普華永道關(guān)于移動(dòng)行業(yè)的趨勢(shì)分析 (2)ppt課件

1、The Declining Cost of Enabling Technology$1,000,000$100,000$10,000$1,000$10$1198019902000MainframesPCsCost per MIP (Logarithmic Scale)Source: Gartner Group1Customer Transaction Costs Are Declining With The Web1 Includes Internet-based: FAX, , E-Form, File Transfer, Web EDI, WWW Services, Voice/Phone

2、 Source:Thompson EC Resources, PwC analysisAverage Internet Transaction Penetration Across IndustriesInternet Transaction1 Share (percent)Average Transaction Cost ForecastAcross IndustriesAverage Transaction Cost(dollars)Average transaction cost decreases 36%Average share increases from 10% to 32% 2

3、The Business Model Has Changed ConsiderablyRetailersCustomersAdapted from “Information Architects, Richard Saul Wurman, editor, 1994ManufacturerTruckersDistributorsManagementTruckersOld ModelDatabase and Data MiningWeb InfrastructureTelephony InfrastructureManufacturerRetailersCustomersTransportatio

4、nTransportationOvernight DeliveryDistributorsManagementDirect MarketingInfomediary and Outsourced Service ProvidersControl of the system is divided among the customer, retailer, distributor and manufacturerKnowing context of transaction is as valuable as the transaction aloneNew ModelControl and Pro

5、duct FocusOne Way Linear FlowContinuous feedback throughout the system3The Customer Interaction Value Model Has InvertedTodays Customers: More Price Sensitive More Choices More Sophisticated More Convenience Higher Standards Different ways of InteractingHigh End Solutions Selling & SupportValueThe A

6、ge of Manufacturing1950s-80sWEB Based Sales & Customer CareHigh End Solutions Selling & SupportValueTraditional Sales & Customer CareThe Age of the Consumer Mid 1990s & BeyondLow Cost ChannelsTraditional Sales & Customer Care4The Soft Underbelly of Established Corporate InfrastructuresThis is a terr

7、ifying scenario for most firms - costs are rising (just to maintain competitive parity) while brand equity is diminished - a true prisoners dilemmaCostPerCustomerMarketingSpendingCostPerCustomerCustomer Support SpendingCostPerCustomerSales ForceSpending5Customer Relationship ManagementThe Essential

8、Elements of CRM 6A Companys Brand Is The Aggregation Of All Customer ExperiencesConsumersBrandProducersService ExperiencesBuying ExperiencesProduct ExperienceInformation ExperiencesSupplyChainDialogProcessesCustomer FacingDialogProcessesFeedback/Dialogue ProcessesProducersConsumersManaging the Dialo

9、gue7A Companys Brand Is Now Dependent On All Customer ExperiencesConsistent messages across the enterpriseControlled contact and campaign managementService Dimensions:The customer views the organization as a coordinated and integrated entityCustomerEnterpriseAvailability (i.e, open and operating)Acc

10、essibility (i.e, hassle free access)Delivery experienceProduct experienceCustomer interaction experienceReturn experience 8The Customer Investment FrameworkRejectersProspects/Conquests/DefectorsSupporterAdvocateNo rewardsFinancial Rewardshigh monetary valuemore expensive to provideRecognition, Scarc

11、ity and Privilege Rewardshigh psychological valueless expensive for providerMinimize new marketing and sales initiativesCommunicate more frequentlyCollect predictive information/ assess riskIncrease brand identityDrive handraisingIdentify respondents to marketing programsQualify and rank leadsNurtur

12、e prospectsInitiate win-back strategies for defectorsRecognize customer value (e.g., rewards)Encourage referralsExplore other revenue opportunitiesReinforce brand identityRecognize customer value (e.g., selected rewards)Maintain brand identityDrive initiatives to cross-sell and up-sellVulnerableTerr

13、oristsDiffuse, distract customers angstGain closure on reason for dissatisfactionMinimize new marketing and sales initiatives9Proactive Up-Selling And Cross-Selling By Life StageINVESTMENT PRODUCTS ILLUSTRATIVELife StageAnnual Consumer ExpendituresAverage AnnualConsumerExpenditures atAll ProductsSin

14、gleAdults (particularly young males)ChildlessCouples - (Renters)YoungFamiliesEstablishedFamiliesEmptyNestersMatureAdultsChildlessCouples - (Owners)Teenagers/ studentsSavingsCredit cardIRA education401KDisability insuranceMoney Market401KLow value investingLow value life insuranceGold credit cardHigh

