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Management
Prof Ashish K Mitra
What is CRM?
Multiple Choice :
a. Sales Force Automation applications
b. A marketing buzz word
c. A corporate philosophy
d. Software that implements marketing, sales and
service business process
e. Implemented through a wide array of
applications
f. A way to improve customer satisfaction and
increase business
g. The next wave of information technology
h. Very difficult to implement
i. All the above
j. None of the above
• A report published by American Society of
Quality and Arthur Anderson Consulting says
– A repeat customer costs 1/5th of acquiring a new
customer
– A customer tells eight friends about a satisfying
experience and 20 friends for a negative experience.
– It is much easier to influence existing customers to
buy 10% more than it is to increase the customer
base by 10%
– 80% of successful new product and service ideas
come from existing customers
Dissatisfied Customers
Operational excellence
Product leadership Cost leader
Best/newest product
• Operational excellence also asks for
a organisation model that is hard to
combine with product leadership and
customer intimacy.
• The process focus forms the core;
the organisation is more internally
oriented
Figure 3.1 Offensive versus defensive strategies
• Why is a customer intimacy strategy
considered to be a defensive strategy?
Explain your answer.
• It is a defensive strategy as its aim is to
retain and to build relationships with
existing customers. The objective of the
strategy is to create entry barriers that
should stop or hinder competitors from
approaching their customers.
• Is it possible for the manufacturer of a low-
involvement product such as biscuits or crackers to
implement a customer intimacy strategy?
• Most ‘low involvement’ products can be transformed
into ‘high involvement solutions’. Biscuits are ‘low
involvement’, but a celebration breakfast is not. An
analysis of the market should indicate what the
demand is for the intimate solution.
• Furthermore the organisation should explore if the
business is related to its current activities and if its
customers are willing to pay for the services or
experience.
• The choice of a customer for a software supplier
is heavily influenced by product innovations and
the software standard.
• As such many customers have switched from
Wordperfect to Microsoft Word and the Microsoft
browser has attracted many Netscape users.
• In the life insurance market, customers close a
transaction with a long term horizon. Trust plays
a major role; will the company still exist over
twenty years and will it keep its promises?
• To what extent is the organisation of a
supermarket equipped to implement a customer
intimacy strategy?
• Supermarkets basically have an operational
excellence value discipline. It is self service!
• A customer intimacy discipline is therefore not
likely to be the most appropriate. CRM systems
can be used to increase the scores on customer
intimacy to some degree, if the value proposition
and market circumstances allow for it.
Figure 4.4 From strategy to critical success factors
‘High costs are associated with owning data, and
Gartner believes that having bad data can increase
these costs by a factor of 10 when one considers
costs arising from bad business decisions and poor
CRM based on such data.’
Billing
The costs of a
lack of quality Irritation
Waste
Conversion
Cross-selling
The added value
of quality
Retention, etc.
Types of analysis questions
• Segmentation and selections
• Acquisition analyses and selections
• Customer analyses and selections
– Retention analysis
– Relationship development analysis
• Cross, deep and up-selling analysis
• Analyses to determine the effectiveness of
the way that the customer is approached
Figure 10.1 Phases in the analysis process
Datamining
• The automated discovery of interesting,
non-obvious patterns hidden in a database
that have a high potential for contributing to
the bottom line
versus
91
Key Customers
92
Types of Customers
• Loyal customers:
– Perceive the company’s product as much superior
to a competitor’s product
• Competitive customers:
– Perceive company’s product as slightly superior to
competitor’s product
93
Cont:
• Switchable customers:
– Perceive competitor's product as slightly superior to
the company’s product
• Competitor loyal customers:
– Perceive competitor’s product much superior to the
company’s product
94
Loyalty defined
• Loyalty is a deeply held commitment to
rebuy or repatronise a preferred
product/service consistently in the future,
thereby causing repetitive same-brand or
same brand-set purchasing, despite
situational influences and marketing
efforts having the potential to cause
switching behaviour.
