0107059麦肯锡--crm研究报告45页

SEGMENT MANAGEMENT TREND - 1e.g. those that leave or reduce relationsh
ip because actively dissatisfied, often by a specific eventinerti
al migrators ESSENTIAL TO UNDERSTAND ISSUE DRIVERS AND COST OF FI
XINGSources of dissatisfactionUnderstand what drives dissatisfact
ionUnderstand cost of fixingUse key breakpoints not to overspend
Structural driversProblem resolutionDissatisfaction opportunityH
igh %Low %CoverageService levelFriendly staffConsistency of servi
ceQuick resolution Source: McKinsey proprietary researchdeliberat
ive migrators e.g., frequently re-evaluate decisions, reaffirm/sw
itch to chosen brand based on merits; rational decision-makerSEGM
ENT MANAGEMENT TREND - 2SEGMENT IS MORE COMPLEX, DUE TO DELIBERAT
ION ON SEVERAL DIMENSIONSSEGMENTING CUSTOMERS WITH DISTINCT BENEF
IT PREFERENCESSegment characteristics Percentage of populationCon
sider brand relationship important and have high expectations for
the standard of customer serviceWant product features and effici
ent, effective customer serviceWant good value and the chance to
earn rewards for loyaltyWant combination of quality and value3382
237Credit cardsInsuranceIMPLICATIONS FOR BUILDING LOYALTY AMONG T
HOSE CHOOSING TO GO OR STAYKey LeversKEY TRENDS OF SUCCESSFUL CRM
How they use CRM to drive valueFind practical ways to differentia
te their core value propositionLeverage consumer attitudinal prof
iles to manage customer relationship and value migrationBuild CRM
by incrementally delivering targeted offers that drive results a
nd test capabilitiesFAVOR A BIFOCAL IMPLEMENTATION APPROACHDefine
long-term objectives and implementation roadmapCreate a solid bu
siness model to back up envisioned CRM schemeDefine an "end-game"
architecture to support desired modelDefine implementation road
map with clear prioritiesLaunch incremental, quick-win actionsLau
nch contained CRM projects with focused reach and implement dozen
s of pilots to learn from modelsRationalize and unify customer da
tabases accordinglyMeasure results of recent implementationsEduca
te staff about CRM conceptsCRM INITIATIVES LAUNCHED EARLY ON BY R
ELYING ON EXISTING ASSETSCross-sell insurance to credit card hold
ersIncrease credit limits of high-usage customers (up-sell)Reduce
interest rates or fees for customers with high probability of ch
urnEliminate annual fees for very profitable customersOffer "liqu
idation" products to customers with a low willingness to payExamp
le initiativesSelective use of existing information is key to imp
lementing CRM initiativesAccount applicationsProduct and client d
atabasesCredit bureau informationThird-party contact lists Source
: Team analysisASSESS CRM ASSET REQUIREMENTS FOR EACH INITIATIVEE
xample initiativeRequired processEnabling CRM assetsCurrentlyavai
lableCross-sell insurance to credit card holders1DB of credit ca
rd holdersSampling programInsurance marketing dataStatistical mod
eling toolReporting routineScript writer for call centerGraphics
design Call centerMailing capabilityOLAP reporting toolCampaign m
anagement softwareTHREE TOPICS FOR TODAYeCRM: Hype vs. realityKey
actions to accelerate impactWinners focus on three core areasKEY
ACTIONS TO ACCELERATE IMPACT AND BREAK THROUGH THE "CRM WALL”Kno
w where the value isDesign balanced programsIterate, iterate, ite
rateInvest incrementally to win1234Engage and convert Prospects i
nto clientsDevelop and retain customersImpact on customer NPV of
a 10% improvementDollarsWHAT REALLY MATTERS – KNOW WHERE THE VAL
UE ISEXAMPLE7.02.75.34.05.316.121.2Improve conver-sion rate from
visitor to clientIncrease initial offering size Improve product
mixReduce cost to serveIncrease length of relation-shipImprove co
llec-tions resultsReduce marketing cost/ visitorAttract prospect
s WHAT REALLY MATTERS – DESIGN “BALANCED” PROGRAMSCustomer-cente
red ideasTruly differentiated offers and experienceMutually valua
ble interactionsSmart channel linkagesPrograms without clear econ
omic tiesPressures to buy the latest software packageFocusing on
systems instead of people and ideasFocus on . . .. . . and balanc
e againstImplicationsDrive for ongoing improvement from each majo
r programDetermine how to thematically build on successful ideas
(avoid concept burnout)Find new S-curves based on winning ideas a
nd consumer needsWHAT REALLY MATTERS – ITERATIONMarketing, testin
g, and development processWHAT REALLY MATTERS – INVESTING INCREM
ENTALLY TO WINTypical CRM installation cost structure Indexed per
dollar of software licenseSoftware licenseSystems integra-tionBu
siness designInternal costsTotal tech-nology costsOppor-tunity co
stsOrgani-zation redesignChange manage-mentTotal costsLEADING TRE
NDS IN CRMJune 13, 2003Alejandro Picos, Principal Business Techn
ology Office Latin AmericaAnexosIntegrated touch-pointsShared dat
a access for all CRM campaigns– one consistent source of data and
customer business rulesShared CRM knowledge discovery services a
nd flexible knowledge tool boxFlexible integration of new campaig
ns into overall CRM IT architectureCRM IT architecture blueprintC
RM process campaign libraryCustomer touch- points? ? ?Call center
VRUInternetMailCRM Execution servicesCustomer segmentationCampaig
n managementContact managementProfitabilityChannel mix management
Response measurementKnowledge discovery servicesData mining engin
eStatistical toolsPersonalizationContact measurementData modelDat
a summarizationAccess toolsBusiness rulesReplication and propagat
ionData access servicesConnectivity hubSecurity rulesMessaging/tr
ansactionsData extractionData managementData transformationsData
cleansingData warehouse/martsCRM architecture design principlesCR
M DESIGN PRINCIPLES AND THE “IDEAL” AND GENERIC CRM SYSTEMS ARCHI
TECTURESEGMENTATION APPEARS WHEN ANALIZING CUSTOMER PREFERENCESSw
itchersN = 3198; percentMost sophisticated banking customersNot s
atisfied with current financial institution Most likely to switch
banksLeverage aspirantsLike accessibilityWant internet banking O
ptimistic about the futureOpen to borrowingPro-foreign banksModer
n conservativesAdvice seeking groupPrice sensitiveLike convenienc
eNot open to borrowingMiddle level jobsTraditional simplifiersLik
e to deal with fewer financial institutions Prefer local banks Ad
verse to borrowing Tend to make family-centric financial decision
sConcern about retirementNot keen about internetChange resistorCh
ange seeker Source: McKinsey Proprietary PFS Survey, McKinsey ana
lysisEVEN SOPHISTICATED CRM PLAYERS CAN FIND ASPECTS OF EXECUTING CRM CHALLENGINGFINANCIAL INSTITUTIONS TYPICALLY DERIVE 80% TH FROM 20% OF THEIR CUSTOMERSProfit/householdPercent12456Clear 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 decile