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1、8/5/20241AgendaMarketNewsCRMExploitVirtualValueChainsNextWeek:EBPlanningRosettaNetvs.ebXML第1页/共39页第一页，共40页。8/5/20242e-BusinessApplicationArchitectureSupply Chain MgmtSelling Chain MgmtStakeholdersBusiness Partners,Suppliers, ResellersDistributors, Customers, ResellersEmployeesHRMS/ E-ProcurementFina
2、nceAuditingMgmt ControlBIEAICRMERPLogisticsProductionDistributionMarketingSalesCust Svce第2页/共39页第二页，共40页。8/5/20243WhyCRM?ReichhelsStudy:5%increaseinretentionhadimpactsashighas95%onthenetpresentvaluedeliveredbycustomersMcKinsey1999Study:RepeatcustomersgenerateovertwiceasmuchgrossincomeasnewcustomersB
3、y10%ofimprovement:customervaluestoincrease:Revenuefromrepeatcustomer-+5.8%ofcustomerswhorepeatpurchase+9.5%Customerchurnrate-6.7%第3页/共39页第三页，共40页。8/5/20244TheEconomicsofaPoorCustomerExperienceAtrisk 55%decline inwallet shareDefect 45%78%Poor experience22%PositiveexperienceComplain2%Donotcomplain98%A
4、trisk 34%Issue not resolvedDefect 28%Resolved 38%A N Enterprise2 million customersAverage revenue per customer: $100 per annum0.431 million customersdo not complain0.440 million customershave a poor experience0.197 million customersdefect = 10%$19.6m in lostrevenue per annumCopyright 2002第4页/共39页第四页
5、，共40页。8/5/20245ImpactofInternetBusinessSolutionsonCurrentCustomers57%Increasedcustomerattraction54%Increasedcustomersatisfaction37%Increasedcustomerretention32%Increasedcustomerloyalty14%Noneofthese第5页/共39页第五页，共40页。8/5/20246CRMLifeCyclePhases1. Acquire New Relationships2. EnhanceExisting Relationshi
6、ps3. RetainCustomerRelationshipsBundling Reduce Costs Customer ServiceDifferentiation Innovation ConvenienceAdaptability Listening New ProductsBundling Reduce Costs Customer Service第6页/共39页第六页，共40页。8/5/20247AcquireDirect Marketing Sales Force AutomationCustomer SupportProactive ServiceCross-sellAnd
7、Up-sellIntegrated CRM Application EnhanceRetainIntegrated CRM第7页/共39页第七页，共40页。8/5/20248CustomerDrivenFocusOrganizationProcessTechnologyHierarchicalDistributedFlat Customer DrivenProduct BasedFunctional &Business Unit SilosSegment BasedStreamlinedTransactionProcessingManagementInformation SystemsERP
8、& BackOffice AutomationFront & BackOffice IntegrationProductFocused Retail & Channel Focused CustomerFocusedCustomerProductStagesofBusinessDevelopmentStage1:ProductFocusedStage2:GenericChannelsandsegmentedmarketingStage3:GreaterattentiontocustomersStage4:Customersstarttodrivetheorganization第8页/共39页第
9、八页，共40页。8/5/20249CRMGoalsUsingexistingrelationshipstogrowrevenuesUsingintegratedinformationforexcellentserviceIntroducingconsistent,replicablechannelprocessesandprocedures第9页/共39页第九页，共40页。8/5/202410CRM for Growth and Profitability第10页/共39页第十页，共40页。8/5/202411HighLowInteraction FrequencyDirectIndirect
10、Customer Interaction BanksTelecomRetailAirlinesPackage GoodsDrugsPersonal ComputersInternet InfrastructureFurnitureAutos第11页/共39页第十一页，共40页。8/5/202412HowCRMWorksCRM Program Better responsiveness to customer needsIncreased customer satisfactionLoyal CustomersIncreased ARPUStronger brand attitudeLess p
11、rice sensitiveReduce customer churnCustomerDatabaseData MiningCross-sellingBetter Target MarketingMarket ResearchIncreased ARPUCost reductionsMore targeted communicationsNew customer insightsEarly warning systemSource: Dowling (2002)第12页/共39页第十二页，共40页。8/5/202413TheEightBuildingBlocksofCRM8. CRM Metr
12、ics3. Valued Customer Experience 4. Organizational Collaboration1. CRM Vision2. CRM Strategy5. CRM Processes7. CRM Technology6. CRM Information第13页/共39页第十三页，共40页。iConsistency across channelsiEmployee empowerment and compensationiEmployee skills/trainingiCross-functional rolesiInvolvement of partners