15、 value life insuranceIRAIRAHigh value life insuranceSample savingsPrivate bankingHigh value life insuranceHigh value investingHeavy retirement investingIRA roll overTrust planningEstate planningAnnuityTrust AdministrationLife stage events predict buying events10Customers Must Be Managed For Profitab

16、le BehaviorLifestage, channel and loyalty migrationLoyalty SegmentChannelThe goal is to motivate customers, not reinforce static behaviorSingleAdults ChildlessCouplesYoungFamiliesEstablishedFamiliesMatureAdultsProspectSupporterCustomerAdvocateRetail StoreDirect MailPhoneInternetLife Stage11The Web I

17、s Fast Becoming The Critical Customer Interaction ChannelWeb storeInfrastructureTechnologyOld WorldTransaction focusedPushing Products (selling)Loyalty Programs for top tier clientsProduct centricSilod front officeBuilding “megawarehousesNew WorldInteraction focusedPersonalized buying1-1 Personaliza

18、tion for all customersContent centricIntegrated front office, then integrated w/ BOLeveraging customer information w/ scaleable architecturesSalesMarketingCustomer Service12Customer Relationship ManagementCRM Implementation Challenges13Data Warehouse & Operational StoresRemoteSales & ServiceSynchron

19、izationTelephonyBased Sales& ServiceVRU / CTI / ACD / IVRMarketing WorkbenchCampaignManagementOpportunityManagementProposalGenerationMarketingEncyclopediaSales WorkbenchKnowledgeManagementCaseManagementConfiguration& PricingService & SupportWorkbench LEADS OPPORTUNITIES CUSTOMERLegacyApplicationsTou

20、ch PointsApplicationsData StoresData MiningDatabaseMarketingE-BusinessSales, Service& Marketing Kiosks Web FaxAccounting,HRProcurementManufacturingDistribution& LogisticsOrderManagementBillingFront OfficeBack OfficeIntegrated Customer Information Is A Necessity For CRM14Customer Information Must Be

21、Both Broad And Deep To Be UsefulCustomer Information Integration: A Retail ExampleRetailCatalog - MailInternet, WWW, KiosksGranular Customer InformationEnhanced Customer InformationService BureauExternal DatabasesMerchandisingMarketingDistributionCustomer ServiceOperationsDATAWAREHOUSESales ForceCus

22、tomer SupportTargeted promotionsLoyalty programsVendor co-op programsCustomer segmentationCustomer trendsBuying & replenishmentReturn code analysisAssortment planningCategory managementDepartment adjacencies Refined logisticsSupporting inventory reductionInventory planningSite selectionDepartment ad

23、jacenciesCategory management Service - supportReturn minimizationCustomer satisfactionHuman resourcesFinancial decisions15A Companys Processes & Organization Are Significantly Impacted By Implementing CRM SolutionsTypically required are:New or enhanced business processesModified organizational struc

24、tures and/or skillsSupporting and integrated enabling technologyProcessEnabling TechnologyOrganization/Core Competencies16CRM Begins With Clearly Understanding The Business Strategy And Defining The New Business Processes To Be EnabledRefine the OfferProvide Customer ServiceTarget & SegmentService O

25、fferCommunicate OfferFulfill OrderMine DataMeasure ResultsCreate OfferWill require processes to support leveraging of customer information and integration with strategyExample: Marketing initiativesBusiness Strategy17The Organization Structure Will Be Impacted By The New Business ProcessesManage int

26、egrated customer databaseOptimize return on data enhancement and prospectingFulfill on a one-to-one basisMine data to reveal high potential segments/clusters for targetingDerive customer profitability and lifetime value from activity based costing measuresCapture customer and transaction data at gra

27、nular levelsManage inbound and outbound telemarketing activitiesRefine the OfferProvide Customer ServiceTarget & SegmentService OfferCommunicate OfferFulfill OrderMine DataMeasure ResultsCreate OfferMay require new organizational structure and skill sets to support processesBusiness Strategy18Techno

28、logy Enables The Changes To The Business Process And OrganizationClustering technologies (e.g., fuzzy logic, neural net)Data warehousingRecognition technologiesWeb encryption and electronic commerceBreak-pack fulfillment and drop shipmentTelephony and computing convergenceData miningA technology inf

