BSC客戶管理流程課件

客戶管理流程戰(zhàn)略地圖CUSTOMERMANAGEMENTPROCESSESSTRATEGYMAPS客戶管理流程戰(zhàn)略地圖工業(yè)時(shí)代

IndustryEra

策略→產(chǎn)品導(dǎo)向–“Ifwebuildit,theywillcome.”成功要素有效率的作業(yè)流程管理→在顧客可以負(fù)擔(dān)的價(jià)格下產(chǎn)生誘人的利潤成本管理經(jīng)濟(jì)規(guī)模品質(zhì)產(chǎn)品創(chuàng)新→擴(kuò)大市場占有率及收入顧客管理的重點(diǎn)：交易transaction→行銷、販?zhǔn)垲櫩完P(guān)系的建立并非優(yōu)先處理的事項(xiàng)工業(yè)時(shí)代

IndustryEra策略→產(chǎn)品導(dǎo)向–“新經(jīng)濟(jì)

NewEconomy

強(qiáng)調(diào)顧客關(guān)系的重要性，但是流程作業(yè)管理與產(chǎn)品創(chuàng)新仍然是成功的要素。計(jì)算機(jī)、通訊技術(shù)、因特網(wǎng)以及數(shù)據(jù)庫軟件之發(fā)展已經(jīng)將權(quán)力的平衡從制造者轉(zhuǎn)移至消費(fèi)者?！M(fèi)者主導(dǎo)市場提供個(gè)性化的服務(wù)在網(wǎng)絡(luò)上發(fā)表對(duì)產(chǎn)品的感想顧客管理的流程不再只有“產(chǎn)生交易”，必須進(jìn)一步協(xié)助企業(yè)爭取、保有目標(biāo)顧客并與目標(biāo)顧客發(fā)展長遠(yuǎn)且為企業(yè)帶來利潤的關(guān)系。新經(jīng)濟(jì)

NewEconomy強(qiáng)調(diào)顧客關(guān)系的重要性，但是CustomerValuePropositionSelectionAvailabilityQualityPriceOrganizationCapitalFigure4-1CustomerServiceSupplyProductionDistributionRiskManagementOperationalManagementProcessesSelectionAcquisitionRetentionGrowthCustomerManagementProcessesOpportunityIDR&DPortfolioDesign/DevelopLaunchInnovationProcessesEnvironmentSafetyandHealthEmploymentCommunityRegulatoryandSocialProcessesInternalPerspectiveHumanCapitalInformationCapitalCultureLeadershipAlignmentTeamworkLearningandGrowthPerspectiveCustomerPerspectiveFinancialPerspectiveFunctionalityServicePartnershipBrandProduct/ServiceAttributesRelationshipsImageImproveCostStructureIncreaseAssetUtilizationLong-TermShareholderValueExpandRevenueOpportunitiesEnhanceCustomerValueProductivityStrategyGrowthStrategyStrategyMapsKaplan/NortonP.106CustomerValuePropositionSele顧客管理的四個(gè)流程選擇顧客SelectCustomers爭取顧客AcquireCustomers保有顧客RetainCustomers發(fā)展顧客關(guān)系Growrelationshipswithcustomer客戶關(guān)系管理必須包含以上所有流程之執(zhí)行一般企業(yè)多疏忽”選擇客戶”與”保有客戶”顧客管理的四個(gè)流程選擇顧客SelectCustomersCustomerValuePropositionSelectionAvailabilityQualityPriceFigure4-2CustomerManagementProcessesUnderstand

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educationCustomerGrowthInternalPerspectiveCustomerPerspectiveFinancialPerspectiveFunctionalityServicePartnershipBrandProduct/ServiceAttributesRelationshipsImageImproveSalesProductivityLong-TermShareholderValueExpandRevenueOpportunitiesEnhanceCustomerValueProductivityStrategyGrowthStrategyStrategyMapsKaplan/NortonP.108CustomerValuePropositionSele選擇客戶

CustomerSelection首先，按照特性characteristics與喜好preference，將市場劃分成區(qū)塊選擇目標(biāo)客戶，創(chuàng)造獨(dú)特unique且可辯護(hù)defensible的價(jià)值主張valueproposition不同客戶所帶來的利潤差異確認(rèn)投資在最能獲利的機(jī)會(huì)中執(zhí)行者應(yīng)花費(fèi)同等的時(shí)間與精力在選擇及投資目標(biāo)客戶,如同選擇與投資資產(chǎn)、房產(chǎn)、及設(shè)備避免嘗試成為所有可能客戶的最佳供應(yīng)者選擇客戶

CustomerSelection首先，按照特客戶細(xì)分

CustomerSegmentation客戶細(xì)分應(yīng)該以客戶價(jià)值主張為基礎(chǔ)客戶想要從產(chǎn)品或服務(wù)中獲得的好處細(xì)分方式舉例：使用強(qiáng)度useintensity：Heavy、light、none想要獲得的好處：價(jià)格、服務(wù)、表現(xiàn)、關(guān)系、品牌辨識(shí)度忠誠度：無、普通、強(qiáng)烈、死忠committed態(tài)度：不滿意、滿意、愉悅delighted客戶細(xì)分