13、iMinimal transfersiLink to value propositionOutcomes:More-EffectiveCustomerInteractionsCopyright 2002第14页/共39页第十四页，共40页。8/5/202415EvolvetheCustomerExperienceUsingResearchandFeedbackStrategic research:Research on strength of relationshipdrivers of satisfaction and loyaltyOperational feedback:Event-dr
14、iven checks on customer experienceCustomer reviewsMonitor complaints and complimentsRelationshipPlanningDataCollectionBusinessIntelligenceCustomerInteractionUse best practices第15页/共39页第十五页，共40页。CampaignDevelopmentContentManagementChannelManagementiLoyaltyiChurn likelihoodiCurrent profitabilityiLifet
15、ime valueiDecision driversiLife eventsiRelationship eventsiExternal eventsRule-DrivenTriggersActionSelectionCustomerInteractionProfitabilityAnalysisSimulationand TestingBehavioralModelingBusinessIntelligenceCustomerInteractionManagementRelationshipPlanningDataCollectionCustomerRelationshipOptimizati
16、onCustomerAnalysisHand Offto ChannelsBusinessRulesChannelFeedbackDataWarehouseCRMData Mart第16页/共39页第十六页，共40页。8/5/202417The CRM Metrics Framework: Aligning Metrics and Processes to Achieve Goals 第17页/共39页第十七页，共40页。8/5/202418HighFailureRateandHighCosts55%ofallCRMprojectsdontproduceresults(Gartner)CRMr
17、ankedinthebottomthreeforsatisfactionoutof25populartools(Bains)About20%ofseniorexecutivesreportedCRMinitiativesfailedtodeliverprofitresultsandcustomerrelationship3-YearTCOto:automateonesalesperson$28K-$40KDeployacallcenterapplication:35Kperagent第18页/共39页第十八页，共40页。8/5/202419WhyCRMProjectsFail?1.Dataqu
18、alityisignored.2.Organizationalpoliticsaredrivingdepartmentalortotallydisconnectedinitiatives.3.ITandbusinessorganizationscantworktogether.4.Thereisnoplan.5.CRMisimplementedfortheenterprise,notthecustomer.6.Aflawedprocessisautomated.7.Noattentionispaidtoskillsets.Source: Hagemeyer & Nelson, 2003第19页
19、/共39页第十九页，共40页。8/5/202420Data Fragmentation and Consistency ChallengesData Quality Challenges?John SmithMr J.SmithData Quality Operational and AnalyticalData Ownership Stewardship?Challenges in creating and applying customer insightCustomer ProfitabilityLifetime ValuePropensity to ChurnChallenges in
20、 enabling consistent, integrated customer InteractionsSingle Customer View ?CustomerInformationistheLifebloodofCRMCopyright 2002第20页/共39页第二十页，共40页。8/5/202421CRM Integration: Priorities and Tradeoffs第21页/共39页第二十一页，共40页。8/5/202422CRM Value Development Framework第22页/共39页第二十二页，共40页。8/5/202423CriticalSuc
21、cessFactors1.Articulateaclearvision.2.Knowwhichstrategiessupportcorporategoalsandtiemeasurementprocessestothem.3.Understandwhichbusinessprocessesmustbeoptimizedtosupportthestrategies.4.Employtechnologiesandmeasurementprocessesthatenablethemtomeasuretheirprogresstowardbecomingcustomer-centric.5.Ensur
22、ethattheskills,knowledgeandassociatedbehaviorsrequiredbytheworkforcesupporttheenterprisesCRMstrategy6.Changethecompensationoftheworkforcetoachievethedesiredbehaviorsandculturalshiftandmotivateemployeestorallybehindthestrategy.第23页/共39页第二十三页，共40页。8/5/202424WhatSkillsDoCompaniesNeedforaSuccessfulImple
23、mentation?People, Process,and TechnologylSales, Marketing, Customer Service , Best PracticeslB2BlB2ClProcess KnowledgeuEnterprise program managementuProject controluIssue resolutionuRisk managementuLeadershipuExpectation ManagementProject ManagementuClient/Server and Web technologiesuPerformance / b
24、enchmarkinguACD, IVR, CTI technologiesuMiddlewareuEmail routing systemsTechnical KnowledgelApplications KnowledgelArchitecture KnowledgelProject ManagementlProduct ExpertiseuJob analysis and RedesignuTraining and documentationuTeam buildinguStakeholder managementChange ManagementuBest practicesuIndu
