2008≸ 10㠈 31㢰
㚕㉰㼸㛨 㢨㣠䚐 ⺴㇠㣙
CRM
– Ḕᵑ⬀㦥
Ḕᵑ⬀㦥
Ḕᵑ⬀㦥
Ḕᵑ⬀㦥 Ḵ⫠⪰
Ḵ⫠⪰
Ḵ⫠⪰
Ḵ⫠⪰ ≌㛨㉐⏈
≌㛨㉐⏈
≌㛨㉐⏈ Ḕᵑᴴ㾌
≌㛨㉐⏈
Ḕᵑᴴ㾌
Ḕᵑᴴ㾌
Ḕᵑᴴ㾌 㵲ὤ
㵲ὤ
㵲ὤ
㵲ὤ
2⯝㵜
⯝㵜
⯝㵜
⯝㵜
I.
CRM㜄
㜄
㜄
㜄 䚐
䚐
䚐
䚐 㫼ⱬ☘
㫼ⱬ☘
㫼ⱬ☘
㫼ⱬ☘
II.
ạ⇨㞬
ạ⇨㞬
ạ⇨㞬
ạ⇨㞬 CRM Trend
III.
CRMὤⵌ㢌
ὤⵌ㢌
ὤⵌ㢌
ὤⵌ㢌 Business 䜵㐔
䜵㐔
䜵㐔
䜵㐔 ㇠⥴
㇠⥴
㇠⥴
㇠⥴
-
Marketing Science
-
Sales Channel Ḵ⫠
Ḵ⫠
Ḵ⫠
Ḵ⫠
-
Sales Force Automation
-
Next Generation Branch Model
-
Service Transformation
3
•
CRM㢨⢴
㢨⢴
㢨⢴ ⱨ㛻㢬ᴴ
㢨⢴
ⱨ㛻㢬ᴴ
ⱨ㛻㢬ᴴ?
ⱨ㛻㢬ᴴ
•
㞐
㞐
㞐
㞐 CRM㡸
㡸
㡸
㡸 䚨㚰⬀
䚨㚰⬀
䚨㚰⬀
䚨㚰⬀ 䚌⏈ᴴ
䚌⏈ᴴ
䚌⏈ᴴ
䚌⏈ᴴ?
(CRM㡸
㡸
㡸
㡸 䚌⮨
䚌⮨
䚌⮨
䚌⮨ ὤ㛹㜄
ὤ㛹㜄 㛨⛘
ὤ㛹㜄
ὤ㛹㜄
㛨⛘
㛨⛘
㛨⛘ 㢨㢩㡸
㢨㢩㡸
㢨㢩㡸 㨰⏈ᴴ
㢨㢩㡸
㨰⏈ᴴ
㨰⏈ᴴ
㨰⏈ᴴ?)
•
CRM㡸
㡸
㡸 㣌䚌ὤ
㡸
㣌䚌ὤ
㣌䚌ὤ
㣌䚌ὤ 㠸䚨㉐⏈
㠸䚨㉐⏈ 㛨⛘
㠸䚨㉐⏈
㠸䚨㉐⏈
㛨⛘
㛨⛘
㛨⛘ 㜡⣽㢨
㜡⣽㢨
㜡⣽㢨
㜡⣽㢨 䙸㟈䚐ᴴ
䙸㟈䚐ᴴ
䙸㟈䚐ᴴ
䙸㟈䚐ᴴ?
•
CRM㡸
㡸
㡸 㣌䚌ὤ
㡸
㣌䚌ὤ
㣌䚌ὤ
㣌䚌ὤ 㠸䚨
㠸䚨 䙸㟈䚐
㠸䚨
㠸䚨
䙸㟈䚐
䙸㟈䚐
䙸㟈䚐 IT Ạ㦤⏈
Ạ㦤⏈
Ạ㦤⏈
Ạ㦤⏈?
