管理咨询059麦肯锡-crm研究报告课件.ppt

1、SA-SU0050-030611-A4重要资料敬请保密看后删除SA-SU0050-030611-A41SEGMENT MANAGEMENT TREND-1e.g.those that leave or reduce relationship because actively dissatisfied,often by a specific eventinertial migrators SA-SU0050-030611-A42ESSENTIAL TO UNDERSTAND ISSUE DRIVERS AND COST OF FIXINGSources of dissatisfactionUnd

2、erstand what drives dissatisfactionUnderstand cost of fixingUse key breakpoints not to overspend Structural driversProblem resolutionDissatisfaction opportunityHigh%Low%CoverageService levelFriendly staffConsistency of serviceQuick resolutionSource:McKinsey proprietary researchSA-SU0050-030611-A43de

3、liberative migrators e.g.,frequently re-evaluate decisions,reaffirm/switch to chosen brand based on merits;rational decision-makerSEGMENT MANAGEMENT TREND-2SA-SU0050-030611-A44SEGMENT IS MORE COMPLEX,DUE TO DELIBERATION ON SEVERAL DIMENSIONSProduct and performance attributesValueQualityFunctional be

4、nefitsRelationship benefitsValue based on personalized serviceStrong emotional relevanceInformation sharing that creates value exchangeDifferentiated loyalty rewardsProcess benefitsEase of access to product informationBroad product selectionSimplified/assisted decision makingConvenient transactionsA

5、utomatic product replenishmentSA-SU0050-030611-A45SEGMENTING CUSTOMERS WITH DISTINCT BENEFIT PREFERENCESSegment characteristics Percentage of populationProcess and relationshipFunction and processFunction and relationshipFunction onlyConsider brand relationship important and have high expectations f

6、or the standard of customer serviceWant product features and efficient,effective customer serviceWant good value and the chance to earn rewards for loyaltyWant combination of quality and value263341n/a3382237Credit cardsInsuranceSA-SU0050-030611-A46IMPLICATIONS FOR BUILDING LOYALTY AMONG THOSE CHOOS

7、ING TO GO OR STAYUnderstand drivers of deliberationCreate/package the right set of benefitsAddress underlying basic issues(e.g.,price,product)Build tailored offerings(e.g.,CRM,frontline sales execution)Change points of deliberation(e.g.,recognition/rewards programs,offer/service changes)Communicate

8、the benefitTypically see impact of 20-30%on migrationSA-SU0050-030611-A47Key LeversKEY TRENDS OF SUCCESSFUL CRMRely on existing assetsPilot capabilities incrementallyBifocal build approachHow they use CRM to drive valueFind practical ways to differentiate their core value propositionLeverage consume

9、r attitudinal profiles to manage customer relationship and value migrationBuild CRM by incrementally delivering targeted offers that drive results and test capabilitiesSA-SU0050-030611-A48FAVOR A BIFOCAL IMPLEMENTATION APPROACHDefine long-term objectives and implementation roadmapCreate a solid busi

10、ness model to back up envisioned CRM schemeDefine an end-game architecture to support desired modelDefine implementation road map with clear prioritiesLaunch incremental,quick-win actionsLaunch contained CRM projects with focused reach and implement dozens of pilots to learn from modelsRationalize a

11、nd unify customer databases accordinglyMeasure results of recent implementationsEducate staff about CRM conceptsSA-SU0050-030611-A49CRM INITIATIVES LAUNCHED EARLY ON BY RELYING ON EXISTING ASSETSCross-sell insurance to credit card holdersIncrease credit limits of high-usage customers(up-sell)Reduce

12、interest rates or fees for customers with high probability of churnEliminate annual fees for very profitable customersOffer liquidation products to customers with a low willingness to payExample initiativesSelective use of existing information is key to implementing CRM initiativesExternal data sour

13、cesInternal data sourcesAccount applicationsProduct and client databasesCredit bureau informationThird-party contact listsSource:Team analysisSA-SU0050-030611-A410ASSESS CRM ASSET REQUIREMENTS FOR EACH INITIATIVEExample initiativeRequired processEnabling CRM assetsCurrentlyavailableCross-sell insura

14、nce to credit card holdersSelect random sample of credit card holdersHypothesis about who is most likely to need insuranceSelect portion of sample most closely fitting profileDesign campaign communicationMake offerMeasure results of pilotTurn into productDB of credit card holdersSampling programInsu

15、rance marketing dataStatistical modeling toolReporting routineScript writer for call centerGraphics design Call centerMailing capabilityOLAP reporting toolCampaign management softwareSA-SU0050-030611-A411THREE TOPICS FOR TODAYeCRM:Hype vs.realityKey actions to accelerate impactWinners focus on three

16、 core areasSA-SU0050-030611-A412KEY ACTIONS TO ACCELERATE IMPACT AND BREAK THROUGH THE CRM WALL”SA-SU0050-030611-A413Engage and convert Prospects into clientsDevelop and retain customersImpact on customer NPV of a 10%improvementDollarsWHAT REALLY MATTERS KNOW WHERE THE VALUE ISEXAMPLE7.02.75.34.05.3

