麦肯锡 crm研究报告
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delivering targeted offers that drive results and test capabilities
Key Levers
• Rely on existing assets • Pilot capabilities incrementally • Bifocal build approach
• Insurance marketing
data
Select portion of sample most closely fitting profile
• Statistical modeling
tool
• Reporting routine
Design campaign communication
1
Cross-sell insurance to credit card holders
Select random sample • DB of credit card
of credit card holders
holders
• Sampling program
Hypothesis about who is most likely to need insurance
Develop and retain customers
21.2 16.1
0
SA-SU0050-030611-A4
ESSENTIAL TO UNDERSTAND ISSUE DRIVERS AND COST OF FIXING
Sources of dissatisfaction
High % Structural • Coverage
drivers
• Service level
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
2
SA-SU0050-030611-A4
SEGMENT IS MORE COMPLEX, DUE TO
DELIBERATION ON SEVERAL DIMENSIONS
Functional benefits
• Product and performance attributes • Value • Quality
6
SA-SU0050-030611-A4
FAVOR A BIFOCAL IMPLEMENTATION
APPROACH
Define long-term objectives and
implementation roadmap
• Create a solid business model to back
information
• Third-party
contact lists
8
SA-SU0050-030611-A4
ASSESS CRM ASSET REQUIREMENTS
FOR EACH INITIATIVE
Example initiative
Required process
Currently Enabling CRM assets available
• Measure results of recent
implementations
• Educate staff about CRM concepts
7
SA-SU0050-030611-A4
CRM INITIATIVES LAUNCHED EARLY ON BY RELYING ON EXISTING ASSETS
– Address underlyTinygpbaicsiac lislysuesse(ee.g., price, product) – Build tailoredimoffepriangcst(eo.gf.,2C0R-M30, f%rontline sales
execution)
– Change points oof dnelimbeirgatrioant(ieo.gn., recognition/
• Campaign management
software
9
THREE TOPICS FOR TODAY
eCRM: Hype vs. reality
SA-SU0050-030611-A4
Winners focus on three core areas
Key actions to accelerate impact
Relationship benefits
• Value based on personalized service • Strong emotional relevance • Information sharing that creates value
exchange
• Differentiated loyalty rewards
• Launch contained CRM projects with
focused reach and implement dozens of pilots to learn from models
• Rationalize and unify customer
databases accordingly
Eliminate annual fees for very profitable customers
Offer "liquidation" products to customers with
a low willingness to pay
Source: Team analysis
Selective use of existing
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
3
Baidu Nhomakorabea
SA-SU0050-030611-A4
SEGMENTING CUSTOMERS WITH
DISTINCT BENEFIT PREFERENCES
Segment characteristics
Percentage of population
Credit cards
Insurance
Consider brand relationship
information is key to implementing CRM initiatives
Internal data sources
• Account
applications
• Product and
client databases
External data
sources
• Credit bureau
up envisioned CRM scheme
• Define an "end-game" architecture to
support desired model
• Define implementation road map with
clear priorities
Launch incremental, quick-win actions
33
33
process
service
Function and relationship
Want good value and the chance to earn rewards for loyalty
41
8
Want combination of quality
Function only and value
• Script writer for call
center
• Graphics design
Make offer
• Call center • Mailing capability
Measure results of pilot
• OLAP reporting tool
Turn into product
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
Example initiatives
Cross-sell insurance to credit card holders
Increase credit limits of high-usage customers
(up-sell)
Reduce interest rates or fees for customers with high probability of churn
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 benefits
• Ease of access to product information • Broad product selection • Simplified/assisted decision making • Convenient transactions • Automatic product replenishment
Dissatisfaction opportunity
Problem Low % resolution
• Friendly staff • Consistency of service • Quick resolution
• Understand
what drives
dissatisfaction
• Understand
10
SA-SU0050-030611-A4
KEY ACTIONS TO ACCELERATE IMPACT AND BREAK THROUGH THE "CRM WALL”
1. Know where the value is 2. Design balanced programs 3. Iterate, iterate, iterate 4. Invest incrementally to win
11
WHAT REALLY MATTERS –
SA-SU0050-030611-A4
EXAMPLE
KNOW WHERE THE VALUE IS
Impact on customer NPV of a 10% improvement
Dollars
Attract
Engage and convert
prospects Prospects into clients
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
differentiate their core value proposition
• Leverage consumer attitudinal
