059麦肯锡--crm研究报告45页
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differentiate their core value proposition
• Leverage consumer attitudinal
profiles to manage customer relationship and value migration
• Build CRM by incrementally
33
33
process
service
Function and relationship
Want good value and the chance to earn rewards for loyalty
41
8Fra Baidu bibliotek
Want combination of quality
Function only and value
0
SA-SU0050-030611-A4
ESSENTIAL TO UNDERSTAND ISSUE DRIVERS AND COST OF FIXING
Sources of dissatisfaction
High % Structural • Coverage
drivers
• Service level
Dissatisfaction opportunity
Problem Low % resolution
• Friendly staff • Consistency of service • Quick resolution
• Understand
what drives
dissatisfaction
• Understand
3
SA-SU0050-030611-A4
SEGMENTING CUSTOMERS WITH
DISTINCT BENEFIT PREFERENCES
Segment characteristics
Percentage of population
Credit cards
Insurance
Consider brand relationship
n/a
22
4
SA-SU0050-030611-A4
IMPLICATIONS FOR BUILDING LOYALTY AMONG THOSE CHOOSING TO GO OR STAY
• Understand drivers of deliberation
• Create/package the right set of benefits
Process benefits
• Ease of access to product information • Broad product selection • Simplified/assisted decision making • Convenient transactions • Automatic product replenishment
rewards programs, offer/service changes)
• Communicate the benefit
5
SA-SU0050-030611-A4
KEY TRENDS OF SUCCESSFUL CRM
How they use CRM to drive value
• Find practical ways to
delivering targeted offers that drive results and test capabilities
cost of fixing
• Use key
breakpoints
not to
overspend
Source: McKinsey proprietary research
1
SA-SU0050-030611-A4
SEGMENT MANAGEMENT TREND - 2
deliberative migrators e.g., frequently reevaluate decisions, reaffirm/switch to chosen brand based on merits; rational decision-maker
Relationship benefits
• Value based on personalized service • Strong emotional relevance • Information sharing that creates value
exchange
• Differentiated loyalty rewards
– Address underlyTinygpbaicsiac lislysuesse(ee.g., price, product) – Build tailoredimoffepriangcst(eo.gf.,2C0R-M30, f%rontline sales
execution)
– Change points oof dnelimbeirgatrioant(ieo.gn., recognition/
2
SA-SU0050-030611-A4
SEGMENT IS MORE COMPLEX, DUE TO
DELIBERATION ON SEVERAL DIMENSIONS
Functional benefits
• Product and performance attributes • Value • Quality
SA-SU0050-030611-A4
SEGMENT MANAGEMENT TREND - 1
inertial migrators
e.g. those that leave or reduce relationship because actively dissatisfied, often by a specific event
Process and important and have high
26
37
relationship expectations for the standard
of customer service
Function and
Want product features and efficient, effective customer
• Leverage consumer attitudinal
profiles to manage customer relationship and value migration
• Build CRM by incrementally
33
33
process
service
Function and relationship
Want good value and the chance to earn rewards for loyalty
41
8Fra Baidu bibliotek
Want combination of quality
Function only and value
0
SA-SU0050-030611-A4
ESSENTIAL TO UNDERSTAND ISSUE DRIVERS AND COST OF FIXING
Sources of dissatisfaction
High % Structural • Coverage
drivers
• Service level
Dissatisfaction opportunity
Problem Low % resolution
• Friendly staff • Consistency of service • Quick resolution
• Understand
what drives
dissatisfaction
• Understand
3
SA-SU0050-030611-A4
SEGMENTING CUSTOMERS WITH
DISTINCT BENEFIT PREFERENCES
Segment characteristics
Percentage of population
Credit cards
Insurance
Consider brand relationship
n/a
22
4
SA-SU0050-030611-A4
IMPLICATIONS FOR BUILDING LOYALTY AMONG THOSE CHOOSING TO GO OR STAY
• Understand drivers of deliberation
• Create/package the right set of benefits
Process benefits
• Ease of access to product information • Broad product selection • Simplified/assisted decision making • Convenient transactions • Automatic product replenishment
rewards programs, offer/service changes)
• Communicate the benefit
5
SA-SU0050-030611-A4
KEY TRENDS OF SUCCESSFUL CRM
How they use CRM to drive value
• Find practical ways to
delivering targeted offers that drive results and test capabilities
cost of fixing
• Use key
breakpoints
not to
overspend
Source: McKinsey proprietary research
1
SA-SU0050-030611-A4
SEGMENT MANAGEMENT TREND - 2
deliberative migrators e.g., frequently reevaluate decisions, reaffirm/switch to chosen brand based on merits; rational decision-maker
Relationship benefits
• Value based on personalized service • Strong emotional relevance • Information sharing that creates value
exchange
• Differentiated loyalty rewards
– Address underlyTinygpbaicsiac lislysuesse(ee.g., price, product) – Build tailoredimoffepriangcst(eo.gf.,2C0R-M30, f%rontline sales
execution)
– Change points oof dnelimbeirgatrioant(ieo.gn., recognition/
2
SA-SU0050-030611-A4
SEGMENT IS MORE COMPLEX, DUE TO
DELIBERATION ON SEVERAL DIMENSIONS
Functional benefits
• Product and performance attributes • Value • Quality
SA-SU0050-030611-A4
SEGMENT MANAGEMENT TREND - 1
inertial migrators
e.g. those that leave or reduce relationship because actively dissatisfied, often by a specific event
Process and important and have high
26
37
relationship expectations for the standard
of customer service
Function and
Want product features and efficient, effective customer