CRM Strategies
顧客關係管理經營策略
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Outline

Strategic Management Process

Porter’s Competitive Force Model

Porter’s Value Chain Model

Balanced Scorecard平衡計分卡

策略目標擬定因素

CRM Core Competency

Environment Analysis環境分析
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Strategic Management Process
策略管理程序
A nine-step process that involves strategic planning,
implementation, and evaluation
Exhibit 3.5
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Porter’s Competitive Forces Model
Competitive Forces
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Porter五競爭力模式
潛在進入者
新進入者的威脅
供應商
供應商的
議價力量
購買者的
議價力量
同業
購買者
既有廠商
間的對抗
替代品的威脅
替代品
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Value Chain with potential IS initiatives
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Balanced ScoreCard平衡計分卡(BSC)
Customer
Perspective
顧客構面
Learning &
Growth
Perspective 學
習與成長構面
Internal
Process
Perspective內
部流程構面
Financial
Perspective
財務構面
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策略目標擬定因素

企業策略

顧客策略

企業文化

CRM目標

技術支援
關鍵成功因素: 人(60%)+流程(30%)+科技（10%)
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CRM Core Competency核心競爭力

找尋顧客的能力

辨識出最有價值的顧客能力

找出有潛力顧客的能力

與顧客保持良好互動的能力

留住顧客的能力
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CRM環境分析
3 C Analysis

Customer Analysis


Competitor Analysis


Segmentation, Psychology, Behavior
Benchmark, Best Practice
Company Analysis
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Strategies for Dealing with Customers
Unsegmented, mass
marketing:
 Aggregated
 Standardized offering
 Low cost/customer
Ex: paper clips
Market
segmentation
Custom Marketing:
 One-to-one
 Tailored offering
 High cost/customer
Ex: tailors, doctors
Key: Find the right level of aggregation
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CRM Perspectives

CRM at the Functional level

Set of processes to execute marketing functions like
sales force automation or mktg. campaign management


CRM at the Customer-facing level

Set of activities that provide a single-view of the
customer across all contact channels

Customer intelligence obtained is available across all
customer-facing functions
CRM at the Organizational level - Strategic CRM

Knowledge about customers and their preferences have
implications for the entire organization
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Steps in Developing a CRM Strategy
Gain enterprise-wide commitment
Build a CRM project team
Analysis of business requirements
Define the CRM strategy
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Step One: Gain Enterprise-wide Commitment

Top-down management commitment

Bottom-up buy-in from system users

Dedicated full-time project team

Budget allocation for the total solution
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Step Two: Build A CRM Project Team
Obtain active representation from:





Management - Provide leadership, motivation and
supervision
Information services/technical personnel - Ensure CRM
system compatible with existing software applications
Sales, marketing and services groups - Evaluate usability
of CRM system based on effectiveness, efficiency and
satisfaction
Financial staff - Provide critical analysis for assessment of
increased sales productivity, evaluation of operating costs,
estimated cost of system expansion and ROI projections
External CRM expert - Provide a valuable source of
objective information and feedback
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Step Three-Analysis of Business Requirements
Gathering information to:

Identify the services and products that are being supported

Map current workflows, interfaces, and inter-dependencies

Review existing technologies, features and capabilities

Discuss the vision for the business and the operational plan

Define business requirements

Develop enhanced business workflows and processes

Identify gaps in technology functionality

Map functionality to business processes
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Step Four: Define the CRM Strategy
a. Value Proposition
b. Business case
A Defined CRM Strategy --------> c. Customer strategy
d. Enterprise transformation plan
e. Other stakeholders
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The Value Proposition

Multi-faceted package of product, service, process, price,
communication, and interaction that customers experience
in their relationships with a company
Areas to be addressed:

What the customers value – what the company should
focus on

What the company says it offers the customers

What the company actually offers the customers
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Business Case

Directly link delivery of customer value with creation of
shareholder value

Ensure acceptable ROI

Addresses:
 Planned increase in economic value of customers over
the duration of their relationship with the company
 Reference and referral effects-increased investment in
customer satisfaction resulting in increased customer
acquisition
 Impact of learning and innovation- reduce cost incurred
through higher marketing effectiveness and improved
products and services
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Customer Strategy


Defines how the company will build and manage a portfolio of
customers
Covers:




Customer understanding - Customers benchmark
expectations against past experience and best-in-class
standards
Customer competitive context - awareness of competitor’s
services and how to increase customer share
Customer affiliation - primary factor affecting ability to both
retain and extract greater value from customer through
cross-sell and up-sell efforts
Customer management competencies - providing
customized offers including customized products, services,
communication, prices, etc
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Enterprise Transformation Plan
Covers:

Business process

Organization

Location and facilities

Data flows

Application architecture

Technology infrastructure
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Key Stakeholders of Strategic CRM
Customers
Preferred Value
Propositions
Partners
Owners
Practice
of
Strategic
CRM
Suppliers
Employees
Management
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Other Stakeholders


Important stakeholders of a company :
management, customers, suppliers, employees,
and partners in addition to owners/stockholders
Exceptions where the customer may not be the
most important constituency:


In industries where customers derive satisfaction mostly
by interacting with employees, such as airline and hotel
industry, the most important constituency may be the
internal customer – the employee
For a company just entering a new market, the most
important constituency may be distribution partners
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