CustomerSegmentation客戶細(xì)客戶細(xì)分

CustomerSegmentation因?yàn)榭蛻粝埠秒y以直接觀察，因此通常以較易觀察到的特性取代。例如：–人口學(xué)因素Demographicfactor：年齡、收入、財(cái)產(chǎn)、性別、職業(yè)、種族–地理因素：國家、地區(qū)、城市、鄉(xiāng)下–生活型態(tài)：Value-oriented、luxury-oriented客戶細(xì)分

CustomerSegmentation因?yàn)榭涂蛻艏?xì)分

CustomerSegmentation

此種取代當(dāng)然僅有在這些易觀察的特性與客戶的喜好有直接相關(guān)的時(shí)候才有價(jià)值Statisticaltechniques：–Clusteranalysis–identifyinghomogenouscustomersegments–Conjointanalysis–measuringcustomerpreferencesandneeds–Discriminantanalysis–separatingcustomersintodistinctsegments客戶細(xì)分

CustomerSegmentation選擇目標(biāo)細(xì)分市場

Selecttargetedsegments

企業(yè)選擇的顧客會(huì)影響企業(yè)的能力；相對(duì)的，企業(yè)的資源、能力、策略也會(huì)決定其最佳客戶在典型的流程中，企業(yè)的策略會(huì)影響對(duì)顧客的選擇case選擇目標(biāo)細(xì)分市場

Selecttargetedsegm選擇顧客之目標(biāo)與測量指針

目標(biāo)了解客戶區(qū)塊劃分篩選不會(huì)帶來利潤的客戶unprofitablecustomer目標(biāo)對(duì)準(zhǔn)高價(jià)值的客戶品牌管理

測量指標(biāo)各區(qū)塊貢獻(xiàn)的利潤目標(biāo)區(qū)塊的市場占有率不會(huì)帶來利潤的顧客比例NumberofStrategicaccounts顧客調(diào)查：Brandawarenessandpreferences選擇顧客之目標(biāo)與測量指針目標(biāo)爭取客戶

CustomerAcquisition爭取客戶是客戶管理中最困難且最昂貴的流程與經(jīng)過選擇之新目標(biāo)客戶溝通價(jià)值主張使用入門產(chǎn)品(犧牲品、優(yōu)惠折扣商品)與客戶建立關(guān)系Inexpensiveenough產(chǎn)品解決問題的方式，在客戶心目中留下深刻印象品質(zhì)完美無瑕–避免顧客在首次購買就遇到問題產(chǎn)品可以因?yàn)樵鲑徆镜钠渌a(chǎn)品或是服務(wù)，產(chǎn)生升級(jí)的效果Case爭取客戶

CustomerAcquisition爭取客戶之目標(biāo)與測量指標(biāo)目標(biāo)溝通價(jià)值主張Customizemassmarketing爭取新客戶發(fā)展和經(jīng)銷商之間的關(guān)系測量指標(biāo)Brandawareness(survey)客戶對(duì)于活動(dòng)的反應(yīng)狀況在行銷活動(dòng)中試用產(chǎn)品的客戶數(shù)變成活動(dòng)客戶的比例爭取每個(gè)新客戶的成本預(yù)估爭取到的新客戶未來一生中所創(chuàng)造的價(jià)值經(jīng)銷商記分卡經(jīng)銷商調(diào)查回饋爭取客戶之目標(biāo)與測量指標(biāo)目標(biāo)測量指標(biāo)保有顧客

CustomerRetention保有客戶比持續(xù)加入親客戶來代替老客戶花費(fèi)便宜很多忠實(shí)顧客因?yàn)榭隙ㄆ放破焚|(zhì)與服務(wù)，不在乎花多一點(diǎn)點(diǎn)的價(jià)錢他們甚少換品牌，因此競爭者需要加大折扣的幅度才可以吸引他們的注意持續(xù)傳送基本的價(jià)值主張服務(wù)品質(zhì)保證設(shè)立客服中心響應(yīng)顧客的需求：訂貨、產(chǎn)品運(yùn)送、問題解決、提供信息等保有顧客

CustomerRetention保有客戶比持保有顧客

CustomerRetention比customerloyalty更有價(jià)值的- customercommitment向其它人推薦他對(duì)公司的產(chǎn)品或服務(wù)感到滿意若是對(duì)公司有不滿意的地方，會(huì)將問題反映給公司，使公司有機(jī)會(huì)改進(jìn)，而不是叛逃向競爭者。測量方式：–顧客提出的建議數(shù)–老顧客推介之人數(shù)–經(jīng)過老顧客推介后確實(shí)成為新顧客之人數(shù)保有顧客

CustomerRetention比cus保有顧客

CustomerRetention

Customerapostles(使徒、提倡者）-高度值得信賴且權(quán)威的committedcustomerWal-Mart’s推薦vs雜貨店推薦Toyota認(rèn)可–低成本、零缺陷、交貨迅速Customerowner-讓客戶參與新產(chǎn)品的設(shè)計(jì)、推廣提升服務(wù)的方式Apostles以及owners所創(chuàng)造的終身價(jià)值比大量沒有能力延攬新客戶或是提供有效建議的忠實(shí)客戶更多保有顧客