29、rastructure to facilitate and support processes and core competenciesManage integrated customer databaseOptimize return on data enhancement and prospectingFulfill on a one-to-one basisMine data to reveal high potential segments/clusters for targetingDerive customer profitability and lifetime value f

30、rom activity based costing measuresCapture customer and transaction data at granular levelsManage inbound and outbound telemarketing activitiesRefine the OfferProvide Customer ServiceTarget & SegmentService OfferCommunicate OfferFulfill OrderMine DataMeasure ResultsCreate OfferBusiness Strategy19CRM

31、 Business Strategy Must Be Defined In Terms Of Consumer Experiences and Features and Functions To EnableInformation and DataEnabling TechnologiesFeatures and FunctionsConsumer ExperienceBusiness ObjectivesConsumer InformationConsumer ExperienceDrive Traffic to the sightSell advertisementsSell Core a

32、nd 3rd party productsCustomization/PersonalizationCommunity building/ consumer networkOrder management (promised fulfillment, delivery options, returns, repairs)Knowledgeable, responsive, multi-modal customer service (call center, AQs, web agent-interactive)Real-time informationIntegration with othe

33、r channels Affinity programsCross sell/Up sellIntegration with back office (order tracking/status, account balance)Single Shopping Cart/Basket across business unitsSegmentation dimensions (demographics, socio-economic, expectations, psychographics/ attitudinal, synchographics, lifestage, geographic,

34、 LTV)Purchase history ($ spend/visit, quantity, items/category, frequency, patterns)Channel preference( by category, price range)20Customer Relationship ManagementCRM Projects Lessons Learned21Implementing CRM Is A JourneyBuild Market Intelligent operationsCollect customer information as a strategic

35、 assetEmbrace Market Intelligent TechnologiesManage Customer ExperiencesMeasure Customer Ongoing ValueAlign Strategies with Customer Value and ExpectationsIdentify Customer Expectations22Most Internet business efforts have been ad hoc; opportunistic; and somewhat chaoticCompanies usually chase too m

36、any opportunities without a clear sense of directiondifficulty for senior management to focusbig opportunities are often hiddenme too strategiesOftentimes e-business initiatives are developed and funded by the IT department lacking support and commitment from the business units. Project Pitfalls23Pr

37、ioritize Projects On A Simple ScaleBusinessImpactEase of ImplementationHardEasyHighLowMust DoBig PayoffsMoney PitLow Hanging Fruit24Implement Rapidly By Phase4-6 Weeks6-12 Weeks6-20 WeeksCritical Success Factors:Aligning Strategic Business Imperatives w/ Technology decisionsSpeed is vital! Deliver r

38、apid benefits capture with staged milestones Tightly Architected for scale and flexibilityCRMImplementation & RolloutCRMDesign /ConstructionCRM Business Strategy /Analysis25About PwCAbout PwC & MCS26About PwCPricewaterhouseCoopers is the worlds largest professional services organisation, created fro

39、m the merger of Price Waterhouse and Coopers & Lybrand. We help clients build value, manage risk and improve performance:- Largest professional services organisation in the world- 150-year history of delivering value - 155,000 people in over 150 countries- of which over 25,000 work in Asia Pacific-

40、Global annual revenue of US$15.3 billionOur clients are leading global, national, local companies and public institutions27Our ServicesOur firm, which is organised on a global basis, has 6 lines of serviceAssurance ServicesTransactions SupportFinancial Risk ManagementOperational & Systems RiskManage

41、mentInternal Audit ServicesAssurance & Business Advisory ServicesMergers & AcquisitionsProject FinancePrivatisations ValuationsShareholder Value ServicesDispute Analysis Value StudiesBusiness Recovery & RestructuringFinancial Advisory ServicesCross-border Tax AdviceDomestic Tax AdviceHR Related Tax

42、AdviceCorporate Legal ServicesTax & Legal ServicesLong-term outsourcing of companies business processes to enhance shareholder valueBusiness Process OutsourcingStrategic ChangePerformance ImprovementTechnology SolutionsManagement Consulting ServicesActuarial Benefits & InsuranceHuman Resources / Ben

43、efits OutsourcingHuman Resource Information SystemsOrganisational Effective ServicesWorkforce SolutionsHuman Resource Solutions28PwC - Management Consulting ServicesSome Key factsUS$ 3.97 billion in revenueRegularly working with more that half of the global Fortune 500 companiesLargest ERP implement

