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1、Barcelona Beijing Berlin Brussels Bucharest Budapest Buenos Aires Detroit Dsseldorf Frankfurt Hamburg Kiev Lisbon London Madrid Milan Moscow Munich New York Paris Prague Riga Rome San Francisco So Paulo Shanghai Stuttgart Tokyo Vienna Warsaw Z Roland Berger Strategy Consultants, USA 01/2002, all rig
2、hts reservedMaximizing Customer ValueA Strategic Perspective on CRMMaximizing Customer ValueA Strategic Perspective on CRMJanuary 2002ContentsIntroduction: Customers are taking control3Insight #1: Customer value drives company value5Insight #2: Not all customers are created equal8Insight #3: Only a
3、few brands have the right to customer relationships14Insight #4: Every interaction point is a relationship opportunity, not a support cost18From CRM Insights to CRM Excellence: Success factors and case studies21Roland Berger Strategy Consultants: Creative CRM Strategies that Work28Study2Introduction
4、: Customers are taking controlThe traditional strategic thinking by which a company creates value by “owning the customer” is about to undergo a dramatic shift. Customers are taking control. New technologies are allowing them to gain more access to information. The Internet is creating more dialogue
5、 opportunities than ever between customers and companies. Customers are expressing their needs, their values and their lifestyles, and expect companies to respond to them.Early signs of this customer control and of the paradigm shift in value creation are apparent in virtually every industry. Napste
6、r, the peer-to-peer music company, fundamentally disrupted the value creation model of the music industry by giving customers control over the choice of their music. Lego, the toy company, had to “capitulate” to its customers when they took partial control over product devel- opment for Mindstorm to
7、ys, by developing their own operating system, LegOS. And patients are even taking control over their health, challenging their doctors and redefining the business fundamentals of pharmaceutical companies. Maximizing Customer Value A Strategic Perspective on CRM3Products and servicesTransactionsPassi
8、ve customersMassesTraditional rulesExperiencesRelationshipsCustomers as collaboratorsCommunitiesCustomer transformationsThe new value creation modelSource: Roland Berger Strategy ConsultantsThis new customer control has created a renewed appetite for Customer Relationship Management (CRM), but has a
9、lso called for a radical transformation of the CRM approach. Indeed companies have in recent years invested billions of dollars in CRM technologies, providing a purely technological response to this customer transformation. Even today, CRM remains, for the most part, a CIO initiative, and has suffer
10、ed from a lack of commitment across multiple functions within organizations. Most companies now need to examine the strategic underpinnings of successful CRM. The answer to customer value maximization lies in four strategic questions:1. Who are our high-value customers?2. What must we do to differen
11、tiate our customer relationships?3. How do we acquire potential high-value customers?4. How do we create customer enthusiasm and loyalty? This white paper was designed as a guide through the maze of turbulent changes and confusion surrounding CRM. It provides strategic insights into the CRM processe
12、s and enablers that will determine the ultimate success for customer-oriented companies. The insights discussed here are based on the intellectual capital of Roland Berger Strategy Consultants and draw upon original research from recent CRM assignments, interviews with leading retailers and manufact
13、urers, as well as software providers.If you seek clarity in your organizations CRM agenda, read on!Study4Insight #1: Customer value drives company valueThe once dizzying valuations and stock performance of Internet start-up com- panies highlighted that investors were betting on customers, and not ph
14、ysical stock, being the key assets. Analysts linked the value creation potential of companies such as Amazon, Yahoo!, and AOL to the number, value and growth potential of their customer base. It was widely believed, that amidst the flux in technology and business there was only one tangible certaint
15、y customers!However, this link between customer value and company value is not a purely phenomenon. Our research clearly shows that across industries, tradi- tional companies that are CRM leaders outperform the market on a sustainable basis. CRM best practice companies from a cross-section of indus
16、tries1benefit from a PE ratio 20 percent higher than that of the industry average. As the battle for scarce customers continues, financial analysts find a new value pattern: Companies record a triple digit growth in revenues and assets in industries such as financial services and telecommunications, yet incur losses, because they do not make adequate allowances for escalating customer acquisi- tion costs. A growing importance is now bein