CRM㡸
㡸
㡸 ▌⤠㐰
㡸
▌⤠㐰
▌⤠㐰
▌⤠㐰 㢰ⵌ㤵㢬
㢰ⵌ㤵㢬
㢰ⵌ㤵㢬
㢰ⵌ㤵㢬 㫼ⱬ☘
㫼ⱬ☘
㫼ⱬ☘
㫼ⱬ☘
4What is CRM?
• CRM㡴
㡴
㡴 …
㡴
ὤ㛹㢨
ὤ㛹㢨
ὤ㛹㢨
ὤ㛹㢨 㙼㥉㤵㢬
㙼㥉㤵㢬
㙼㥉㤵㢬
㙼㥉㤵㢬 ㍌㢩Ḱ
㍌㢩Ḱ
㍌㢩Ḱ
㍌㢩Ḱ ㉥㣙㡸
㉥㣙㡸
㉥㣙㡸
㉥㣙㡸 ⸨㣙䚌ὤ
⸨㣙䚌ὤ 㠸䚨
⸨㣙䚌ὤ
⸨㣙䚌ὤ
㠸䚨
㠸䚨
㠸䚨, ᴴ㾌
ᴴ㾌
ᴴ㾌 㢼⏈
ᴴ㾌
㢼⏈
㢼⏈
㢼⏈
Ḕᵑ㡸
Ḕᵑ㡸
Ḕᵑ㡸
Ḕᵑ㡸 㵲㙸⇨Ḕ
㵲㙸⇨Ḕ
㵲㙸⇨Ḕ
㵲㙸⇨Ḕ, 䟁☑
䟁☑
䟁☑ ⵃ
䟁☑
ⵃ 㡔㫴䚌⏈
ⵃ
ⵃ
㡔㫴䚌⏈
㡔㫴䚌⏈
㡔㫴䚌⏈ 㢰⥜㢌
㢰⥜㢌
㢰⥜㢌
㢰⥜㢌 䞐┍㢨␘
䞐┍㢨␘
䞐┍㢨␘.
䞐┍㢨␘
• CRM㡴
㡴
㡴 …
㡴
Marketing, Sales, Service㢨␘
㢨␘
㢨␘
㢨␘.
5
What is CRM?
⫼䀴䐹 ⫼䀴䐹 ⫼䀴䐹 ⫼䀴䐹 㜵㛹 㜵㛹 㜵㛹 㜵㛹 ㉐⽸㏘㉐⽸㏘㉐⽸㏘㉐⽸㏘ Ḕᵑ Ḕᵑ Ḕᵑ Ḕᵑ 㜵㛹ὤ䟀 㜵㛹ὤ䟀 㜵㛹ὤ䟀 㜵㛹ὤ䟀 㐔ἐ 㐔ἐ 㐔ἐ 㐔ἐ Ḕᵑ䞈Ḕᵑ䞈Ḕᵑ䞈Ḕᵑ䞈 ⵃⵃⵃⵃ ὤ㦨 ὤ㦨 ὤ㦨 ὤ㦨 ḔᵑḔᵑḔᵑḔᵑ 䞐㉥䞈䞐㉥䞈䞐㉥䞈䞐㉥䞈 Ḕᵑ㥉⸨㢌 Ḕᵑ㥉⸨㢌 Ḕᵑ㥉⸨㢌 Ḕᵑ㥉⸨㢌 㫴㋁㤵 㫴㋁㤵 㫴㋁㤵 㫴㋁㤵 㻉㤵㻉㤵㻉㤵㻉㤵 Customer Creation Customer Development Customer Retention 㨰⦐ 㨰⦐ 㨰⦐ 㨰⦐ Front-endᴴᴴᴴᴴ ᵉ㦤╌⏈ᵉ㦤╌⏈ᵉ㦤╌⏈ᵉ㦤╌⏈ 㦤㫵㜄㦤㫵㜄㦤㫵㜄㦤㫵㜄 㤵䚝㤵䚝㤵䚝㤵䚝 䝅㢌㢌 䝅㢌㢌 䝅㢌㢌 䝅㢌㢌 CRM Ḕᵑ㡸 Ḕᵑ㡸 Ḕᵑ㡸 Ḕᵑ㡸 ᴴ㫴⏈ᴴ㫴⏈ᴴ㫴⏈ᴴ㫴⏈ ⯜☔⯜☔⯜☔ 㦤㫵㜄⯜☔㦤㫵㜄㦤㫵㜄㦤㫵㜄 㤵䚝㤵䚝㤵䚝㤵䚝 ṅ㢌㢌 ṅ㢌㢌 ṅ㢌㢌 ṅ㢌㢌 CRM ⫼䀴䐹 ⫼䀴䐹 ⫼䀴䐹 ⫼䀴䐹 㜵㛹 㜵㛹㜵㛹 㜵㛹 ㉐⽸㏘㉐⽸㏘㉐⽸㏘㉐⽸㏘ Ḕᵑ ḔᵑḔᵑ Ḕᵑ SCM KM ERP 䟀᷸ 䟀᷸䟀᷸ 䟀᷸ Ɒ⪌ Ɒ⪌Ɒ⪌ Ɒ⪌ 䖼㫼Ḵ⫠ 䖼㫼Ḵ⫠ 䖼㫼Ḵ⫠ 䖼㫼Ḵ⫠ R&D 㣠ḔḴ⫠ 㣠ḔḴ⫠ 㣠ḔḴ⫠ 㣠ḔḴ⫠ 檺媦穢 檺媦穢 檺媦穢 檺媦穢 洛汞庂洛汞庂洛汞庂洛汞庂 娶幺嗖櫖 娶幺嗖櫖 娶幺嗖櫖 娶幺嗖櫖 娶岂娶岂娶岂娶岂 חʹ;ʹ;汞ʹ;ʹ;汞汞汞 洇殯儆垫 洇殯儆垫洇殯儆垫 洇殯儆垫 櫲抆 櫲抆櫲抆 櫲抆 ח徯祢徯祢 ͺΞΒΘΖ徯祢徯祢ͺΞΒΘΖͺΞΒΘΖͺΞΒΘΖ ח箮刂儆箮刂儆箮刂儆箮刂儆 埲岂滖 埲岂滖埲岂滖 埲岂滖 6Why CRM?
• ạạạ ὤ㛹☘㡴ạὤ㛹☘㡴ὤ㛹☘㡴 䓽ἔ㤵㡰⦐ὤ㛹☘㡴䓽ἔ㤵㡰⦐䓽ἔ㤵㡰⦐䓽ἔ㤵㡰⦐ 5≸⫼␘≸⫼␘≸⫼␘≸⫼␘ Ḕᵑ㢌Ḕᵑ㢌 㤼ⵌ㡸Ḕᵑ㢌Ḕᵑ㢌㤼ⵌ㡸㤼ⵌ㡸㤼ⵌ㡸 㢷⏈㢷⏈㢷⏈㢷⏈ ᶷ㡰⦐ᶷ㡰⦐ᶷ㡰⦐ᶷ㡰⦐ Harvard Business Review (HBR)㢌㢌㢌㢌 㦤㇠ 㦤㇠ 㦤㇠ 㦤㇠㜄㜄㜄㉐㜄㉐㉐㉐ 㻈㥉═㻈㥉═㻈㥉═㻈㥉═ 㤵㢨㤵㢨㤵㢨 㢼㢀㤵㢨㢼㢀㢼㢀㢼㢀 • HBR ὤ㇠㜄ὤ㇠㜄ὤ㇠㜄ὤ㇠㜄 ♤⪨⮨♤⪨⮨♤⪨⮨, Ḕᵑ㢌♤⪨⮨ Ḕᵑ㢌 䇼䟀Ḕᵑ㢌Ḕᵑ㢌 䇼䟀䇼䟀䇼䟀(ⷴ㐠ⷴ㐠ⷴ㐠 ☥ⷴ㐠 ☥☥☥)⪰⪰ 5%⬀⪰⪰ ⬀⬀⬀ 㨸㜠⓸㨸㜠⓸㨸㜠⓸㨸㜠⓸ ⫼㫸⫼㫸⫼㫸⫼㫸 䞉䞉 ⵃ䞉䞉 ⵃⵃⵃ Sales Utilization㢌㢌㢌㢌 㫑⦐㫑⦐㫑⦐㫑⦐ 㢨㡘㡸 㢨㡘㡸 㢨㡘㡸 㢨㡘㡸 ▄▄▄ ⵤ⦐▄ⵤ⦐ⵤ⦐ⵤ⦐ ⇜Ὤ⇜Ὤ⇜Ὤ⇜Ὤ ㍌㍌ 㢼␘㍌㍌㢼␘㢼␘Ḕ㢼␘ḔḔḔ 䚜䚜䚜䚜
• 㺐ἰ Fortune ⵃ㺐ἰ㺐ἰ㺐ἰ ⵃⵃ Business Week㢌ⵃ 㢌㢌 1,000 㢌 ὤ㛹㜄ὤ㛹㜄ὤ㛹㜄ὤ㛹㜄 㦹㇠䚌⏈㦹㇠䚌⏈ CEO㝴㦹㇠䚌⏈㦹㇠䚌⏈ 㝴㝴㝴 CIO☘㡸☘㡸☘㡸☘㡸 ㉘ⱬ䚐㉘ⱬ䚐㉘ⱬ䚐 ᷤḰ㉘ⱬ䚐ᷤḰᷤḰᷤḰ, 㚒㡰⦐㚒㡰⦐㚒㡰⦐㚒㡰⦐ 5≸≸≸≸ ⇨⦐⇨⦐⇨⦐⇨⦐ ㍌䚽䚨㚰㍌䚽䚨㚰㍌䚽䚨㚰㍌䚽䚨㚰 䚌⏈䚌⏈䚌⏈䚌⏈ 㷟㷟 ⶼ㬬㷟㷟ⶼ㬬ⶼ㬬 䘸⦐㥑䏬⦐ⶼ㬬䘸⦐㥑䏬⦐䘸⦐㥑䏬⦐䘸⦐㥑䏬⦐ Sales and Marketing Automation㡸㡸㡸㡸 ⁱ㚌㢀ⁱ㚌㢀ⁱ㚌㢀ⁱ㚌㢀(Harris Poll)