17、16.121.2Improve conver-sion rate from visitor to clientIncrease initial offering size Improve product mixReduce cost to serveIncrease length of relation-shipImprove collec-tions resultsReduce marketing cost/visitorAttract prospects SA-SU0050-030611-A414WHAT REALLY MATTERS DESIGN“BALANCED”PROGRAMSCus

18、tomer-centered ideasTruly differentiated offers and experienceMutually valuable interactionsSmart channel linkagesPrograms without clear economic tiesPressures to buy the latest software packageFocusing on systems instead of people and ideasFocus on.and balance againstSA-SU0050-030611-A415Produce st

19、andardized measurement and analysisCollect customer and prospect informationAnalyze information and formulate hypothesesDesign and develop challenger campaignsStructure test matrixExecute campaign and reportImplicationsDrive for ongoing improvement from each major programDetermine how to thematicall

20、y build on successful ideas(avoid concept burnout)Find new S-curves based on winning ideas and consumer needsWHAT REALLY MATTERS ITERATIONMarketing,testing,and development processSA-SU0050-030611-A416WHAT REALLY MATTERS INVESTING INCREMENTALLY TO WINTypical CRM installation cost structureIndexed per

21、 dollar of software license1,04.0-9.50.5-1.00-0.50-1.03.5-7.00.5-1.00-1.02.0-4.0Software licenseSystems integra-tionBusiness designInternal costsTotal tech-nology costsOppor-tunity costsOrgani-zation redesignChange manage-mentTotal costsProcess-related costs2.5 to 6 times software costsOrganization-

22、related costs0.5 to 2.5 times software costsFocus on an incremental build pathSA-SU0050-030611-A417LEADING TRENDS IN CRMJune 13,2003Alejandro Picos,Principal Business Technology Office Latin AmericaSA-SU0050-030611-A418AnexosSA-SU0050-030611-A419 Integrated touch-points Shared data access for all CR

23、M campaigns one consistent source of data and customer business rules Shared CRM knowledge discovery services and flexible knowledge tool box Flexible integration of new campaigns into overall CRM IT architectureCRM IT architecture blueprintCRM process campaign libraryProspectingSelling and cross-se

24、llingServicingRetainingCustomertouch-points Call centerVRUInternetMailCRM Execution servicesCustomer segmentationCampaign managementContact managementProfitabilityChannel mix managementResponse measurementKnowledge discovery servicesData mining engineStatistical toolsPersonalizationContact measureme

25、ntData modelData summarizationAccess toolsBusiness rulesReplication and propagationData access servicesConnectivity hubSecurity rulesMessaging/transactionsData extractionData managementData transformationsData cleansingData warehouse/martsCRM architecture design principlesCRM DESIGN PRINCIPLES AND T

26、HE“IDEAL”AND GENERIC CRM SYSTEMS ARCHITECTURESA-SU0050-030611-A420SEGMENTATION APPEARS WHEN ANALIZING CUSTOMER PREFERENCES21%34%24%21%SwitchersN=3198;percentMost sophisticated banking customersNot satisfied with current financial institution Most likely to switch banksLeverage aspirantsLike accessib

27、ilityWant internet banking Optimistic about the futureOpen to borrowingPro-foreign banksModern conservativesAdvice seeking groupPrice sensitiveLike convenienceNot open to borrowingMiddle level jobsTraditional simplifiersLike to deal with fewer financial institutions Prefer local banks Adverse to bor

28、rowing Tend to make family-centric financial decisionsConcern about retirementNot keen about internetChange resistorChange seekerSource:McKinsey Proprietary PFS Survey,McKinsey analysisSA-SU0050-030611-A421We continue to invest millions in our database and customer technology,but are really struggli

29、ng to take advantage of itEven though we are considered one of the strongest players in our industry,we have some big gaps.We need to build seamless customer relationships across our channels,including the internet.but we struggle with how to work outside our traditional business silosWeve defined s

30、ome pretty high aspirations for becoming more customer centric,but we cant seem to really get moving.Weve launched successful pilot programs in many product areas,but we cant agree on how to pursue cross business opportunities which offer even more upside potentialEVEN SOPHISTICATED CRM PLAYERS CAN

31、FIND ASPECTS OF EXECUTING CRM CHALLENGINGSA-SU0050-030611-A422FINANCIAL INSTITUTIONS TYPICALLY DERIVE 80%TH FROM 20%OF THEIR CUSTOMERSProfit/householdPercent800400190703010-60-110-5802.25012456Clear need to develop tailored strategies to retain highest-value customersLarge differences in customer value suggest oppor-tunity to differen-tiate marketing,service,and product offerings115%of value10%of value-25%of value738910Best decileWorst decileDISGUISED EXAMPLE