Customer Relationship Management. Joseph FX Zahra
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1 Customer Relationship Management Joseph FX Zahra
2 The New Marketing Paradigm
3 CRM.. Is a multi functional core business strategy that sets out who to serve, and what and how to serve them.
4 CRM. An IT enabled sales and service function It s little more than precisely targeted one to-one communications CRM impact on marketing, operations, sales, customer service, HR, R&D, Finance and IT
5 Why customer relationship management? Deepening the customer relationship to achieve a total customer experience Permanent maximizing of individual lifetime customer value Optimal fulfillment of client needs Efficient deployment of available instruments & resources
6 CRM FAILS TO MEET CUSTOMER EXPECTATIONS % OF THE TIME (Gartner & Meta Group)
7 CRM ACQUIRING LOYALTY RETENTION
8 The loyalty effect 5% increased retention % increased returns
9 Acquisition vs Retention
10 Giving customers a little more than they expect
11 The answer is yes. What s s the question? BT advert
12 Environment and conditions are changing Saturated markets Parity offer Decreasing loyalty Pressure on margins New technologies
13 We can be the best or one of the rest
14 You You can t t have the fruits without the roots. Stephen R.Covey
15 The Value Star People Communication Process Servicescape Product/Brand Location Price Service
16 CRM leading to customer loyalty Customer Loyalty Empowerment Personalisation Bonding Satisfaction
17 The Development of a Prospect through CRM ADVOCATE SUPPORTER CLIENT Emphasis on retaining customers by developing and enhancing relationships Emphasis on acquiring new customers CUSTOMER PROSPECT
18 Measures of loyalty
19 The loyalty matrix
20 CRM: a simple goal which is very difficult to achieve
21 Crm value chain Supporting Conditions: Culture and Leadership Procurement processes Human Resource management processes IT/data management processes Organisation design P R O F I T A B I L I T Y
22 Crm value chain PRIMARY STAGES: Customer Portofolio Analysis Customer Intimacy Network Development Value Proposition Development Manage the relationship C U S T O M E R Continued..
23 CRM requires a radical shift of perspective Products Customer needs oriented segments Product 1 Product 2 Product 3 Segment 1 Segment 2 Segment 3 Group 1 Group 2 Group 3 Bundle 1 Bundle 2 Bundle 3 TARGET GROUPS Products/Services/ Information
24 The marketing-power-house
25 Linking business unit strategy to commercial action: Database Marketing
26
27
28 Customer relationships only become profitable after a few years EARNINGS NET EARNINGS GENERATED COSTS
29 Marketing Approach
30 Balanced scorecard Financial Perspective Customer Perspective Operational Efficiency Employee Perspective
31 Leading Marketing Edge - Change Cash Flow Sales Brandvalue ROE/ROA Customer Satisfaction Loyalty Cost LAGGING Market Share Share of Wallet LEADING
32 We need to change to stay what we are
33 The best vision is within sight but just out of reach
34 Leading change From Brick & Mortar To Click & Mortar
35 If HP knew what HP knows, It would be three times as profitable Lew Platt, CE O Hewlett -Packard
36 Data Quality Monitor Basic Data - Analysis Report Statistical Analysis Report Predictive Analysis Report
37 Management Commitment People Management.to Retention-Mix Customer Base Systems Management Retention Ret ntion Marketing Marketing
38 Customer relationship management
39 Knowledge discovery system High Value Defectors Loyalty- drivers Cross Selling Possibilities Product- bonding Product-Mix Analysis Product-Gap Analysis Developing New Products Segmentation Client Profiling Risk Assessment Wallet share Analysis Pricing Models Multichannel Analysis etc KDS
40 Loyalty-Function: f(l) = P Profitability High Low Low High Loyalty
41 CRM requires the customer centric alignment of many building blocks Products, Customer, Channels Strategic Focus Know your client Deliver a unique customer experience Minimize relationship cost Maximize share of wallet Business perspectives Deepen Relationships IT PLATFORM MARKETING DATAMART ANALYSIS TOOLS SEGMENTATION CONTACT SUPPORT (Triggers, Flags) WORKFLOW SUPPORT PROCESSES ORGANISATION CHANGE MANAGEMENT Business pillars
42 CRM how to get it work? Clear vision support Beware for analysis paralysis Organization mode is not carved in stone! Integrate IT-components in business Create learning environment It s not tooling it s the organization Delivery is Key! Be successful, and tell it.
43 CRM- How you get it wrong? Implementing CRM before creating a customer strategy Rolling out CRM before changing your organization to match Assuming that more CRM Technology is Better Stalking, not wooing, customers Source HBR, Avoid the Four Perils of CRM D.Rigby, F Reichheld, Ph. Schiffer, Feb 2002
44 The Service Profit Chain Employee Retention Revenue Growth Internal Service Quality Employee Satisfaction External Service Customer Satisfaction Customer Loyalty Employee Productivity Profitability
45 Corporate identity is part of the Business Strategy Branding is part of Corporate identity The value of the brand
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