• 20%㢌㢌㢌㢌 Ḕᵑ㢨Ḕᵑ㢨Ḕᵑ㢨Ḕᵑ㢨 80%㢌㢌 Revenue⪰㢌㢌 ⪰⪰⪰ 㵱㻐䚜㵱㻐䚜㵱㻐䚜㵱㻐䚜 • Ḕᵑ㡔㫴⽸㟝Ḕᵑ㡔㫴⽸㟝Ḕᵑ㡔㫴⽸㟝 ⽸Ḕᵑ㡔㫴⽸㟝⽸⽸⽸ Ḕᵑ䟁☑⽸㟝㢨Ḕᵑ䟁☑⽸㟝㢨Ḕᵑ䟁☑⽸㟝㢨Ḕᵑ䟁☑⽸㟝㢨 10ⵤⵤ ᴴ⣽ⵤⵤᴴ⣽ᴴ⣽ ⒈ᴴ⣽⒈⒈⒈ 䆰䆰䆰䆰 • ⺼⬀㢨 㢼⏈⺼⬀㢨⺼⬀㢨⺼⬀㢨㢼⏈㢼⏈㢼⏈ ḔᵑḔᵑḔᵑḔᵑ 㩅㩅 4%⬀㢨㩅㩅 ⬀㢨⬀㢨⬀㢨 Complain㡸㡸㡸 䚌⏈㡸䚌⏈䚌⏈䚌⏈ ⵌ⮨ⵌ⮨ 65-90% 㢌ⵌ⮨ⵌ⮨ 㢌㢌㢌 Ḕᵑ㡴Ḕᵑ㡴Ḕᵑ㡴Ḕᵑ㡴 ▄▄▄▄ ⶼⶼ ␘㐐ⶼⶼ␘㐐␘㐐␘㐐 䚨㥐䖼㡸䚨㥐䖼㡸䚨㥐䖼㡸 Ạ⬘䚌㫴䚨㥐䖼㡸Ạ⬘䚌㫴Ạ⬘䚌㫴Ạ⬘䚌㫴 㙾㢀 㙾㢀 㙾㢀 㙾㢀 • 㢨䇼䚌⏈ Ḕᵑ㢌㢨䇼䚌⏈㢨䇼䚌⏈㢨䇼䚌⏈Ḕᵑ㢌Ḕᵑ㢌Ḕᵑ㢌 45%ᴴᴴᴴ 㢨䇼䚌⏈ᴴ㢨䇼䚌⏈㢨䇼䚌⏈ ᴴ㣙㢨䇼䚌⏈ᴴ㣙ᴴ㣙ᴴ㣙 䆤䆤 㢨㡔⦐䆤䆤㢨㡔⦐㢨㡔⦐㢨㡔⦐ Ḕᵑ㉐⽸㏘Ḕᵑ㉐⽸㏘Ḕᵑ㉐⽸㏘Ḕᵑ㉐⽸㏘ ⺼⬀㦥㡸⺼⬀㦥㡸⺼⬀㦥㡸⺼⬀㦥㡸 ☘Ḕ☘Ḕ☘Ḕ☘Ḕ 㢼㢀㢼㢀㢼㢀㢼㢀 • ⺼⬀㢨⺼⬀㢨⺼⬀㢨⺼⬀㢨 ⬀㦥㏘⤱᷀⬀㦥㏘⤱᷀⬀㦥㏘⤱᷀⬀㦥㏘⤱᷀ 䚨㋀═䚨㋀═䚨㋀═䚨㋀═ Ḕᵑ㢌Ḕᵑ㢌 82%ᴴḔᵑ㢌Ḕᵑ㢌 ᴴᴴᴴ ␘㐐␘㐐␘㐐␘㐐 㥐䖼㡸㥐䖼㡸㥐䖼㡸㥐䖼㡸 Ạ⬘䚜Ạ⬘䚜Ạ⬘䚜Ạ⬘䚜
7
CRM㡸
㡸
㡸 㣌䚌ὤ
㡸
㣌䚌ὤ
㣌䚌ὤ
㣌䚌ὤ 㠸䚨㉐
㠸䚨㉐
㠸䚨㉐
㠸䚨㉐ 䙸㟈䚐
䙸㟈䚐
䙸㟈䚐
䙸㟈䚐 㜡⣽
㜡⣽
㜡⣽
㜡⣽
Accenture㢌
㢌
㢌
㢌 CRM offering㡸
㡸
㡸 㩅㐠㡰⦐
㡸
㩅㐠㡰⦐
㩅㐠㡰⦐
㩅㐠㡰⦐ ⸬
⸬
⸬
⸬ CRM Capability ⯜⒬
⯜⒬
⯜⒬
⯜⒬
Sales Incentive Compensation & Reward
Sales Technology Enablement Sales Operations Optimization
Sales Process Design High Performance Sales Workforce
Sales Strategy
Sales Channel Management Sales Transformation
Multi-Channel Self-Service High- Performance Service Workforce
Desktop & Mobile Solutions Service Delivery Management Service Performance Management
Field Service & Support Effectiveness Telephony Integration & Management
Service Operations Optimization
Billing/Customer Credit & Collections
Service Strategy Multi-Channel Synchronization Customer Experience Management
Service Transformation
Marketing Operations Planning & Management
Campaign Management Pricing Management Consumer & Customer
Loyalty Management Category, Product & Brand Management
Marketing ROI Marketing Strategy
Customer Experience Design & Operating Model
Customer Data Management Trade Promotion
Marketing Transformation
Segmentation & Insight
8
⯝㵜
⯝㵜
⯝㵜
⯝㵜
I.
CRM㜄
㜄
㜄
㜄 䚐
䚐
䚐
䚐 㫼ⱬ☘
㫼ⱬ☘
㫼ⱬ☘
㫼ⱬ☘
II.
ạ⇨㞬
ạ⇨㞬
ạ⇨㞬
ạ⇨㞬 CRM Trend
III.