CustomerRetentionCus保有客戶之目標(biāo)與測量指標(biāo)目標(biāo)提供頂級(jí)客戶服務(wù)創(chuàng)造具加值效果的伙伴關(guān)系測量指標(biāo)頂級(jí)客戶的人數(shù)頂級(jí)客戶對(duì)品質(zhì)的評(píng)價(jià)解決客戶問題或是抱怨所需要的時(shí)間客戶的要求無法在初次回應(yīng)達(dá)到使客戶滿意的比例單一來源合約產(chǎn)生的金額及其占收入比例保有客戶之目標(biāo)與測量指標(biāo)目標(biāo)測量指標(biāo)目標(biāo)提供優(yōu)質(zhì)服務(wù)創(chuàng)造高忠誠度的客戶測量指標(biāo)服務(wù)層次Servicelevels,bychannel各種項(xiàng)目客戶的花費(fèi)數(shù)介紹新客戶之?dāng)?shù)量既有客戶介紹之新客戶人數(shù)Apostlecustomers的見證數(shù)忠實(shí)客戶對(duì)提升產(chǎn)品及服務(wù)的建議數(shù)保有客戶之目標(biāo)與測量指標(biāo)目標(biāo)測量指標(biāo)保有客戶之目標(biāo)與測量指標(biāo)發(fā)展顧客關(guān)系與價(jià)值

CustomerGrowth

客戶管理流程的終極目標(biāo)-增加客戶的價(jià)值用入門商品獲得新顧客后，提供客戶其他更高利潤的產(chǎn)品來拓展顧客的終身價(jià)值Cross-sell：在貨物售出后，提供加值的特色及服務(wù)。Partner：針對(duì)目標(biāo)顧客的需求發(fā)展specificsolutions。case發(fā)展顧客關(guān)系與價(jià)值

CustomerGrowth客發(fā)展客戶關(guān)系與價(jià)值之目標(biāo)與測量指標(biāo)測量指標(biāo)每客戶使用產(chǎn)品數(shù)高于入門產(chǎn)品之商品所產(chǎn)生之利潤共同發(fā)展服務(wù)協(xié)議之?dāng)?shù)量售后服務(wù)產(chǎn)生之收入/利潤可提供附加價(jià)值服務(wù)之?dāng)?shù)量單一來源合約數(shù)量利益共享協(xié)議數(shù)量利益共享協(xié)議帶來的收入花在客戶身上的時(shí)間目標(biāo)Cross-sellcustomersSolutionselling與客戶建立伙伴關(guān)系發(fā)展客戶關(guān)系與價(jià)值之目標(biāo)與測量指標(biāo)測量指標(biāo)目標(biāo)CustomerValuePropositionFigure4-3CaseMarineEngineeringSelectionAcquisitionRetentionGrowthInternalPerspectiveCustomerPerspectiveFinancialPerspectiveLowerLife-Cycle

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ProductivityCustomerValuePropositionFigu與客戶構(gòu)面之連結(jié)客戶價(jià)值主張品牌形象客戶關(guān)系選擇客戶保有客戶獲得客戶客戶成長與客戶構(gòu)面之連結(jié)客戶價(jià)值主張品牌形象客戶關(guān)系選擇客戶保有客戶CasesSelectionAcquisitionRetentionGrowthMarineEngineer目標(biāo)客戶：想要和供應(yīng)者建立伙伴關(guān)系而非單純價(jià)格取向形象：超級(jí)系統(tǒng)整合者提供各個(gè)專案及服務(wù)整合性管理流程MetroBank目標(biāo)客戶：HVCs形象：值得信賴的財(cái)務(wù)顧問提供需要專業(yè)顧問的客戶個(gè)人化的財(cái)務(wù)解答優(yōu)質(zhì)的客戶服務(wù)客戶使用更多的服務(wù)AcmeChemicals市場成熟潛力客戶極少目標(biāo)客戶：擴(kuò)展來自既有客戶之利益價(jià)格可以協(xié)商但是仍然具有競爭性客戶對(duì)leading-edge服務(wù)之需求建立雙贏關(guān)系CasesSelectionAcquisitionReten客戶構(gòu)面之目標(biāo)與測量指標(biāo)目標(biāo)透過誘人的價(jià)值主張?zhí)嵘蛻魸M意度提升客戶忠誠度創(chuàng)造瘋狂追星族測量指標(biāo)非常滿意之客戶比例客戶保有狀況客戶關(guān)系深度客戶介紹產(chǎn)生生意之比例客戶構(gòu)面之目標(biāo)與測量指標(biāo)目標(biāo)測量指標(biāo)與財(cái)務(wù)構(gòu)面之連結(jié)客戶價(jià)值主張品牌形象客戶關(guān)系選擇客戶保有客戶獲得客戶客戶成長創(chuàng)造新的收入來源增加客戶價(jià)值與財(cái)務(wù)構(gòu)面之連結(jié)客戶價(jià)值主張品牌形象客戶關(guān)系選擇客戶保有客戶財(cái)務(wù)構(gòu)面之目標(biāo)與測量指標(biāo)目標(biāo)創(chuàng)造新的收入來源增加每位客戶的收入增加客戶獲利率降低銷售成本測量指標(biāo)來自新客戶的收入來自新產(chǎn)品、新服務(wù)的收入客戶支出占率客戶獲利能力未創(chuàng)造利潤之客戶比例銷售支出/總收入各種不同管道之銷售成本使用電子交易之客戶比例財(cái)務(wù)構(gòu)面之目標(biāo)與測量指標(biāo)目標(biāo)測量指標(biāo)與學(xué)習(xí)成長構(gòu)面之連結(jié)

