nullCustomer Value ManagementCustomer Value ManagementTeacher:Li Shan
E-mail:lishan@scu.edu.cn
Mob:139-8171-8889Customer Value ManagementCustomer Value Management一. Customer Value & Customer Relationship Value
客户价值与客户关系价值
二. Customer Lifetime Value & Customer Profitability
客户终身价值与客户获利能力
三. Customer Asset Management
客户资产管理
四. Customer Pyramid Management
客户金字塔管理
Page *Customer Value ManagementPage *Customer Value Management一. Customer Value & Customer Relationship Value 1、Customer Value(CV)客户让渡价值:从客户出发的价值客户关系价值:从企业出发的价值Customer Value ManagementCustomer Value ManagementPage *CDV:customer delivered value—— 顾客总价值减去顾客总成本的净值CDV=TCV-TCC
1.Zero value:TCV=TCC 物有所值 价值相当,缺乏争力
2.Positive value:TCV>TCC 物超所值 超额价值,竞争力强
3.Negative value:TCV
标准化管理与服务应基于不同的生命周期阶段在不同生命周期阶段需考虑不同问题如何发现并获取潜在客户?阶段A (Acquisition):客户获取如何把客户培养成高价值客户?阶段B:
(Build-up)
客户提升如何使客户使用新电信产品?
如何培养顾客忠诚度?阶段C:
(Climax)
客户成熟如何延长客户“生命周期”?阶段D:
(Decline)
客户衰退如何赢回客户?阶段E:
(Exit)
客户离网客户价值多种价值创造杠杆在不同时期应用发现尚未使用电信产品或正使用竞争对手产品的客户
通过有效渠道提供合适价值定位获取客户刺激需求的产品组合/服务交叉销售
针对性营销
高价值客户的差异化服务高危客户预警机制
高危客户挽留举措高价值客户赢回方法ExamplenullPage *Customer Value Management2、Customer Profitability(CP)—— 客户能给企业带来的利润大小Philip Kotler ——“A profitable customer is a person, household or a company that overtime, yields a revenue stream that exceeds by an acceptable amount the company's cost stream of attracting, selling and servicing the customer."Unprofitable customers can have high customer lifetime values.nullPage *Customer Value Management2、Customer Profitability(CP)(1) Customer acquisition costs顾客获取成本 = 获得1位顾客需要发送的目录数量 * 每份目录的成本
= 发出一份目录的成本/顾客回应率某移动全球通GPRS定向销售回应率曲线说明Page *Customer Value Management2、Customer Profitability(CP)说明:
从左
中我们可以看出,不对用户群特征进行研究,对10%的客户进行市场活动,获得的客户响应人数百分比只能是10%;
进行了用户群特征研究,我们对10%目标客户做市场活动,就可以获得约53.4%的顾客响应。
采用定向销售分析后,不仅提高了市场活动的命中率,也减少了市场活动的经费。某移动全球通GPRS定向销售回应率曲线说明Example(1) Customer acquisition costsnullPage *Customer Value Management2、Customer Profitability(CP)(2) Customer balancenullPage *Customer Value Management2、Customer Profitability(CP)(3)客户终身价值分析nullPage *Step #1: Avoid their acquisition in the first place
Step #2: Bear in mind potential rescue operations
Step #3: Catch the possibility of abandonment
Step #4: Draw up a cost—benefit analysis
Step #5: Ensure familiarity with your environment
Step #6: Facilitate biting the bulletMichael Haenlein and Andreas Kaplan (2009) propose a six-step approach for dealing with unprofitable customers, a framework they refer to as the ABCs of Unprofitable Customer ManagementCustomer Value Management2、Customer Profitability(CP)nullCustomer Value Management三. Customer Asset ManagementnullPage *Customer Value Management三. Customer Asset ManagementThree factors to influence:
Quality
Price
Convenient
nullCustomer Value Management三. Customer Asset ManagementA brand is a name or symbol used to identify the source of a product.
Brand equity is an intangible asset that depends on associations made be the consumer.Three factors:
Brand awareness (Brand familiarity)
Brand attitude (Brand association)
Corporate EthicsnullCustomer Value Management三. Customer Asset ManagementRelationship assets between customers and company on behalf of the strength of the relationship.Loyalty rewards programs
Special privileges planning
Community development planning
Knowledge accumulation plan
nullCustomer Value Management三. Customer Asset ManagementValue of assetsBrand EquityRelationship assets质量、价格和便利的努力广告价值提升平衡战略为当前客户提升价值品牌激增
广告维持方案威驰方案Strategic trianglenullCustomer Value Management四. Customer Pyramid ManagementPlatinum
Gold
Iron
LeadnullCustomer Value Management四. Customer Pyramid ManagementPlatinum Segment Characteristics
Typically, the platinum segment consists of the most loyal customers.
These customers aren’t overly concerned with product price.
These customers are concerned with value and quality of the merchandise the purchase
They also are the heaviest users of the products.
These customers are the most likely to invest in and try new product.nullCustomer Value Management四. Customer Pyramid ManagementPlatinum Segment
Most businesses keep platinum customers by offering incentive programs.
Store specific credit cards
Discounts based on the amount of spending
Frequent shopper programs
Special customer servicesnullCustomer Value Management四. Customer Pyramid ManagementGold Segment Characteristics
The gold segment differs from the Platinum segment because most gold segment customers are more price sensitive.
Gold segment customers don’t purchase as much as platinum segment customers.
Gold segment customers aren’t as loyal to one retailer and will go to competitors if the price is right.nullCustomer Value Management四. Customer Pyramid ManagementGold Segment
Retailers that would like to turn gold segment customers into platinum segment customers have a couple of different options.
Frequent shopper programs
Return customer discounts
Price matchingnullCustomer Value Management四. Customer Pyramid ManagementIron Segment Characteristics
Iron segment customers most likely are not loyal to any one retail business.
These customers are very price conscious and will shop many places to get the best price.
These customers are not likely to spend much at any one store.
Iron segment customers don’t deserve any special treatment because of the small amount of business they provide to a single retail business.nullCustomer Value Management四. Customer Pyramid ManagementIron Segment
Turning an iron segment customer into a gold segment customer is very difficult.
Some ways that might be accomplished include the following:
Price matching
Sales on specific merchandise
Advertising
Comparable merchandise at discount pricesnullCustomer Value Management四. Customer Pyramid ManagementLead Segment Characteristics
Lead segment customers are the ”problem” customers.
These customers are the most likely to actually cost a business money by being customers.
Lead segment customers demand a lot of attention for very little spending.
In this segment, abuse of return privileges are very common.nullCustomer Value Management四. Customer Pyramid ManagementLead Segment
The lead segment has been a nuisance to retail business for years. Because of this many retailers have implemented difficult programs to dissuade the lead segment customers.
Tighter return policies
Associated who have specifically been trained to deal with these “problem” customers
Charging for services that most lead segment customers are abusingnullPage *Customer Value ManagementReading materials:
[1] What Drives Customer Relationship Value in Business-to-Business Exchanges?
Robert W. Palmatier, 2007 [07-118]
[2] Measuring Customer Relationship Value: The Role of Switching Cost, June 1, 2006
Shane S. Dikolli Duke University - Fuqua School of Business
William R. Kinney, Jr. University of Texas at Austin - Department of Accounting
Karen L. Sedatole Michigan State University - Eli Broad College of Business