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1、Copyright 2006 Accenture All Rights Reserved. Accenture, its logo, and High Performance Delivered are trademarks of Accenture.Driving High Performance for a Large Wireless Communication Company Through Advanced Customer InsightAccenture Consulting CRM Customer InsightPresenters: Ramin Mikaili and Ly
2、nette LillyIn saturated competitive markets, the economics of acquisition and retention becomes painfully obvious and requires a shift in the marketing mix from using the 4 Ps to the 4 Rs. 11. James G. Barnes book Secrets of Customer Relationship Management McGraw Hill copyright 2000, page 22-23Why
3、Customer Insight?4 PsPriceProductPromotionPlace4 RsRelationships: effective communication, trust, commitment, understanding customer needs Retention: targeted incentives, rewards, loyalty programs for specific segmentsReferrals: value selling, CommunicationRecovery: strong win-back programs, product
4、 and service development Acquisition determines how fast a company can grow. Retention determines whether a company will survive over time. Levels Of InsightRetention, up-sell, or serviceAcquisition, capital investmentsMass media buysCorporate BrandingM&A/Alliance StrategyCorporate StrategyPrice Pla
5、ns/BundlingCapital/Technology Investment StrategyCorporate DirectionNetwork BuildNew Market EntryIT project prioritizationSupply Chain StrategyPromotionsNew Business/Growth StrategyAcquisition campaignsNetwork decisionsRetail StrategyChannel StrategyProduct prioritizationPOS technologyStore design/i
6、nventorAccessory mixAlliance prioritizationMarketing:The “Ps RsBundlesRetention offersCross sell of value added servicesDifferentiated customer serviceTelesales calling listsWeb site personalizationLifecycle communication plan5-10 Segments50-100 CellsMillions of CustomersIllustrative Business Decisi
7、onsLevel of InsightVarious analysis types are employed to make sound decisions about corporate direction, acquisition and capital investments, retention, ups-sell or service.ApproachAccenture implemented a phased approach for a successful Customer Insight Revenue Generation program. -20%0%20%40%60%8
8、0%100% of Potential Value CapturedInsight ObtainmentInsight ApplicationDevelop tactical targeting toolsApply test and control methodology to examine/generate hypothesesIdentify the customer data requirements for enhancing the effectivenessDevelop optimal campaign program planDevelop long term road m
9、apSustained Customer InsightInstitutionalize insight throughout the organizationIngrain new processes in the organizationILLUSTRATIVEInsight ServicesExtend/expand the scope of revenue growth strategy to include other channels, customer baseInfrastructureDevelop technology based capabilitiesValue Cap
10、tureValue TargetingPhase 1Phase 2Leverage Results to Entire BasePhase 4Results Tracking & MonitoringPhase 3Establish Growth StrategyProve EffectivenessImprove EfficiencyIdentify growth opportunitiesDevelop a caseEstablish benefits Prioritize initiativesClient SituationThe Lifecycle Group is responsi
11、ble for maximizing the lifetime value of the customer baseTheir traditional focus has been retention. Team has had significant success reducing churn and increasing the portion of the base under contractAs these churn programs have matured, focus turned to proactively growing the revenue of existing
12、 customers However, the carrier lacked key infrastructure and capacity to launch a comprehensive cross sell/up sell programSignificant increases achieved for pilot, base, and lifetime incremental revenueValue Targeting:Identify, profile and analyze the segmentsAssess market and identify opportunitie
13、sDevelop portfolio of cross-sell and up-sell pilot opportunitiesValue Capture:Select opportunities and develop business caseCreate pilot launch plan and identify key metricsPrepare channels and launch pilots Monitor pilots and create summary report of resultsLeverage Results to Entire BaseDesign cam
14、paigns based on pilot resultsCreate launch plan and business case for campaignsLaunch campaignsBI OfferingsSolutionResultsCompany DescriptionA leading US provider of fully integrated, wireless communications services. Focuses its products and service towards Business CustomersLeads the Industry in C
15、ustomer RetentionIncrease RevenueCase I: Revenue Generation for a Major Wireless CompanyCase I: Growth Segmentation Analysis FrameworkRate Plan - Price Point 1-10%+10%Unstable TrendSeparates customers to limit “noise in trend analysisHML123Undefined/ErrorH1H2H3M1M2M3L1L2L3Average Subscriber ChargeSu
16、bscriber Charge Trend6 Month6 month subscriber average of key charges. Forecast change in revenue over 6 months based on a regression of monthly subscriber charges to smooth month to month variationsCut-offs chosen to show significant trends in the movement of revenue and to split the base roughly i
17、nto three partsCut-offs chosen to split the base into roughly three parts12345The Revenue Change matrix is the tool we use to analyze the baseRate Plan - Price Point 2 Identify & Profile segmentsThe wireless industry is exhibiting the telltale signs of a maturing and potentially unhealthy market.Not
18、e 1: Includes Consumer Post-Paid, Business, Resellers and Pre-Paid Subscribers.Source: CTIA, Morgan Stanley, Client estimates$80B industry with revenues with 12% Cost of AcquisitionNew products and services still compelling in valueBundles are becoming increasing important Convergence is bringing ne
19、w opportunities to the marketMarket is at an inflection pointFocus is shifting from revenue growth to profitabilityThe Good News:Declining new subscriber growthSaturation of high profitability wireless users Market inefficiencies and gap between customer marketing and sales is adding to declining ma
