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1、Customer Segmentation: Foundation for Differentiated CRM,Wilson Lo, Head of Business Planning & CRM Consumer Banking, Hong Kong, DBS,1,Abundance of CRM Fiasco,Projected Benefits and Returns not there Low to “no” usage Not in pace with changing business needs Qualitative Creativity still predominant,
2、Data Warehouse,Front-end Platform,Analytics,Program Learning,The Great Expectation,2,CRM - Strategy for Relationship Building,CRM Lifecycle Growth Strategy - Lifetime Relationship Management Servicing Strategy Enabler Strategy,Customer Strategy & Business Objective,3,Customer Analytics for Developin
3、g CRM,CRM Success Factors Different customers have different needs Understand your customers Serve them as they wish,Segmentation Dynamic Modeling Annotate customer characteristics Cover the entire customer base,4,No One Scheme Fits All,Product,Transaction Usage,Behaviour,Value- Based,Segments of On
4、e,Knowledge of Customers,High,Low,Number of Segments,Few,Many,Needs- Based,5,Segmentation - Know Your Customers,Conventional Homogeneous within Segment and Heterogeneous among Segments Stable Balanced distribution Mono-dimensional Internally focused (for data availability),Dynamic Both homogeneous a
5、nd Heterogeneous BUT Actionable Evolving Hierarchical - Pigeon-hole Multi-dimensional Total Customer View - incorporating external data,6,Dynamic Segmentation, a continuous and ever-evolving process,More Segments will be generated,Some Segments will become obsolete,Customer Needs are Ever-changing,A
6、 New Practical Course,Attributes Multi-Dimensional Accessible Heterogeneous Evolving Actionable,7,Dynamic Segmentation in Practice, it changes/grows as Business Context varies,Segmentation has its own Lifecycle,Stage 2 = Behavioural Stage 3 = Needs-based,8,Segmentation & Modeling for CRM Program,Str
7、uctured Triple A CRM Lifecycle Model,Acquisition Customer-centric Eliminate the “Irrelevant”,Anti-Attrition Micro-analysis to identify Trigger Predictive Model,Stage 3 for Anti-Attrition,Stage 3 for Activation,9,Intelligent Customer/ Sales Platform,Campaign Mgt Tool,Legacy Systems,Unfolding the Tech
8、nical Enablers,Datamart,Other Channels,10,CRM Practices Dynamic Segmentation Pigeon-hole Targeting Portfolio Strategy Contact Management,Wealth Management Investment Prone Profiling Portfolio Profitability Analysis Knowledge-based Selling,Credit Risk Products Risk-based Analytic Model Loan Customers
9、 Profiling Optimization Model,Profitability Product Profitability Customer Profitability Customer Value Model - Current & Lifetime Holistic Profit View,Use Data to build CRM Analytics,11,Relationship and Loyalty Building with Every Contact,Intelligent Sales Leads,A n a l y t i c F r a m e w o r k,Ut
10、ilizing Knowledge in Customer Contact,12,Acquisition - Focusing the Relevant,Before Triple A Model,With Triple A Model,Customers Acquired has doubled,13,Low Contribution,Additional Product Potential,Profile Matching - Nearest Segment,Plan Upsell Program,15% Migrated to a Higher Value Segment,Increas
11、e Segment Value, when the Segment Profile still holds,Develop Relationship with the Affluent Technocrats - one of the 100 Segments,Activation Segment Profile as Activation Driver Programs can be Responsive but Systematic,Product Gap Selling with Segment Cloning,14,Idea Generation,Select Appropriate
12、Micro-Segment,Electronic Sales Leads,Applicability of Triple A Program,Interim Review (First 48 Hours),Select Channel based on Preference,Daily & Weekly Program MIS,Customer Purchase,Improvement with Structured CA, revitalize End-to-End Campaign Process,Response up by 4-6 Times Customer Centric,15,Customer Intelligence as Foundation,Customer Value Model,Discipline Relevant Application of Enablers,Business Process Integration & Team Work,Analytics Dynamic not Static, be sensitive to Business Changes,Customer Intelligence,16, Enjoyable & Rewarding CRM Applications,