有效的客戶管理流程需要以下支持：員工能力、資訊系統(tǒng)、組織文化氣候HumanCapital新能力–數(shù)據(jù)庫行銷、datamining、顧客分析、 callcenters、customerinteraction center、網(wǎng)頁設(shè)計(jì)與學(xué)習(xí)成長構(gòu)面之連結(jié)有效的客戶管理流程需要以下支持：員HumanCapital-各個(gè)流程所需的能力流程能力Customerselection市場分析Customeracquisition溝通、談判技巧了解客戶環(huán)境、需求、提出價(jià)值主張Customerretention服務(wù)品質(zhì)管理、貨物配送管理溝通、快速解決客戶問題Customergrowth客戶關(guān)系關(guān)系了解客戶的組織、行業(yè)、特殊工作，提供優(yōu)秀的咨詢顧問、解決客戶問題HumanCapital-各個(gè)流程所需的能力流程能力CInformationCapital資訊技術(shù)以及相關(guān)的分析技術(shù)（datamining、activity-basedcustomerprofitabilitymeasurement)使組織得以提供客戶化、個(gè)性化的服務(wù)Land’sEnd–寄不同的目錄給不同顧客區(qū)塊的顧客1-800-F–自動(dòng)提醒顧客重要日期A–監(jiān)測個(gè)人購買狀況并推薦與顧客購買書籍類似的書籍，以及同類型顧客購買的書籍InformationCapital資訊技術(shù)以及相關(guān)的分析InformationCapital流程能力CustomerselectionClusteranalysis–人口學(xué)特性、喜好Customeracquisition資料庫行銷databasemarketing、電子行銷telemarketingCustomerretentionCRMCustomerservicecentersCustomergrowth網(wǎng)際網(wǎng)絡(luò)

–提升教育、合作InformationCapital流程能力Custom組織資本

OrganizationCapital客戶管理流程需要新的組織氣候-以客戶為中心，不再以產(chǎn)品為導(dǎo)向。Teamwork-分享同樣的信息、朝相同目標(biāo)邁進(jìn)–Salesperson–進(jìn)行交易–Solutionsengineer,relationshippartner–設(shè)計(jì)產(chǎn)品、服務(wù)之portfolio–Callcenter–提供follow-up組織資本

OrganizationCapital客戶管理流學(xué)習(xí)與成長構(gòu)面之目標(biāo)與測量指標(biāo)目標(biāo)發(fā)展策略競爭力吸引并保有杰出的人才發(fā)展客戶管理資訊系統(tǒng)增加知識(shí)分享測量指標(biāo)HumancapitalreadinessTurnoverofkeypersonnelCustomerapplicationportfolioreadiness擴(kuò)展知識(shí)管理系統(tǒng)之使用人力資本資訊資本學(xué)習(xí)與成長構(gòu)面之目標(biāo)與測量指標(biāo)目標(biāo)測量指標(biāo)學(xué)習(xí)與成長構(gòu)面之目標(biāo)與測量指標(biāo)組織資本目標(biāo)建立以客戶為中心的文化建立個(gè)人目標(biāo)一致性測量指標(biāo)EmployeeculturesurveyPercentofemployeeobjectiveslinkedtoBSCcustomerprocessandoutcomemeasures學(xué)習(xí)與成長構(gòu)面之目標(biāo)與測量指標(biāo)目標(biāo)測量指標(biāo)Understand

segmentsScreenunprofitable

customersTargethigh-value

customersManagethebrandCustomerSelectionCommunicatevalue

propositionCustomizemass

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leadsDevelopdealer

networksCustomerAcquisitionPremiumcustomer

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culturePersonalgoal

alignmentBest-practicesharingTelemarketingProductlineknowledgeCustomer

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culturePersonalgoal

alignmentBest-practicesharingCallcenterprotocolsProductline

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alignmentBest-practicesharingConsultativesales

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knowledgeCustomerinformation

feedbackPortfolioplanning

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alignmentBest-practicesharingLearningandGrowthPerspectiveHumanCapitalInformationCapitalOrganizationCapitalFigure4-6LearningandGrowthStrategiesforCustomerManagementUnderstand

segmentsCustomerSeSummary任何策略的基本要件-了解吸引客戶并保有客戶的價(jià)值主張。Figure4-7Summary任何策略的基本要件-了解吸引客戶并保有客戶ObjectiveMeasuresCreatenewsourcesofrevenueIncreaserevenuepercustomerIncreasecustomerprofitabilityImprovesalesproductivityRevenuefromnewcustomersShareofwalletProfitspercustomer(ABC)Costofsales(bychannel)UnderstandsegmentsScreenunprofitablecustomersTargethigh-valuecustomersManagethebrandCommunicatevaluepropositionCustomizemassmarketingAcquire/convertleadsDevelopdealernetworksPremiumcustomerservice“Solesource”partnershipsServiceexcellenceLifetimecustomersCross-sellingSolutionsellingPartnership/integratedmanagementCustomereducationContributionbysegment%unprofitablecustomers#strategicaccountsBrandawareness/preferenceBrandawarenessCampaignresponserate#leads/conversionrateDealerqualityrate#premiumcustomers%revenuefromsolesourceServicelevels(bychannel)Customerlifetimevalue#productspercustomer#jointlydevelopedserviceagreements#/$fromgain-sharingagreementsHourswithcustomerSelectionAcquisitionRetentionGrowthPerspectiveFinancialCustomerIncreasecustomersatisfaction

