西门子供应链培训材料3(英文PPT 31页)

Custome r value
Retain
Gain
CULTURE
• Higher competitive barriers by covering all sales channels
• Lowering conflict potential through the proactive integration of the various channels
Create a loyal customer
Acquisition phase
Total customer life-cycle
Short term Market share, sales Demands from customer segments
Medium to long term
Share of wallet, customer profitability, customer value
Retain
Gain
CULTURE
ORGANIZATION
CRM-Strategy
• Holistic approach/ top-management issue
• Definition of target segments and customers
• Value-based prioritization
Customer Relationship Management -- A Winning Customer Strategy
Seminar presentation April 2004
Agenda
• Customer Relationship Management Presentation • Break • Case 1– San Fabian Supply Company • Case 2– Solo Mobile Phone Company
Marketing-Mix provides a decision-making method for deciding how to manage the customer relationship
Marketing-Mix
• Differentiated product targeting different customer segment
8:00-9:15 9:15-9:30 9:30-10:30 10:30-12:00
© Siemens ICM MP; April 2004; Confidential
Page 2
What is CRM in your mind?
• What is customer relationship management?
Source: Booz Allen Hamilton Survey, 2001 © Siemens ICM MP; April 2004; Confidential
CRM in not a technology term, but instead, a strategy driven holistic management approach
• Consolidating the customer value orientation
• Management processes and incentive systems
• Continuous change management and improvement processes
Custome r value
• Establishing customer loyalty and "lifetime" relationships
• Fully exploiting the potential customer segments by acquiring new customers
> Thereby increasing
the company value
© Siemens ICM MP; April 2004; Confidential
Page 4
Customer Relationship Management differs from classical marketing in many ways
Objectives
"Retain" profitable customers
"Gain" profitable customers
© Siemens ICM MP; April 2004; Confidential
Page 7
Marketing-Mix are core elements of customer relationship strategy
target customer specific marketing,
• Raising customers' costs of
sales and service concepts
STRATEGY
changing suppliers by covering
all needs
• Focusing on the highest-value
CRM enablers
Technology
• System integration • Use of e-technologies • Selection of system/
technology partners
STRATEGY
Understand
Create
TECHNOLOGY
Culture and change management
© Siemens ICM MP; April 2004; Confidential
Page 8
The three main application areas of CRM
campaign management Automatically distribution
ERP-integration Customer service
© Siemens ICM MP; April 2004; Confidential
Page 6
CRM creates lasting strategic competitive advantages
"Understand" markets and customers
"Create" superior customer offers
• Building up superior customer knowledge
• Raising the entry barriers for competitors
through specific product and service offers
• Identifying target segments and developing
Understan
Create
customers
d
TECHNOLOGY
ORGANIZATION
• Raising the entry barriers for competitors by building up lasting relationships with the customers
• Developing a "learning relationship" in long-term customer relationships
Page 3
CRM is a customer- and value-based management approach to increase the company value
CRM definition
Customer Relationship Management is a customer- and value-based company orientation with the goal of building up and fully benefiting from lasting and profitable customer relationships through holistic and individualized marketing, sales and service concepts using state-of-the-art technologies
© Siemens ICM MP; April 2004; Confidential
Page 5
CRM is the holistic approach to a customer-value based company orientation – four enablers set up the frame ...
Organization and processes
• Customer-oriented structures and processes
• Customer process/touchpoint innovation
• Organizational anchoring of the CRM responsibility
Individual preferences and needs
Stand-alone product
General discounts Traditional sales channels (multilevel) Unidirectional communication
Integration of products and services
Price differentiation on the basis of customer loyalty