Strategies for deciding key
customers
• Nature of need fulfillment
• Role of product in need fulfillment
• Position vis-à-vis competitors
• Length of relationship
96
Strategies for key customers
97
Factors for Segmentation
• Long term objectives
• Customer profile (demographics,
psychographics, user status etc)
• Type of usage
• Purchase
98
Customer Value
• According to Kotler: Customer value is the
difference between total customer value and
total customer cost
• Total customer value include:
– Product value
– Service value
– Personnel value
– Image value
99
Contd.
100
How marketers ensure value
• Customer intimacy ( senior executives Spending
time with customers)
• Interpreting Needs (Creation of Walkman)
• Co-creating value ( product configuration-Dell)
• Suitable Branding
• Training and empowering personnel
• Research techniques
• Value based pricing
101
Enhancing Customer Value
102
Customer Lifetime Value (CLV)
• “ The present value of the stream of future
profits expected over the customer’s lifetime
purchases. The company must subtract from
the expected revenues, the expected cost of
attracting, selling and servicing that customer”
Kotler and Keller
103
Contd.
• Customer Lifetime Value is defined as the total
value, in monetary terms, of your average customers
spanning the entire period that these customers are
likely to do business with you.
• It's the potential contribution of your customers to
your business over a period of time
• Required when company plans for long-term
relationships
• Lifetime value refers to ‘lifetime profitability’ when
cost data is readily available
• In absence of cost data, it refers to the lifetime
revenue stream
104
LIFETIME VALUE
105
Calculating CLV
• Let's say you've 2,000 steady customers and
these customers remain with you for an
average of two years; for the past two years,
your net profit was $700,000.
• The Customer Lifetime Value can be
calculated as: $700,000/2,000 = $350.
• What this means is that over an average
customer lifespan of two years, each new
customer you could acquire and keep is worth
$350 to you in profits.
106
Importance of CLV
• Knowing the Lifetime Value of your customers
is crucial to you and your business as it serves
as a benchmark without which you'll be groping
in the dark.
• When you know the Lifetime Value of your
customers, you can determine how much time,
effort and money you can afford to invest to
acquire that customer in the first instance.
107
Contd.
• you can invest more today to reap a much
larger profits later down the road as long as
your cash flow is healthy and can support it.
• When you realize that customers are actually
an ongoing stream of revenue as opposed to a
one-shot sale, you can re-focus your marketing
efforts.
108
Customer Equity
• Total of the discounted lifetime values of all
the firm’s customers
• There has been shift from brand equity to
customer equity
• ROI Indicates how well the firm creates value
from its investment, ROC quantifies how well
the firm creates value from its customers
109
Contd.
• ROC is:
– Current period’s cash flow from its customers
plus any changes in the customer equity should be
divided by the total customer equity at the
beginning of the period
• Final figure of customer equity is:
– The customer lifetime values of all the current and
future customers added together
110
Cost of acquiring customers include
• Cost of sales
• Promotions
• Branding
• Customer trials etc
111
Lifetime Value of Customers
112
CLV depends on:
113
Activity-Based costing for CRM
• ABC is a budgeting and analysis process that evaluates
overhead and operating expenses by linking costs to
customers, services, products and orders
• Allows managers to see which products, customers or
services are profitable or losing money
• Measures the cost and performance of activities,
resources and cost objects
• Resources are assigned to activities, then activities are
assigned to cost objects based on their use
114
Customer Defection Curve
115
116
Categories of Customer Defectors
• Price defectors
• Product defectors
• Service defectors
• Market defectors
• Technology defectors
• Organizational defectors
117
Customer Life Cycle
• Pre Purchase stage
• Purchase stage
• Usage stage
• Re-purchase stage
• Lost customer stage
118
CRM in Pre-Purchase Stage
119
CRM in Purchase Stage
• Purchase options
• Easy procedures
• Access to hire purchase
• Complete solution
• Installation and training at customer’s
convenience
120
CRM in Usage Stage
• Easy access to after-sales service
• Quick trouble shooting
• Spare parts-easy availability and affordability
• Updated features
• Engaging customers
121
CRM in Re-purchase stage
• Easy disposal of old product
• Loyalty bonus
• New products with useful value additions
• Keeping track of churn
122
CRM in winning back lost customers
123
Customer Lifecycle Management
(CLM)
124
Aspects included in CLM
• Purchase history, which includes recency, frequency
and quantity;
• Gross amount of money spent on acquiring and
retaining the customer through marketing dollars,
• Resources spent generating each sale, as well as post
sales service and support;
• And the duration or longevity of that customer’s
relationship with your business.