(withvalueproposition)IncreasecustomerloyaltyCreateravingfans%customershighlysatisfiedCustomerretentionDepthofrelationship%businessfromcustomerreferralsDevelopstrategiccompetenciesAttractandretaintoptalentHumancapitalreadinessKeyemployeeturnoverHumanCapitalDevelopstrategicCRMportfolioIncreaseknowledgesharingApplicationportfolioreadiness#customerKMShits/employeeInformationCapitalCreatecustomer-focusedcultureCreatepersonalgoalalignmentCustomersurveyEmployeeobjectiveslinkedtoBSCOrganizationCapitalInternalProcessLearningAndGrowthFigure4-7CustomerManagementScorecardTemplateObjectiveMeasuresCreatenewso演講完畢，謝謝觀看！演講完畢，謝謝觀看！客戶管理流程戰(zhàn)略地圖CUSTOMERMANAGEMENTPROCESSESSTRATEGYMAPS客戶管理流程戰(zhàn)略地圖工業(yè)時(shí)代

IndustryEra

策略→產(chǎn)品導(dǎo)向–“Ifwebuildit,theywillcome.”成功要素有效率的作業(yè)流程管理→在顧客可以負(fù)擔(dān)的價(jià)格下產(chǎn)生誘人的利潤成本管理經(jīng)濟(jì)規(guī)模品質(zhì)產(chǎn)品創(chuàng)新→擴(kuò)大市場占有率及收入顧客管理的重點(diǎn)：交易transaction→行銷、販?zhǔn)垲櫩完P(guān)系的建立并非優(yōu)先處理的事項(xiàng)工業(yè)時(shí)代

IndustryEra策略→產(chǎn)品導(dǎo)向–“新經(jīng)濟(jì)

NewEconomy

強(qiáng)調(diào)顧客關(guān)系的重要性，但是流程作業(yè)管理與產(chǎn)品創(chuàng)新仍然是成功的要素。計(jì)算機(jī)、通訊技術(shù)、因特網(wǎng)以及數(shù)據(jù)庫軟件之發(fā)展已經(jīng)將權(quán)力的平衡從制造者轉(zhuǎn)移至消費(fèi)者?！M(fèi)者主導(dǎo)市場提供個(gè)性化的服務(wù)在網(wǎng)絡(luò)上發(fā)表對(duì)產(chǎn)品的感想顧客管理的流程不再只有“產(chǎn)生交易”，必須進(jìn)一步協(xié)助企業(yè)爭取、保有目標(biāo)顧客并與目標(biāo)顧客發(fā)展長遠(yuǎn)且為企業(yè)帶來利潤的關(guān)系。新經(jīng)濟(jì)

NewEconomy強(qiáng)調(diào)顧客關(guān)系的重要性，但是CustomerValuePropositionSelectionAvailabilityQualityPriceOrganizationCapitalFigure4-1CustomerServiceSupplyProductionDistributionRiskManagementOperationalManagementProcessesSelectionAcquisitionRetentionGrowthCustomerManagementProcessesOpportunityIDR&DPortfolioDesign/DevelopLaunchInnovationProcessesEnvironmentSafetyandHealthEmploymentCommunityRegulatoryandSocialProcessesInternalPerspectiveHumanCapitalInformationCapitalCultureLeadershipAlignmentTeamworkLearningandGrowthPerspectiveCustomerPerspectiveFinancialPerspectiveFunctionalityServicePartnershipBrandProduct/ServiceAttributesRelationshipsImageImproveCostStructureIncreaseAssetUtilizationLong-TermShareholderValueExpandRevenueOpportunitiesEnhanceCustomerValueProductivityStrategyGrowthStrategyStrategyMapsKaplan/NortonP.106CustomerValuePropositionSele顧客管理的四個(gè)流程選擇顧客SelectCustomers爭取顧客AcquireCustomers保有顧客RetainCustomers發(fā)展顧客關(guān)系Growrelationshipswithcustomer客戶關(guān)系管理必須包含以上所有流程之執(zhí)行一般企業(yè)多疏忽”選擇客戶”與”保有客戶”顧客管理的四個(gè)流程選擇顧客SelectCustomersCustomerValuePropositionSelectionAvailabilityQualityPriceFigure4-2CustomerManagementProcessesUnderstand

segmentsScreenunprofitable

customersTargethigh-value

customersManagethebrandCustomerSelectionCommunicatevalue

propositionCustomizemass

marketingAcquire/convert

leadsDevelopdealer

networksCustomerAcquisitionPremiumcustomer

service“Solesource”

partnershipsServiceexcellenceLifetimecustomersCustomerRetentionCross-sellingSolutionsellingPartnership/

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educationCustomerGrowthInternalPerspectiveCustomerPerspectiveFinancialPerspectiveFunctionalityServicePartnershipBrandProduct/ServiceAttributesRelationshipsImageImproveSalesProductivityLong-TermShareholderValueExpandRevenueOpportunitiesEnhanceCustomerValueProductivityStrategyGrowthStrategyStrategyMapsKaplan/NortonP.108CustomerValuePropositionSele選擇客戶

