Utvikling av segmenterings- og betjeningsmodell
for bedriftsmarkedet i Finn
NMF 25 november 2014
Innhold
1. Finn og mediebransjen - kontekst
2. Segmenterings- og betjeningsprosjektet;
utgangspunkt og omfang
3. Datakilder og datakvalitet
4. Segmenteringsmodellen
5. Betjeningsmodellen og verdien av den
Litt info for å sette «historien» i kontekst
• Finn er både en markedsplass og en mediekanal
• Finn driver datadrevet segmentering på to nivåer:
– Datadreven segmentering av kundenes kunder
– Datadreven segmentering av kundene
• Mediemarkedet er på rundt regnet 21 milliarder
kroner. Medieinvesteringene prioriteres i stigende
grad til TV og on-line annonsering
Innhold
1. Finn og mediebransjen - kontekst
2. Segmenterings- og betjeningsprosjektet;
utgangspunkt og omfang
3. Datakilder og datakvalitet
4. Segmenteringsmodellen
5. Betjeningsmodellen og verdien av den
The sales stategy review 2011 pointed out a need for change
• The 6 companies
constituting Finn had
different sales strategies
and practices.
KKS/ BFF
Reise
Jobb
Eiendom
Motor
Torget og Oppdrag
• An overall analysis
suggested an untapped
potential of the customer
portfolio extending MNOK
100
• Customer insight was
needed to allocate the
sales force and service the
customers more effectively.
Initial analyses suggested that a substantial share of customers
was either over- or under-serviced. A better balance would improve
sales volume.
•
•
•
141 customers with no meetings
The additional effect per meeting decreases too rapidly
A more even distribution and quality of meetings will pay off
Poor alignment between sales
role and customer segment
serviced
High potential customers not
systematically prioritized
Random sample of
customers turning over
[100’ , 750’]
We considered the sales and service model
project a transformation initiative right from the
start and scoped it accordingly
Customer
insight
Data sourcing and
- quality
Data-analyses
Customer
interaction
Sales processes
Service processes
Organization
Resource
allocation and
organization
structure
KPI’s and incentive
system
SystemSupport
CRM system
alignment
Reporting
Innhold
1. Finn og mediebransjen - kontekst
2. Segmenterings- og betjeningsprosjektet;
utgangspunkt og omfang
3. Datakilder og datakvalitet
4. Segmenteringsmodellen
5. Betjeningsmodellen og verdien av den
Internal and external data sources
developing customer insight
Financial
information
Customer
activities
Norwegian
business
register/ IPER
Customer
interface
system
Media
spending
Sales activities
+ customer info
AC-Nielsen
Data
Warehouse
Customer
Satisfaction
Customer
surveys
CRM
Volumes, Turnover
Products
On the wish-list
Credit rating
Billing
system
Data quality challenges
Ja
Challenge 1: To compile and clean data-sets that provide insight at
customer level. Dedicated cross-functional team needed (focused
business output, data–management and data-analysis)
Challenge 2: To make sure internal DQ routines and processes are
implemented
Yes
No
Active Customers
without registered
sales rep?
Yes
Customers
manually
invoiced?
Yes
3.b
4
Customer data
of minimum
acceptable
quality?
No
Yes
Sales reps
correct status in
CRM?
3.a
No
2.b
Yes
Customers not in
Sync table?
No
2.a
No
1
Customers
defined
correctly in
CRM?
No
Innhold
1. Finn og mediebransjen - kontekst
2. Segmenterings- og betjeningsprosjektet;
utgangspunkt og omfang
3. Datakilder og datakvalitet
4. Segmenteringsmodellen
5. Betjeningsmodellen og verdien av den
The segmentation model is data-driven. Segment allocation
is re-defined monthly in data warehouse – based on input
from internal and external sources
Main segments are determined based on
turnover last 12 months
3 mill
750’
100’
Each main segment is divided into 4
sub-segments according to turnover
and future growth potential
VIP
A1
A2
B1
B2
KAM
AM
FELT
35’
SA
12
Overall, customer needs are industry- and size specific.
Customer potential estimations are industry specific,
based on verified business drivers.
• Frequent display purchase
Purchase behavior
• High investments in on-line
advertising
A 1
display products
A 2
• Multiple- or large brands in
portfolio
INDUSTRY
Media Spending
• Large revenues and positive
EBITDA
characteristics
Customer brand
portfolio characteristics
B 1
B 2
Financial
characteristics
Innhold
1. Finn og mediebransjen - kontekst
2. Segmenterings- og betjeningsprosjektet;
utgangspunkt og omfang
3. Datakilder og datakvalitet
4. Segmenteringsmodellen
5. Betjeningsmodellen og verdien av den
Customer insight drives organizational
change
From six companies to one sales organization
Focused utilization of sales force across departments
Sales depts.
Industry XYZ
SMB
SAM team
New sales
KAM team
Portfolio sales
Torget
AM team
Small accounts
Real Estate,
Job and Car
Oppdrag
We defined segment specific sales and service
standards along crucial phases of the sales process
Salesprocess
Activity
“Challenger”
Resource
Sales
Prosess
Prospecting
New sales
Campaign
planning
Campaign
follow-up
Campaign
evaluation
(and re-sale)
Business
development
Evaluation
of business
relationship
Activity
Meeting
Canvas
meeting
Co- meeting
with mgr.
Telephonemeeting
Telephone
call
Work-shop
Customerconference
Documentation
Resource
Notification
in system
Agenda
Sales mgr.
Sales
director
Minutes
Executives
company
Offer
Agreement
Executives
Group
Campaign
plan
Market
Analyst
Account
plan
Product
Specialist
Personal
Relationship
building
Social
activity
Effect
documentation
External
resource
16
Trigger based sales processes adds customer value and
makes small account segment more profitable
Trigger example
Action
Agreement expires
Triggers renewal of terms
and conditions and
up-selling initiatives
New contract – no activity
first 14 days
Triggers follow-up to
secure customer value
and commitment
Frequent purchaser of
add-on products
Trigger sales initiative
promoting display
campaigns
It is hard to make customer insight actionable on a
detailed level – but you have to…
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