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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. 2MikailiLilly高级客户关怀埃森哲高级客户关怀埃森哲Levels Of InsightRetention, up-sell, or serviceAcquisition, capital investmentsMass media buysCorporate BrandingM&A/Alliance Stra
5、tegyCorporate StrategyPrice Plans/BundlingCapital/Technology Investment StrategyCorporate DirectionNetwork BuildNew Market EntryIT project prioritizationSupply Chain StrategyPromotionsNew Business/Growth StrategyAcquisition campaignsNetwork decisionsRetail StrategyChannel StrategyProduct prioritizat
6、ionPOS technologyStore design/inventorAccessory mixAlliance prioritizationMarketing:The “Ps Rs”BundlesRetention offersCross sell of value added servicesDifferentiated customer serviceTelesales calling listsWeb site personalizationLifecycle communication plan5-10 Segments50-100 CellsMillions of Custo
7、mersIllustrative Business DecisionsLevel of InsightVarious analysis types are employed to make sound decisions about corporate direction, acquisition and capital investments, retention, ups-sell or service.3MikailiLilly高级客户关怀埃森哲高级客户关怀埃森哲ApproachAccenture implemented a phased approach for a successfu
8、l Customer Insight Revenue Generation program. -20%0%20%40%60%80%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 effectivene
9、ssDevelop optimal campaign program planDevelop long term road mapSustained Customer InsightInstitutionalize insight throughout the organizationIngrain new processes in the organizationILLUSTRATIVEInsight ServicesExtend/expand the scope of revenue growth strategy to include other channels, customer b
10、aseInfrastructureDevelop technology based capabilitiesValue CaptureValue TargetingPhase 1Phase 2Leverage Results to Entire BasePhase 4Results Tracking & MonitoringPhase 3Establish Growth StrategyProve EffectivenessImprove EfficiencyIdentify growth opportunitiesDevelop a caseEstablish benefits Priori
11、tize initiatives4MikailiLilly高级客户关怀埃森哲高级客户关怀埃森哲Client SituationThe Lifecycle Group is responsible 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
12、these churn programs have matured, focus turned to proactively growing the revenue of existing 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 revenueVal
13、ue Targeting:Identify, pro analyze the segmentsAssess market and identify opportunitiesDevelop 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 Monito
14、r pilots and create summary report of resultsLeverage Results to Entire BaseDesign campaigns based on pilot resultsCreate launch plan and business case for campaignsLaunch campaignsBI OfferingsSolutionResultsCompany DescriptionA leading US provider of fully integrated, wireless communications servic
15、es. Focuses its products and service towards Business CustomersLeads the Industry in Customer RetentionIncrease RevenueCase I: Revenue Generation for a Major Wireless Company5MikailiLilly高级客户关怀埃森哲高级客户关怀埃森哲Case I: Growth Segmentation Analysis FrameworkRate Plan - Price Point 1-10%+10%Unstable TrendSe
16、parates customers to limit “noise” in trend analysisHML123Undefined/ErrorH1H2H3M1M2M3L1L2L3Average Subscriber ChargeSubscriber 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
17、 month variationsCut-offs chosen to show significant trends in the movement of revenue and to split the base roughly into 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 & Pro
18、6MikailiLilly高级客户关怀埃森哲高级客户关怀埃森哲The wireless industry is exhibiting the telltale signs of a maturing and potentially unhealthy market.Note 1: Includes Consumer Post-Paid, Business, Resellers and Pre-Paid Subscribers.Source: CTIA, Morgan Stanley, Client estimates$80B industry with revenues with 12% Co
19、st of AcquisitionNew products and services still compelling in valueBundles are becoming increasing important Convergence is bringing new opportunities to the marketMarket is at an inflection pointFocus is shifting from revenue growth to profitabilityThe Good News:Declining new subscriber growthSatu
20、ration of high profitability wireless users Market inefficiencies and gap between customer marketing and sales is adding to declining marginsLargest remaining sources of growth are lower endSwitchers out number new entrants by 2:1LWNP is not an “if” but a “when”Spectrum and network constraints aboun