CustomerSelection首先，按照特性characteristics與喜好preference，將市場劃分成區(qū)塊選擇目標(biāo)客戶，創(chuàng)造獨(dú)特unique且可辯護(hù)defensible的價(jià)值主張valueproposition不同客戶所帶來的利潤差異確認(rèn)投資在最能獲利的機(jī)會(huì)中執(zhí)行者應(yīng)花費(fèi)同等的時(shí)間與精力在選擇及投資目標(biāo)客戶,如同選擇與投資資產(chǎn)、房產(chǎn)、及設(shè)備避免嘗試成為所有可能客戶的最佳供應(yīng)者選擇客戶

CustomerSelection首先，按照特客戶細(xì)分

CustomerSegmentation客戶細(xì)分應(yīng)該以客戶價(jià)值主張為基礎(chǔ)客戶想要從產(chǎn)品或服務(wù)中獲得的好處細(xì)分方式舉例：使用強(qiáng)度useintensity：Heavy、light、none想要獲得的好處：價(jià)格、服務(wù)、表現(xiàn)、關(guān)系、品牌辨識(shí)度忠誠度：無、普通、強(qiáng)烈、死忠committed態(tài)度：不滿意、滿意、愉悅delighted客戶細(xì)分

CustomerSegmentation客戶細(xì)客戶細(xì)分

CustomerSegmentation因?yàn)榭蛻粝埠秒y以直接觀察，因此通常以較易觀察到的特性取代。例如：–人口學(xué)因素Demographicfactor：年齡、收入、財(cái)產(chǎn)、性別、職業(yè)、種族–地理因素：國家、地區(qū)、城市、鄉(xiāng)下–生活型態(tài)：Value-oriented、luxury-oriented客戶細(xì)分

CustomerSegmentation因?yàn)榭涂蛻艏?xì)分

CustomerSegmentation

此種取代當(dāng)然僅有在這些易觀察的特性與客戶的喜好有直接相關(guān)的時(shí)候才有價(jià)值Statisticaltechniques：–Clusteranalysis–identifyinghomogenouscustomersegments–Conjointanalysis–measuringcustomerpreferencesandneeds–Discriminantanalysis–separatingcustomersintodistinctsegments客戶細(xì)分

CustomerSegmentation選擇目標(biāo)細(xì)分市場

Selecttargetedsegments

企業(yè)選擇的顧客會(huì)影響企業(yè)的能力；相對(duì)的，企業(yè)的資源、能力、策略也會(huì)決定其最佳客戶在典型的流程中，企業(yè)的策略會(huì)影響對(duì)顧客的選擇case選擇目標(biāo)細(xì)分市場

Selecttargetedsegm選擇顧客之目標(biāo)與測量指針

目標(biāo)了解客戶區(qū)塊劃分篩選不會(huì)帶來利潤的客戶unprofitablecustomer目標(biāo)對(duì)準(zhǔn)高價(jià)值的客戶品牌管理

測量指標(biāo)各區(qū)塊貢獻(xiàn)的利潤目標(biāo)區(qū)塊的市場占有率不會(huì)帶來利潤的顧客比例NumberofStrategicaccounts顧客調(diào)查：Brandawarenessandpreferences選擇顧客之目標(biāo)與測量指針目標(biāo)爭取客戶

CustomerAcquisition爭取客戶是客戶管理中最困難且最昂貴的流程與經(jīng)過選擇之新目標(biāo)客戶溝通價(jià)值主張使用入門產(chǎn)品(犧牲品、優(yōu)惠折扣商品)與客戶建立關(guān)系Inexpensiveenough產(chǎn)品解決問題的方式，在客戶心目中留下深刻印象品質(zhì)完美無瑕–避免顧客在首次購買就遇到問題產(chǎn)品可以因?yàn)樵鲑徆镜钠渌a(chǎn)品或是服務(wù)，產(chǎn)生升級(jí)的效果Case爭取客戶

CustomerAcquisition爭取客戶之目標(biāo)與測量指標(biāo)目標(biāo)溝通價(jià)值主張Customizemassmarketing爭取新客戶發(fā)展和經(jīng)銷商之間的關(guān)系測量指標(biāo)Brandawareness(survey)客戶對(duì)于活動(dòng)的反應(yīng)狀況在行銷活動(dòng)中試用產(chǎn)品的客戶數(shù)變成活動(dòng)客戶的比例爭取每個(gè)新客戶的成本預(yù)估爭取到的新客戶未來一生中所創(chuàng)造的價(jià)值經(jīng)銷商記分卡經(jīng)銷商調(diào)查回饋爭取客戶之目標(biāo)與測量指標(biāo)目標(biāo)測量指標(biāo)保有顧客

CustomerRetention保有客戶比持續(xù)加入親客戶來代替老客戶花費(fèi)便宜很多忠實(shí)顧客因?yàn)榭隙ㄆ放破焚|(zhì)與服務(wù)，不在乎花多一點(diǎn)點(diǎn)的價(jià)錢他們甚少換品牌，因此競爭者需要加大折扣的幅度才可以吸引他們的注意持續(xù)傳送基本的價(jià)值主張服務(wù)品質(zhì)保證設(shè)立客服中心響應(yīng)顧客的需求：訂貨、產(chǎn)品運(yùn)送、問題解決、提供信息等保有顧客

