管理咨询麦肯锡的研究的报告共24页文档

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
information
• Third-party
contact lists
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ASSESS CRM ASSET REQUIREMENTS
FOR EACH INITIATIVE
Example initiative
Required process
Currently Enabling CRM assets available
differentiate their core value proposition
• Leverage consumer attitudinal
profiles to manage customer relationship and value migration
• Build CRM by incrementally
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
• Measure results of recent
implementations
• Educate staff about CRM concepts
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CRM INITIATIVES LAUNCHED EARLY ON BY RELYING ON EXISTING ASSETS
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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
• Insurance marketing
data
Select portion of sample most closely fitting profile
• Statistical modeling
tool
• Reporting routine
Design campaign communication
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SEGMENTING CUSTOMERS WITH
DISTINCT BENEFIT PREFERENCES
Segment characteristics
Percentage of population
ቤተ መጻሕፍቲ ባይዱ
Credit cards
Insurance
Consider brand relationship
Relationship benefits
• Value based on personalized service • Strong emotional relevance • Information sharing that creates value
exchange
• Differentiated loyalty rewards
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ESSENTIAL TO UNDERSTAND ISSUE DRIVERS AND COST OF FIXING
Sources of dissatisfaction
High % Structural • Coverage
drivers
• Service level
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WHAT REALLY MATTERS –
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EXAMPLE
KNOW WHERE THE VALUE IS
Impact on customer NPV of a 10% improvement
Dollars
Attract
Engage and convert
prospects Prospects into clients
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FAVOR A BIFOCAL IMPLEMENTATION
APPROACH
Define long-term objectives and
implementation roadmap
• Create a solid business model to back
n/a
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IMPLICATIONS FOR BUILDING LOYALTY AMONG THOSE CHOOSING TO GO OR STAY
• Understand drivers of deliberation
• Create/package the right set of benefits
重要资料 敬请保密 看后删除
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SEGMENT MANAGEMENT TREND - 1
inertial migrators
e.g. those that leave or reduce relationship because actively dissatisfied, often by a specific event
• Campaign management
software
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THREE TOPICS FOR TODAY
eCRM: Hype vs. reality
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Winners focus on three core areas
Key actions to accelerate impact
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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
cost of fixing
• Use key
breakpoints
not to
overspend
Source: McKinsey proprietary research
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SEGMENT MANAGEMENT TREND - 2
deliberative migrators e.g., frequently reevaluate decisions, reaffirm/switch to chosen brand based on merits; rational decision-maker
delivering targeted offers that drive results and test capabilities
Key Levers
• Rely on existing assets • Pilot capabilities incrementally • Bifocal build approach
Process benefits
• Ease of access to product information • Broad product selection • Simplified/assisted decision making • Convenient transactions • Automatic product replenishment
• Launch contained CRM projects with
focused reach and implement dozens of pilots to learn from models
• Rationalize and unify customer
databases accordingly
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
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