25、stry issuesuIndustry specific solutionsIndustry Knowledge第24页/共39页第二十四页，共40页。8/5/202425CRM Marketing Hype Cycle 2005第25页/共39页第二十五页，共40页。8/5/202426CRM Sales Hype Cycle 2005第26页/共39页第二十六页，共40页。8/5/202427CRM Service Hype Cycle 2005第27页/共39页第二十七页，共40页。8/5/202428B2C CRM Hype Cycle 2005第28页/共39页第二十八页，共40页
26、。8/5/202429B2B CRM Hype Cycle 2005第29页/共39页第二十九页，共40页。8/5/202430CRM Service Vendors 2005第30页/共39页第三十页，共40页。8/5/202431Functionality Ratings for Key Large Enterprise CRM Suite Providers 第31页/共39页第三十一页，共40页。8/5/202432SourcingCRMApplicationsNeed to integrate applications as requiredNeed to integrate wit
27、h other CRM applications and other systemsNeed to integrate framework backbone with rest of infrastructureNone within CRM/ERP suite. Needs integration with other systemsNone within CRM/ERP suite. Needs integration with other systemsIntegration RequirementBuilds on existing data model(s)Some impose o
28、wn data model. Others fit to existing data model(s)Designed to fit existing data model(s)Imposed data model covering CRMImposed data model covering CRM and ERPData ModelRe-express own processes at application levelLimited process integration. “Best Practice”Re-express your own processes. Workflow en
29、gineIntegrated CRM processes. “Best Practice”Integrated CRM and ERP processes. “Best Practice”ProcessesSoftware infrastructure vendors (BEA, IBM, Microsoft, Oracle, Sun) and ESPsAvaya, NCR, Selectron, UnicaChordiant, Graham, PegasystemsE.piphany, Onyx, Pivotal, SiebelIntentia, Navision, Oracle, Peop
30、leSoft, SAPRepresentative VendorsType A/B/CType A/BType A/BType A/BType B/CAttitude to Tech./In-House SkillsIT Strategists, CxOBusiness FunctionsIT Strategists, Business ProcessBoard, CIO, BusinessBoard, CIOBuying CenterFreedom to control own architecture. Suites too expensive and dont fit. No other
31、 wayBest functionality for your departmentFreedom to control own architecture and differentiate processesMost functional CRM suiteIntegrated enterprise-level application suitePositioningBuild It YourselfCRM Best of BreedCRM FrameworkCRM SuiteIntegrated CRM ERP Suite第32页/共39页第三十二页，共40页。8/5/202433Expl
32、oitingVirtualValueChainRayport&Sviokla1995Marketspacevs.marketplaceHowdoestheeconomiclogicofmarketspaceandmarketplacediffer?Howisinformationuseddifferentlyinthetraditionalvaluechainascomparedtothevirtualvaluechain?Examples?Whataretheadvantagesofusinginformationinavirtualvaluechain?第33页/共39页第三十三页，共40
33、页。8/5/202434Value-addinginformationprocessCreatingvalueinasequenceoffiveactivitiesGathering,organizing,selecting,synthesizing,anddistributinginformationValuecreationandextractionin3stages:Stage1:VisibilityStage2:MirroringcapabilityStage3:NewcustomerrelationshipTheValueMatrix第34页/共39页第三十四页，共40页。8/5/2
34、02435Whatareimplicationsformanagement?LawofdigitalassetsNeweconomiesofscaleNeweconomiesofscopeTransaction-costcompressionRebalancingsupplyanddemand第35页/共39页第三十五页，共40页。8/5/202436VirtualValueChains(Raypor t&Sviokla,1995)Managingboththephysicalvaluechain(PVC)andthevirtualvaluechain(VVC)distinctlybutals
35、oinconcert.AddingvaluesinthreestagesVisibility:monitoringPVCasanintegratedsystemMirroringcapability:integratedprocessforcostreduction,fasterspeed,andhigherperformanceNewcustomerrelationship:automateinterfacetofulfillcustomerdemandatlowercosts第36页/共39页第三十六页，共40页。8/5/202437GatherOrganizeSelectSynthesi
36、zeDistributePhysical Value ChainVirtual Value ChainValueMatrixNew Markets, products,Or servicesValue Matrix: Building RelationshipSource: Rayport and Sviokla, 1995第37页/共39页第三十七页，共40页。8/5/202438NextWeekEBPlanningandImplementationRosettaNetandebXML第38页/共39页第三十八页，共40页。8/5/2024ECT589SusyChan,Ph.D.39感谢您的欣赏(xnshng)！第39页/共39页第三十九页，共40页。内容(nirng)总结11/10/2021。People, Process,and Technology。Sales, Marketing, Customer Service , Best Practices。Avaya, NCR, Selectron, Unica。Chordiant, Graham, Pegasystems。E.piphany, Onyx, Pivotal, Siebel第四十页，共40页。