CustomerRetention保有客戶比持保有顧客

CustomerRetention比customerloyalty更有價(jià)值的- customercommitment向其它人推薦他對(duì)公司的產(chǎn)品或服務(wù)感到滿意若是對(duì)公司有不滿意的地方，會(huì)將問題反映給公司，使公司有機(jī)會(huì)改進(jìn)，而不是叛逃向競爭者。測量方式：–顧客提出的建議數(shù)–老顧客推介之人數(shù)–經(jīng)過老顧客推介后確實(shí)成為新顧客之人數(shù)保有顧客

CustomerRetention比cus保有顧客

CustomerRetention

Customerapostles(使徒、提倡者）-高度值得信賴且權(quán)威的committedcustomerWal-Mart’s推薦vs雜貨店推薦Toyota認(rèn)可–低成本、零缺陷、交貨迅速Customerowner-讓客戶參與新產(chǎn)品的設(shè)計(jì)、推廣提升服務(wù)的方式Apostles以及owners所創(chuàng)造的終身價(jià)值比大量沒有能力延攬新客戶或是提供有效建議的忠實(shí)客戶更多保有顧客

CustomerRetentionCus保有客戶之目標(biāo)與測量指標(biāo)目標(biāo)提供頂級(jí)客戶服務(wù)創(chuàng)造具加值效果的伙伴關(guān)系測量指標(biāo)頂級(jí)客戶的人數(shù)頂級(jí)客戶對(duì)品質(zhì)的評(píng)價(jià)解決客戶問題或是抱怨所需要的時(shí)間客戶的要求無法在初次回應(yīng)達(dá)到使客戶滿意的比例單一來源合約產(chǎn)生的金額及其占收入比例保有客戶之目標(biāo)與測量指標(biāo)目標(biāo)測量指標(biāo)目標(biāo)提供優(yōu)質(zhì)服務(wù)創(chuàng)造高忠誠度的客戶測量指標(biāo)服務(wù)層次Servicelevels,bychannel各種項(xiàng)目客戶的花費(fèi)數(shù)介紹新客戶之?dāng)?shù)量既有客戶介紹之新客戶人數(shù)Apostlecustomers的見證數(shù)忠實(shí)客戶對(duì)提升產(chǎn)品及服務(wù)的建議數(shù)保有客戶之目標(biāo)與測量指標(biāo)目標(biāo)測量指標(biāo)保有客戶之目標(biāo)與測量指標(biāo)發(fā)展顧客關(guān)系與價(jià)值

CustomerGrowth

客戶管理流程的終極目標(biāo)-增加客戶的價(jià)值用入門商品獲得新顧客后，提供客戶其他更高利潤的產(chǎn)品來拓展顧客的終身價(jià)值Cross-sell：在貨物售出后，提供加值的特色及服務(wù)。Partner：針對(duì)目標(biāo)顧客的需求發(fā)展specificsolutions。case發(fā)展顧客關(guān)系與價(jià)值

CustomerGrowth客發(fā)展客戶關(guān)系與價(jià)值之目標(biāo)與測量指標(biāo)測量指標(biāo)每客戶使用產(chǎn)品數(shù)高于入門產(chǎn)品之商品所產(chǎn)生之利潤共同發(fā)展服務(wù)協(xié)議之?dāng)?shù)量售后服務(wù)產(chǎn)生之收入/利潤可提供附加價(jià)值服務(wù)之?dāng)?shù)量單一來源合約數(shù)量利益共享協(xié)議數(shù)量利益共享協(xié)議帶來的收入花在客戶身上的時(shí)間目標(biāo)Cross-sellcustomersSolutionselling與客戶建立伙伴關(guān)系發(fā)展客戶關(guān)系與價(jià)值之目標(biāo)與測量指標(biāo)測量指標(biāo)目標(biāo)CustomerValuePropositionFigure4-3CaseMarineEngineeringSelectionAcquisitionRetentionGrowthInternalPerspectiveCustomerPerspectiveFinancialPerspectiveLowerLife-Cycle

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systemavailabilityCustomerValuePropositionFiguCustomerValuePropositionFigure4-4Case：MetroBankSelectionAcquisitionRetentionGrowthInternalPerspectiveCustomerPerspectiveFinancialPerspectiveProvideTailored

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CustomerServiceCustomerValuePropositionFiguCustomerValuePropositionFigure4-5Case：AcmeChemicalsSelection*Acquisition*Retention*Growth*InternalPerspectiveCustomerPerspectiveFinancialPerspectiveCompetitive