44、or: 10,000 consultants worldwideSecond largest strategic consulting services provider in the worldServing clients wherever they are31,000 people worldwide3,800 in Asia Pacific including over 1,000 in East Asia29Our Global Leadership in the Infocoms Sector Our Global Infocoms Consulting Group compris

45、es over 3,000 specialist consultants on five continents, dedicated to serving telecoms clients. We have extensive consulting experience in all sub-sectors of the industry : wireline, satellite, internet, datacom, equipment and wireless. We have extensive experience at developing and implementing str

46、ategies to anticipate and surmount the drivers of industry changeInternationally, PwC has built a leadership position within the telecoms industry for both audit and consulting services. 10 of the top 20 global communications players are audited by PricewaterhouseCoopers. Our clients generate over 7

47、0% of telecommunications revenue world-wide. We provide major consulting services to 18 of the top 20 global telecom players in virtually all the worlds market areas including Europe, the Americas, Africa, the Middle East and of course Asia PacificPwC has played a major advisory role in over 60 tele

48、coms privatisations and restructurings. A league table published yearly by “Privatisation International, confirms that PwC has worked on more privatisations, many in telecoms, than any other company in eight consecutive years. 30Our Global Leadership in the Infocoms SectorPricewaterhouseCoopers is t

49、he pre-eminent professional services firm serving the information and communications industriesPwC is considered #1 in Market & Customer Management Implementation. Last year, the Gartner Group identified PwC (sic) as a leader in vision and ability to execute Market and Customer Management Initiative

50、s (call center implements, data warehousing, data mining, sales force productivity, etc). With increasing competition, the impact of the internet and e-business, this is an area of increasing importance to our clients.From strategy to implementation. We have developed and/or implemented over 200 bus

51、iness and market entry strategies worldwide. Consulting News, an industry publication, recently placed us as the #2 provider of strategic advice (including firms specializing in strategy advice). We have various internal (e.g. visioning, scenario development, etc) and external initiatives to maintai

52、n leading position as provider of industry specific strategy advice to our clients. We also have a proven track record of translating thought into action through organisation, process, and technology implementation and change. In fact, we pride ourselves being of being in the unique position to prov

53、ide seamless integration of strategy, performance improvement and technology solutionsSince 1982, we have been organising the Annual International Telecom Management Forum. This conference attracts the leaders from the industry worldwide to discuss topical issues, learn from best practices and obtai

54、n valuable new insights from academics. The last Forum focused on the effect of the Internet and E-business on Infocoms clients and and enabled attendants to discuss how to maintain leadership in the new communications environment, specifically organisational leadership, finance leadership, and mark

55、eting leadership.31About PwCPwC BSCS/CRM Telco Qualifications32Technology Solutions ServicesCustomer Relationship Marketing Systems implementation: Selection and implementation of Siebel, Vantative, etc systems enabling customer relationship marketing.Enterprise Resource Planning: Providing full bus

56、iness solutions through the entire project life cycle from package selection, through implementation and change management to post-implementation and change management to post-implementation support (SAP, PeopleSoft, Oracle and Baan).Data Warehousing: Making most of operators financial and customer

57、information system. Use of techniques such as data mining to identify new segments/needsElectronic Business : implementing e-commerce applications enabling to uncover exciting new business opportunities in the most effective wayIT and Systems Integration : Identifying, co-ordinating, delivering and

58、implementing the life cycle support of hardware, software and solutions sets; single provider services and most cost-effective selection of hardware and software available. We deal with multiple vendors for clients; vendor neutral approach; negotiating with vendors, leveraging on our high volume and

59、 passing any discounts to clientsTechnology Solutions33CallCenterRelationshipMarketingDataWarehousingDataMiningSales ForceProductivityNiche PlayersVisionariesLeadersChallengersErnst & YoungKPMG PeatMarwickJames Martin & Co.Andersen ConsultingDeloitte & ToucheDMRCSC ConsultingMCI System houseIBMAgili

60、sPricewaterhouseCoopersAbility To ExecuteCompleteness of VisionThe Gartner Group identified PricewaterhouseCoopers as the leader in vision and in ability to execute Market and Customer Management initiatives .PwC is considered #1 in market and customer management implementation34Relationship marketi