125
CRM Vs CLM
• CRM is the overall corporate philosophy of managing your
relationship with each customer in order to provide a better
overall customer experience.
• CRM, however, can wane in and out and be selective,
practicing on some customers but not others.
• It can also be a practice of one department but not others,
fluctuating at all the contact points within the organization.
• Perhaps you’re practicing CRM with a few of your biggest
clients, because they are worth exponentially more than all
your other customers combined.
• CRM can be selective and not at all static, as it’s more of a
practice than a measurement.
126
Contd.
• CLM however is a static entity, and is more based upon a single
measurement which incorporates multiple metrics than a philosophy.
• Without practicing CRM , a company can take various measurements
of its customer lifecycles and find ways to improve, or ‘manage’
them better.
• CLM is also non-departmental, in that it by definition incorporates all
interactions with the customer throughout that customer’s life.
• The other key facet of differentiation between CRM and CLM is the
element of time.
• CLM is always a measurement over time, whereas CRM can be an
act at one particular contact point with the customer.
127
Measuring CLM Success
• First, we need to segment our customer database into as many
variables as we want to measure.
• The most important thing to remember when determining how to
segment your customer database is that time is the most crucial
factor in CLM measurements – so none of your segmentations
should be one-time transactions, other than as a starting point to
measure positive CLM success from.
• Customer database can be put into various groups such as
– repeat purchasers over time,
– frequency of those repeating purchasers,
– overall lifespan of each customer (first transaction to most recent) etc
128
Results of CLM
• Did your customers purchase more frequently, more
recently?
• Did they have larger overall transactions?
• Were they less costly to your business in terms of
service and support?
• Did they respond better to marketing initiatives?
• Has your Total cost of Acquisition per customer
shrunk, or grown?
129
Classification of customers
• High cost-to-serve-customers • Low cost-to-serve customers
– Order custom products – Order standard products
– Small order quantities – High order quantities
– Unpredictable order arrivals – Predictable order arrivals
– Customized delivery – Standard delivery
– Change delivery requirements – No changes in delivery requirements
– Manual processing – Electronic processing
– Large pre-sales and post-sales – Little or no pre-sales or post-sales support
support – Replenish as produced
– Require company to hold – Pay on time (low A/c receivable)
inventory
– Pay slowly (high A/c receivable)
130
131
Classification of Customers
• Profitable customers fall in different quadrants
• Best ones are in the upper left-hand quadrant
• These are rare, but if present should be cherished
and protected as they are prime target for
competitors
• They need to be retained through bonding
strategies
132
Contd.
133
Contd.
• The most challenging customers are the low margin-high
cost to serve customers that include:
– Convertibles: by negotiating improved ordering and delivery
relationships, reducing discounts, establishing menu-based pricing
for special services and features
134
Why
Why CRM?
CRM? Profitability
Profitability –– driving
driving business
business
Profit
Profit generation
135
Profitability – the CRM answer
Customers life time value
Cross-sell & up-sell
Profit
Churn analysis
Reduce
(Acquisition)
Time
Costs
136
The Path to Strategic Customer Care
The Marriage
Customer Satisfaction/ Loyalty
The Relationship
RM
C Strategic
Customer Care
Customer Acquisition
Dialing
Relation
Customer Satisfaction/Loyalty
Share of Life
Transact
Share of Wallet
ion
M
Product
CR Strategic Customer Care
Customer Retention
Customer Acquisition
Retention)
0
- 0 +
Degree of Profitability 139
Customer Life Cycles
140
Customer Life Cycle
• Five Major “Life” Phases
•Prospects
•Responders
•New Customers
•Established Customers
•Former Customers
141
Business Processes
Organized around the Cust. Life Cycle
142
Business Processes - Acquisition
Acquisition is the process of attracting
prospects & turning them into customers
Who are the prospects?
