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1、CustomerRelationshipManagement(CRM)Workshop21stOctober,2000Shanghai,China1Why-CRMToday,businessesaresubjecttostronger,morerapidlychangingforces:Globalization;Deregulation;ConvergenceofindustriesMoreoveraninfluentialnewcomerisheree-business,theInternetandtheWeb2Why-CRMToday’scustomer
2、saskNotonlyforsuperiorqualityButalsoforresponsiveserviceThiscanonlybeprovidedbyCustomerRelationshipManagement(CRM)3Why-CRMCRMisnotAconceptAproject4Why-CRMCRMisabusinessstrategythataimstounderstand,anticipateandmanagetheneedsofanorganization’scurrentandpotentialcustomers5Why-CRMInpra
3、ctice,CRMisaprocessofAcquiringRetainingandGrowingprofitablecustomers6Why-CRMCRMrequireAjourneyofstrategicdevelopment,Processmanagement,OrganizationalandTechnicalchangeWherebyacompanycanbettermanageitsownenterprise(frontandbackoffice)aroundcustomerbehaviors7Why-CRMTobeeffectiveinmana
4、gingthecustomerrelationship,anorganizationmustDefineitscustomerstrategyCreateachannelandproductstrategyUnderstandtheimportanceofarobustandintegratedinfrastructurestrategy8Why-CRMAdvantagesovertraditionalmass-mediadrivenmarketingReducesadvertisingcostMakesiteasiertotracktheeffectiven
5、essofagivencampaignAllowsorganizationstocompeteforcustomersbasedonservice,notprice9Why-CRMPreventsoverspendingonlow-valueclientsorunderspendingonhigh-valueonesSpeedsupthetimeittakestodevelopandmarketaproduct(themarketingcycle)Improvesuseofthecustomerchannel,thusmakingthemostofeachco
6、ntactwithacustomer10ASmallPercentageoftheCustomerBaseProvidesaMajorityoftheRevenuesandProfits1Source:TheAdvisoryBoardCompany,“RetailLending,VisionoftheFuture”CouncilonFinancialCompetition,1994;“AllConsumersAreNotCreatedEqual”,GarthHallberg,199584%RevenuesProfitsUSDietCokeDrinkers%To
7、talDietCokeVolumeConsumed33.3%33.3%33.3%13%3%20%76%CreditCardRelationshipsCreditCardProfitsHigh-usage,high-revolvercardrelationshipsProfitsproducedbyhigh-usage,highrevolveraccounts11114%22%24%40%53%36%14%3%DollarsSpentPerMonthSegmentIV$100+SegmentIII$50-100SegmentII$25-50SegmentI$25
8、Asmallpercentageofc