21、dUntraditional entrants are shifting the value chainBottom-line economics are deterioratingThe Bad News:Rev./User1$46$45Churn2.6%2.7%CPGA$286$294Min. of Usage188249RevenueCostAttritionDecreasing Customer Value$463.1%$340343Yield2$0.24$0.18$0.13Annualized Subscriber GrowthAnnualized Growth RateJune 8
22、5June 010%50%100%150%200%250%Case Study II: Insight Driven Customer Strategy7MikailiLilly高级客户关怀埃森哲高级客户关怀埃森哲Case Study II: Business Issues Which new products are most likely to have fastest, profitable uptake and by which customers? Which new products will attract new customers that look like our mos
23、t 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 store shelf to best meet the needs of local customers? How do we better deploy Network capital to improve service and loyalty? What ge
24、ographic 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 route calls and handle an individual customer contact? How do we respond to a competitor price change? Can we institute a customer loy
25、alty 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 profitably? How do we prioritize IT infrastructure development to optimize customer experience and our bottom line by segment? Which p
26、otential alliance partners support our customer strategy? Which alliances are most likely to attract and retain the “best” customers? On what terms?SalesCustomer Service Information TechnologySupply ChainAlliancesProduct DevelopmentNetworkCustomer InsightIn this saturated market, the company was fac
27、ing many key business questions that now can be answered with strong analytical support.8MikailiLilly高级客户关怀埃森哲高级客户关怀埃森哲The first step was to create a 360-degree view of the customer that incorporated factors from all key areas.Component of SegmentationVariable CategoryCharges from the billing system
28、Minutes of use used as a proxy for cost to serveMinutes of useChannel preferencesAccess ChargesOverage ChargesRoaming ChargesPlan Sample of FieldsChannel (retail, agent, etc.)Distribution (internet, etc.)Product groupProduct subgroupPrice planProfitability40 variablesBehavior130 variablesCall Detail
29、 All MinutesCall Detail Home MinutesMinutes of Use - AirCall Detail All MinutesCall Detail Home MinutesMinutes of Use - AirDemographics400 variablesDemographicsAgeIncomeEthnicityMarital StatusOccupationLifestyleGolfBoatingGardeningCase Study II: Approach9MikailiLilly高级客户关怀埃森哲高级客户关怀埃森哲Case Study II:
30、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 cells below these for insights in many key decisions areas. Sources: C
31、ustomer Data10MikailiLilly高级客户关怀埃森哲高级客户关怀埃森哲Case Study II: Market Research ResultsSegmentMore Likely to HaveLess Likely to HaveProduct Features1 Expressed Interested in the Following Data Products2ABCDEInternational LDCellular InsuranceMobile-To-MobileEnhanced VoicemailWireless DataEmailInstant Mess
32、agingInternet GamingInternet ShoppingNewsGPSCellular InsuranceMobile-To-MobileWireless DataEmailInstant MessagingInternet GamingInternet ShoppingNewsGPSCellular InsuranceWireless DataNot Interested in Data ProductsCellular InsuranceMobile-To-MobileEmailNewsGPSRoadside AssistanceCellular InsuranceMob
33、ile-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 average to exhibit listed behavior.Using primar
34、y research already performed, we were able to determine key product areas for top segments.11MikailiLilly高级客户关怀埃森哲高级客户关怀埃森哲Case Study II: Market ResearchMarket Share Leader in SegmentNote 1: Includes carriers such as Nextel, Rural Cellular, US Cellular and respondents who did not indicate a carrier.
35、 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 SegmentSource: 2001 Conv
36、ergence 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 churn rates, it wa
37、s critical to identify the addressable market in each area, and to find out where those customers were if they were not in our base.12MikailiLilly高级客户关怀埃森哲高级客户关怀埃森哲What is Customer Insight?Customer Insight is a capability that requires the integration of business processes to drive actionable strate
38、gies and tactics.From 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 Inte
39、ractionsGather & 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 Refinement13MikailiLilly高级客户关怀埃森哲高级客户关怀埃森哲