profiles to manage customer relationship and value migration
• Build CRM by incrementally
Key Levers
• Rely on existing assets • Pilot capabilities incrementally • Bifocal build approach
• Insurance marketing
data
Select portion of sample most closely fitting profile
• Statistical modeling
tool
• Reporting routine
Design campaign communication
1
Cross-sell insurance to credit card holders
Select random sample • DB of credit card
of credit card holders
holders
• Sampling program
Hypothesis about who is most likely to need insurance
Develop and retain customers
21.2 16.1
0
SA-SU0050-030611-A4
ESSENTIAL TO UNDERSTAND ISSUE DRIVERS AND COST OF FIXING
Sources of dissatisfaction
High % Structural • Coverage
drivers
• Service level
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
2
SA-SU0050-030611-A4
SEGMENT IS MORE COMPLEX, DUE TO
DELIBERATION ON SEVERAL DIMENSIONS
Functional benefits
• Product and performance attributes • Value • Quality
6
SA-SU0050-030611-A4
FAVOR A BIFOCAL IMPLEMENTATION
APPROACH
Define long-term objectives and
implementation roadmap
• Create a solid business model to back
information
• Third-party
contact lists
8
SA-SU0050-030611-A4
ASSESS CRM ASSET REQUIREMENTS
FOR EACH INITIATIVE
Example initiative
Required process
Currently Enabling CRM assets available
• Measure results of recent
implementations
• Educate staff about CRM concepts
7
SA-SU0050-030611-A4
CRM INITIATIVES LAUNCHED EARLY ON BY RELYING ON EXISTING ASSETS
– Address underlyTinygpbaicsiac lislysuesse(ee.g., price, product) – Build tailoredimoffepriangcst(eo.gf.,2C0R-M30, f%rontline sales
execution)
– Change points oof dnelimbeirgatrioant(ieo.gn., recognition/
• Campaign management
software
9
THREE TOPICS FOR TODAY
eCRM: Hype vs. reality
SA-SU0050-030611-A4
Winners focus on three core areas
Key actions to accelerate impact
Relationship benefits
• Value based on personalized service • Strong emotional relevance • Information sharing that creates value
exchange
• Differentiated loyalty rewards
• Launch contained CRM projects with
focused reach and implement dozens of pilots to learn from models
• Rationalize and unify customer
databases accordingly
Eliminate annual fees for very profitable customers
Offer "liquidation" products to customers with
a low willingness to pay
Source: Team analysis
Selective use of existing
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
3
Baidu Nhomakorabea
SA-SU0050-030611-A4
SEGMENTING CUSTOMERS WITH
DISTINCT BENEFIT PREFERENCES
Segment characteristics
Percentage of population
Credit cards
Insurance
Consider brand relationship
information is key to implementing CRM initiatives
Internal data sources
• Account
applications
• Product and
client databases
External data
sources
• Credit bureau
up envisioned CRM scheme
• Define an "end-game" architecture to
support desired model
• Define implementation road map with
clear priorities
Launch incremental, quick-win actions
33
33
process
service
Function and relationship
Want good value and the chance to earn rewards for loyalty
41
8
Want combination of quality
Function only and value
• Script writer for call
center
• Graphics design
Make offer
• Call center • Mailing capability
Measure results of pilot
• OLAP reporting tool
Turn into product
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
Example initiatives
Cross-sell insurance to credit card holders
Increase credit limits of high-usage customers
(up-sell)
Reduce interest rates or fees for customers with high probability of churn
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 benefits
• Ease of access to product information • Broad product selection • Simplified/assisted decision making • Convenient transactions • Automatic product replenishment
Dissatisfaction opportunity
Problem Low % resolution
• Friendly staff • Consistency of service • Quick resolution
• Understand
what drives
dissatisfaction
• Understand
10
SA-SU0050-030611-A4
KEY ACTIONS TO ACCELERATE IMPACT AND BREAK THROUGH THE "CRM WALL”
1. Know where the value is 2. Design balanced programs 3. Iterate, iterate, iterate 4. Invest incrementally to win
11
WHAT REALLY MATTERS –
SA-SU0050-030611-A4
EXAMPLE
KNOW WHERE THE VALUE IS
Impact on customer NPV of a 10% improvement
Dollars
Attract
Engage and convert
prospects Prospects into clients
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
differentiate their core value proposition
• Leverage consumer attitudinal
profiles to manage customer relationship and value migration
• Build CRM by incrementally