schemes
• CRM can be implemented by any company
3 // COMMERCIAL IN CONFIDENCE // © IDEAGARDEN 2010
4. Definitions:
CRM is the core business strategy that
integrates internal processes and functions, and external
networks, to create and deliver value to
targeted customers at a profit. It is grounded in high-quality
customer data and enabled by IT (Source: Buttle)
4 // COMMERCIAL IN CONFIDENCE // © IDEAGARDEN 2010
7. …from this….
Then….
7 // COMMERCIAL IN CONFIDENCE // © IDEAGARDEN 2010
8. …and now
…to this….
8 // COMMERCIAL IN CONFIDENCE // © IDEAGARDEN 2010
9. Customer management delivers
on businesses 3 core issues:
1. Competitive differentiation
2. Customer intimacy
3. Return on customer investment
9 // COMMERCIAL IN CONFIDENCE // © IDEAGARDEN 2010
10. The purpose of business is create and keep
a customer ... to do that, you have to do
those things that will make people want to
do business with you. All other truths on
this subject are merely derivative.
Peter Drucker
10 // COMMERCIAL IN CONFIDENCE // © IDEAGARDEN 2010
11. CRM is a strategy,
not a tactic.
11 // COMMERCIAL IN CONFIDENCE // © IDEAGARDEN 2010
12. Interestingly, in many cases corporate
customer management strategy involves
removing personalised service to deliver a
more personalised service…..
12 // COMMERCIAL IN CONFIDENCE // © IDEAGARDEN 2010
13. Customer engagement / management
strategies cannot exist in a bubble….
…they co-exist with other business and
marketing strategies
13 // COMMERCIAL IN CONFIDENCE // © IDEAGARDEN 2010
15. We now deal with the
digital consumer –
and they are totally
connected which will
impact management
strategy…..
15 // COMMERCIAL IN CONFIDENCE // © IDEAGARDEN 2010
16. "Technology has given consumers an option to tune businesses out, and tune
each other in….
...on the flip side, technology has given businesses an opportunity to gain
greater customer insights at a lower cost."
Forrester research director Chris Charron
16 // COMMERCIAL IN CONFIDENCE // © IDEAGARDEN 2010
18. You have to understand the DNA of
your customers
18 // COMMERCIAL IN CONFIDENCE // © IDEAGARDEN 2010
19. Participation
rather than presentation
19 // COMMERCIAL IN CONFIDENCE // © IDEAGARDEN 2010
20. From simple beginnings, technology
advancement has led to ways we can
connect with customers outside of the
retail / face to face environment…..
20 // COMMERCIAL IN CONFIDENCE // © IDEAGARDEN 2010
21. … behaviours became more observable
and communities started to form – that
made selling products and services more
focused - perhaps....
21 // COMMERCIAL IN CONFIDENCE // © IDEAGARDEN 2010
22. …but what do we choose?
22 // COMMERCIAL IN CONFIDENCE // © IDEAGARDEN 2010
24. Segmentation:
What brings people together, not
what sets them apart.
24 // COMMERCIAL IN CONFIDENCE // © IDEAGARDEN 2010
25. … channels broadened and things got
closer and opportunities abound....
25 // COMMERCIAL IN CONFIDENCE // © IDEAGARDEN 2010
26. “world” of mouth influences customer
management activities
26 // COMMERCIAL IN CONFIDENCE // © IDEAGARDEN 2010
28. …but is it differentiation?
28 // COMMERCIAL IN CONFIDENCE // © IDEAGARDEN 2010
29. … business became too focused on
acquisition – at any cost....
29 // COMMERCIAL IN CONFIDENCE // © IDEAGARDEN 2010
31. …and one of the most important things missing….
31 // COMMERCIAL IN CONFIDENCE // © IDEAGARDEN 2010
34. People want to be connected
34 // COMMERCIAL IN CONFIDENCE // © IDEAGARDEN 2010
36. What defines a good CRM strategy?
• You need to identify and define what makes your customers successful
• Create a customer based culture within your organization
• Track any and all correspondence with the customer and prospects
• Develop and clearly define strategy for dealing with customer complaints
• Define and adopt measurements that accurately determine customer
response to a product or service.
36 // COMMERCIAL IN CONFIDENCE // © IDEAGARDEN 2010
37. Foundations of a CRM Strategy
• Determine the business goals that can be supported/delivered by CRM
activities.
• Increasing the profit from each customer
• Increasing the acceptance of new products by the customer base
• Increasing customer satisfaction
• Improving response rates to campaigns
• Decreasing costs in campaign development and time to market
• Decrease number of employees and time to develop marketing activities
• Improve the percentage of customer migrating through the value chain
37 // COMMERCIAL IN CONFIDENCE // © IDEAGARDEN 2010
38. CRM Strategy considerations
• Rewards and recognition • Loyalty programs
• Transactions to relationships • Personalisation
• Profit as segmentation • Customisation
• CRM as a brand builder • Cross- selling
• Achieving customer intimacy • Up-selling
• Online customer management • Migration downward
• Service levels – “tiering”
38 // COMMERCIAL IN CONFIDENCE // © IDEAGARDEN 2010
39. Defining success metrics
• Depending upon the industry and category of the business, there are a range
of metrics that should be considered to assist determine the success of CRM
activities.
• These can include:
• Customer profit contribution, cost per acquisition, cost to serve
• Product penetration
• Life time value @ customer level
• Value creation
• Referral and recommendations
• Segment profit contribution
39 // COMMERCIAL IN CONFIDENCE // © IDEAGARDEN 2010
40. How can a strategic customer management
focus become part of your DNA?
40 // COMMERCIAL IN CONFIDENCE // © IDEAGARDEN 2010
42. What’s your
Organisations
definition of CRM?
42 // COMMERCIAL IN CONFIDENCE // © IDEAGARDEN 2010
44. What customer need
are you meeting?
44 // COMMERCIAL IN CONFIDENCE // © IDEAGARDEN 2010
45. What’s the strategy to
build & leverage
customer data?
45 // COMMERCIAL IN CONFIDENCE // © IDEAGARDEN 2010
46. How will you engage,
encourage & reward
participation?
46 // COMMERCIAL IN CONFIDENCE // © IDEAGARDEN 2010
47. And finally – take time to look at the
program from a customers perspective
47 // COMMERCIAL IN CONFIDENCE // © IDEAGARDEN 2010
48. Thanks
email: phil@ideagarden.com.au
Twitter: twitter.com/phillipsmith
LinkedIn: www.linkedin.com/philsprofile
content in the context of the audience
48 // COMMERCIAL IN CONFIDENCE // © IDEAGARDEN 2010
www.ideagarden.com.au