Geographic expansion
Product, service, pricing changes
Competition changes
Data Mining helps ID prospects
143
Business Processes - Activation
144
Business Processes - Activation
Activation steps (generalization)
The Order
The Subscription
145
Business Processes – Relationship Management
146
Business Processes - Retention
Survival Analysis
Churn Analysis
147
Traditional vs. Personalized or (1:1) Marketing
148
Enterprise CRM
Components of CRM Technologies
Consumer
Insight
Attitudinal Behavioral
CRM Analytics Include
• Segmentation studies,
• Customer migration analysis,
• Cross-sell/up-sell analysis,
• New customer models,
• Customer contact optimization,
• Merchandising analysis,
• Customer attrition and churn models,
• Credit risk scoring,
• Lifetime value (LTV) modeling and much more.
Use of CRM Analytics
• Segment your customers by business value.
– Next, model them to predict their migration into a spectrum of
value segments.
– Then, simulate and predict customer buying behavior based on a
variety of promotion strategies.
• Perform a marketing-influencers analysis
– To identify which customers can be influenced in their value
migration
– Then communicate to them in ways that move them in the right
direction.
Cont.
• Make accurate assessments of each
customer's affinity to a message, product or
service.
• Learn how frequently you should contact
each customer - and which channel you should
use for specific messages.
Cont.
• Perform very detailed analyses -
– Market- basket analysis,
– Product structure analysis,
– Cross-product correlation analysis,
– Multiple campaign response models,
– Customer growth models,
– Churn and attrition models, and customer lifetime
value models - to spot profit opportunities.
Scope of Analytical CRM
• Capturing all relevant customer information like
– Your customers' response to your marketing
campaigns
– Your customers' priorities in your web shop
– The requests for information addressed to your
customer interaction center
Contd.
• Some external information that can be included
are:
– Market data on your customers
– Enterprise data on competitors dealing with your
customers
– Web surveys to supplement your customer
information with details about customer satisfaction
and customer preferences
– Data from communities or clubs with a common
interest
The Customer Knowledge Base: a 360 Degree View
Customer behavior modeling
• You can understand who your customers are
by observing their behavior and identifying
relevant patterns via profiling and scoring.
• This information can then be used to create
predictive models that help you acquire, grow,
and retain attractive and profitable customers
Use of Customer behavior modeling
Sales Metrics
◦ Number of prospective customers
◦ Number of new customers
◦ Number of retained customers
◦ Number of open leads
◦ Number of sales calls
◦ Amount of new revenue
◦ Amount of recurring revenue
◦ Number of proposals given
CRM Metrics
Service Metrics
◦ Cases closed same day
◦ Number of cases handled by agent
◦ Number of service calls
◦ Average number of service requests by type
◦ Average time to resolution
◦ Average number of service calls per day
CRM Metrics
Marketing Metrics
◦ Number of marketing campaigns
◦ New customer retention rates
◦ Number responses by marketing campaign
◦ Number of purchases by marketing campaign
◦ Revenue generated by marketing campaign
◦ Customer retention rate
The CRM functionality history
Decision support systems Data Warehousing Artificial Intelligence
Internet
SFA
CRM
eBusiness
Marketing
Marketing, Planning Campaign
Segmentation
and Budgeting Management
Service
Service Request Contract
Fulfill Service
Management Management
Invoice to Order
Cancel Orders
Cash Management
CRM - the channel concept - Siebel
Web and Email
Analytics
Call Center
Customers Customer
Information
Field
Back Office
Partners
Marketing
CRM functionality
Web and Email
Analytics
Prospects
Call Center
ERP
Customers Customer
Information
Field
Back Office
Partners
Customer hierarchy
Customer contact
Marketing
Benefits of data warehousing in CRM
Customization of
Marketing Mix
Product Management of
Planning Intermediaries
Data Warehouse
Relationship
Targeted
Marketing
Promotions
Customized
Sales Force
Services
Productivity
Technology used in CRM
• One of the key inputs in CRM is the use of technology for data
mining and also for responding to the customer in real time.
• Some commonly used technological tools are the telephone,
the internet, computers, fax and electronic data interchange.
Summary