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ProductivityCustomerValuePropositionFigu與客戶構(gòu)面之連結(jié)客戶價(jià)值主張品牌形象客戶關(guān)系選擇客戶保有客戶獲得客戶客戶成長與客戶構(gòu)面之連結(jié)客戶價(jià)值主張品牌形象客戶關(guān)系選擇客戶保有客戶CasesSelectionAcquisitionRetentionGrowthMarineEngineer目標(biāo)客戶：想要和供應(yīng)者建立伙伴關(guān)系而非單純價(jià)格取向形象：超級(jí)系統(tǒng)整合者提供各個(gè)專案及服務(wù)整合性管理流程MetroBank目標(biāo)客戶：HVCs形象：值得信賴的財(cái)務(wù)顧問提供需要專業(yè)顧問的客戶個(gè)人化的財(cái)務(wù)解答優(yōu)質(zhì)的客戶服務(wù)客戶使用更多的服務(wù)AcmeChemicals市場成熟潛力客戶極少目標(biāo)客戶：擴(kuò)展來自既有客戶之利益價(jià)格可以協(xié)商但是仍然具有競爭性客戶對(duì)leading-edge服務(wù)之需求建立雙贏關(guān)系CasesSelectionAcquisitionReten客戶構(gòu)面之目標(biāo)與測量指標(biāo)目標(biāo)透過誘人的價(jià)值主張?zhí)嵘蛻魸M意度提升客戶忠誠度創(chuàng)造瘋狂追星族測量指標(biāo)非常滿意之客戶比例客戶保有狀況客戶關(guān)系深度客戶介紹產(chǎn)生生意之比例客戶構(gòu)面之目標(biāo)與測量指標(biāo)目標(biāo)測量指標(biāo)與財(cái)務(wù)構(gòu)面之連結(jié)客戶價(jià)值主張品牌形象客戶關(guān)系選擇客戶保有客戶獲得客戶客戶成長創(chuàng)造新的收入來源增加客戶價(jià)值與財(cái)務(wù)構(gòu)面之連結(jié)客戶價(jià)值主張品牌形象客戶關(guān)系選擇客戶保有客戶財(cái)務(wù)構(gòu)面之目標(biāo)與測量指標(biāo)目標(biāo)創(chuàng)造新的收入來源增加每位客戶的收入增加客戶獲利率降低銷售成本測量指標(biāo)來自新客戶的收入來自新產(chǎn)品、新服務(wù)的收入客戶支出占率客戶獲利能力未創(chuàng)造利潤之客戶比例銷售支出/總收入各種不同管道之銷售成本使用電子交易之客戶比例財(cái)務(wù)構(gòu)面之目標(biāo)與測量指標(biāo)目標(biāo)測量指標(biāo)與學(xué)習(xí)成長構(gòu)面之連結(jié)

有效的客戶管理流程需要以下支持：員工能力、資訊系統(tǒng)、組織文化氣候HumanCapital新能力–數(shù)據(jù)庫行銷、datamining、顧客分析、 callcenters、customerinteraction center、網(wǎng)頁設(shè)計(jì)與學(xué)習(xí)成長構(gòu)面之連結(jié)有效的客戶管理流程需要以下支持：員HumanCapital-各個(gè)流程所需的能力流程能力Customerselection市場分析Customeracquisition溝通、談判技巧了解客戶環(huán)境、需求、提出價(jià)值主張Customerretention服務(wù)品質(zhì)管理、貨物配送管理溝通、快速解決客戶問題Customergrowth客戶關(guān)系關(guān)系了解客戶的組織、行業(yè)、特殊工作，提供優(yōu)秀的咨詢顧問、解決客戶問題HumanCapital-各個(gè)流程所需的能力流程能力CInformationCapital資訊技術(shù)以及相關(guān)的分析技術(shù)（datamining、activity-basedcustomerprofitabilitymeasurement)使組織得以提供客戶化、個(gè)性化的服務(wù)Land’sEnd–寄不同的目錄給不同顧客區(qū)塊的顧客1-800-F–自動(dòng)提醒顧客重要日期A–監(jiān)測個(gè)人購買狀況并推薦與顧客購買書籍類似的書籍，以及同類型顧客購買的書籍InformationCapital資訊技術(shù)以及相關(guān)的分析InformationCapital流程能力CustomerselectionClusteranalysis–人口學(xué)特性、喜好Customeracquisition資料庫行銷databasemarketing、電子行銷telemarketingCustomerretentionCRMCustomerservicecentersCustomergrowth網(wǎng)際網(wǎng)絡(luò)

–提升教育、合作InformationCapital流程能力Custom組織資本

OrganizationCapital客戶管理流程需要新的組織氣候-以客戶為中心，不再以產(chǎn)品為導(dǎo)向。Teamwork-分享同樣的信息、朝相同目標(biāo)邁進(jìn)–Salesperson–進(jìn)行交易–Solutionsengineer,relationshippartner–設(shè)計(jì)產(chǎn)品、服務(wù)之portfolio–Callcenter–提供follow-up組織資本

OrganizationCapital客戶管理流學(xué)習(xí)與成長構(gòu)面之目標(biāo)與測量指標(biāo)目標(biāo)發(fā)展策略競爭力吸引并保有杰出的人才發(fā)展客戶管理資訊系統(tǒng)增加知識(shí)分享測量指標(biāo)HumancapitalreadinessTurnoverofkeypersonnelCustomerapplicationportfolioreadiness擴(kuò)展知識(shí)管理系統(tǒng)之使用人力資本資訊資本學(xué)習(xí)與成長構(gòu)面之目標(biāo)與測量指標(biāo)目標(biāo)測量指標(biāo)學(xué)習(xí)與成長構(gòu)面之目標(biāo)與測量指標(biāo)組織資本目標(biāo)建立以客戶為中心的文化建立個(gè)人目標(biāo)一致性測量指標(biāo)EmployeeculturesurveyPercentofemployeeobjectiveslinkedtoBSCcustomerprocessandoutcomemeasures學(xué)習(xí)與成長構(gòu)面之目標(biāo)與測量指標(biāo)目標(biāo)測量指標(biāo)Understand

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customersTargethigh-value

customersManagethebrandCustomerSelectionCommunicatevalue

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