20、rginsLargest remaining sources of growth are lower endSwitchers out number new entrants by 2:1LWNP is not an “if but a “whenSpectrum and network constraints aboundUntraditional entrants are shifting the value chainBottom-line economics are deterioratingThe Bad News:Rev./User1$46$45Churn2.6%2.7%CPGA$
21、286$294Min. of Usage188249RevenueCostAttritionDecreasing Customer Value$463.1%$340343Yield2$0.24$0.18$0.13Annualized Subscriber GrowthAnnualized Growth RateJune 85June 010%50%100%150%200%250%Case Study II: Insight Driven Customer StrategyCase Study II: Business Issues Which new products are most lik
22、ely to have fastest, profitable uptake and by which customers? Which new products will attract new customers that look like our most profitable cells? How do we launch a new product to maximize adoption? Which handsets are best for our bottom line (by customer)? How do we determine inventory and sto
23、re shelf to best meet the needs of local customers? How do we better deploy Network capital to improve service and loyalty? What geographic areas should be our priority in rolling out? Where can we invest to turn around profitability issues? How do we maximize new product adoption? How should we rou
24、te calls and handle an individual customer contact? How do we respond to a competitor price change? Can we institute a customer loyalty program to reduce churn? How do we handle Increasing volumes into the call centers? What is the likely reason thus customer is calling and how can we best serve pro
25、fitably? How do we prioritize IT infrastructure development to optimize customer experience and our bottom line by segment? Which potential alliance partners support our customer strategy? Which alliances are most likely to attract and retain the “best customers? On what terms?SalesCustomer Service
26、Information TechnologySupply ChainAlliancesProduct DevelopmentNetworkCustomer InsightIn this saturated market, the company was facing many key business questions that now can be answered with strong analytical support.The first step was to create a 360-degree view of the customer that incorporated f
27、actors from all key areas.Component of SegmentationVariable CategoryCharges from the billing systemMinutes of use used as a proxy for cost to serveMinutes of useChannel preferencesAccess ChargesOverage ChargesRoaming ChargesPlan Sample of FieldsChannel (retail, agent, etc.)Distribution (internet, et
28、c.)Product groupProduct subgroupPrice planProfitability40 variablesBehavior130 variablesCall Detail All MinutesCall Detail Home MinutesMinutes of Use - AirCall Detail All MinutesCall Detail Home MinutesMinutes of Use - AirDemographics400 variablesDemographicsAgeIncomeEthnicityMarital StatusOccupatio
29、nLifestyleGolfBoatingGardeningCase Study II: ApproachCase Study II: Strategic SegmentationTop Level Strategic SegmentsPopulation MultipleSeg CSegment DSeg BSeg ASegEValue FactorsBehavior Factors(Average)This analysis yielded five strategic segments and the decision was made to further analyze the ce
30、lls below these for insights in many key decisions areas. Sources: Customer DataCase Study II: Market Research ResultsSegmentMore Likely to HaveLess Likely to HaveProduct Features1 Expressed Interested in the Following Data Products2ABCDEInternational LDCellular InsuranceMobile-To-MobileEnhanced Voi
31、cemailWireless DataInstant MessagingInternet GamingFile TransferInternet ShoppingNewsGPSCellular InsuranceMobile-To-MobileWireless DataInstant MessagingInternet GamingFile TransferInternet ShoppingNewsGPSCellular InsuranceWireless DataNot Interested in Data ProductsCellular InsuranceMobile-To-Mobile
32、NewsGPSRoadside AssistanceCellular InsuranceMobile-To-MobileEnhanced VoicemailWireless DataNot Interested in Data Products1 Source: Client Data. Segments were at least 20% different from average to exhibit listed behavior.2 Source: 2001 Convergence Audit. Segments were at least 20% more likely than
33、average to exhibit listed behavior.Using primary research already performed, we were able to determine key product areas for top segments.Case Study II: Market ResearchMarket Share Leader in SegmentNote 1: Includes carriers such as Nextel, Rural Cellular, US Cellular and respondents who did not indi
34、cate a carrier. Note 2: Adding values may not total exactly 100% due to rounding.SegmentCompany 1Company 219%22%22%21%Company 3Company 4Company 511%12%18%17%20%14%13%16%18%16%11%14%7%10%3%3%23%17%14%7%4%Others1Total219%23%26%21%29%100%100%100%100%100%ABCDECompany 66%4%7%8%7%Market Share By SegmentSo
35、urce: 2001 Convergence Audit. Data is from response to question about, “who is your wireless carrier?. Market versus Client comparison is made using Claritas data and should be used for relative comparison only. Data does not exactly reflect Clients base.In highly competitive industry with high chur
36、n rates, it was critical to identify the addressable market in each area, and to find out where those customers were if they were not in our base.What is Customer Insight?Customer Insight is a capability that requires the integration of business processes to drive actionable strategies and tactics.F
37、rom our perspective, Customer Insight provides a holistic platform for the management, analysis, and application of information to drive business decisions across a corporation.Integrated View of the CustomerAdaptive Campaign Management and ExecutionIntelligent, Insight Driven InteractionsGather & Manage DataApply InsightAnalyze Data/Draw InsightProfiling and Propensity ModelingSegmentation and Value AnalysisClose the loop so customer responses are quickly incorporated into future analyticsCustomer InsightCustomer Insight FrameworkData Enrichment and Refinement