CRMὤⵌ㢌
ὤⵌ㢌
ὤⵌ㢌
ὤⵌ㢌 Business 䜵㐔
䜵㐔
䜵㐔
䜵㐔 ㇠⥴
㇠⥴
㇠⥴
㇠⥴
-
Marketing Science
-
Sales Channel Ḵ⫠
Ḵ⫠
Ḵ⫠
Ḵ⫠
-
Sales Force Automation
-
Next Generation Branch Model
-
Service Transformation
9
CMO priorities focus on growth :
Leader㢌㢌㢌㢌 Ḵ㐠㇠䚡Ḵ㐠㇠䚡Ḵ㐠㇠䚡Ḵ㐠㇠䚡ὤ㛹
ὤ㛹
ὤ㛹
ὤ㛹 Leader☘㢌
☘㢌
☘㢌 㺐㟤㉔
☘㢌
㺐㟤㉔
㺐㟤㉔
㺐㟤㉔ Ḵ㐠㇠⏈
Ḵ㐠㇠⏈
Ḵ㐠㇠⏈
Ḵ㐠㇠⏈ Revenue Growth㢸
㢸
㢸
㢸
Revenue growth
Customer acquisition/retention/satisfaction Innovation
0% 5% 10% 15% 20% 25% 30% 35% 40% 45% Percentage of respondents
Align Marketing with Business Strategy Drive new product development
!
Source : Spencer Stuart executive search, Accenture Marketing Transformation (2007)
10 CRM ㍌䚽㍌䚽㍌䚽㍌䚽 ᷤḰᷤḰᷤḰᷤḰ
CRM ᷸䟁
᷸䟁
᷸䟁
᷸䟁 ⽸
⽸
⽸
⽸ ㉥㼜㡜㡸
㉥㼜㡜㡸 ⺸㉑䚐
㉥㼜㡜㡸
㉥㼜㡜㡸
⺸㉑䚐
⺸㉑䚐 ᷤḰ
⺸㉑䚐
ᷤḰ
ᷤḰ
ᷤḰ 㐘㥐
㐘㥐 Profit ⵃ
㐘㥐
㐘㥐
ⵃ
ⵃ
ⵃ Revenue 㽕⮨㜄㉐⏈
㽕⮨㜄㉐⏈
㽕⮨㜄㉐⏈
㽕⮨㜄㉐⏈ ὤ
ὤ
ὤ
ὤ 㢨ㇵ㡰⦐
㢨ㇵ㡰⦐
㢨ㇵ㡰⦐
㢨ㇵ㡰⦐ 䆠᷀
䆠᷀
䆠᷀
䆠᷀
ὤ㜠䚌㫴⏈
ὤ㜠䚌㫴⏈
ὤ㜠䚌㫴⏈
ὤ㜠䚌㫴⏈ ⯯䚐
⯯䚐
⯯䚐 ᶷ㡰⦐
⯯䚐
ᶷ㡰⦐
ᶷ㡰⦐
ᶷ㡰⦐ ⺸㉑╜
⺸㉑╜
⺸㉑╜
⺸㉑╜
!
!
Source : Gartner (April 2008)
Revenue 㽕⮨ 㽕⮨ 㽕⮨ 㽕⮨ Profit 㽕⮨ 㽕⮨ 㽕⮨ 㽕⮨
11
ὤ㛹㢌
ὤ㛹㢌
ὤ㛹㢌
ὤ㛹㢌 Revenue ⵃ
ⵃ
ⵃ
ⵃ Profit 䛙ㇵ㡸
䛙ㇵ㡸
䛙ㇵ㡸
䛙ㇵ㡸 䋩䚨
䋩䚨
䋩䚨
䋩䚨 Business㢌
㢌
㢌
㢌 ὤ㜠䚔
ὤ㜠䚔 ㍌
ὤ㜠䚔
ὤ㜠䚔
㍌
㍌
㍌ 㢼⏈
㢼⏈
㢼⏈ CRM ㍌䚽㡸
㢼⏈
㍌䚽㡸 㠸䚨㉐⏈
㍌䚽㡸
㍌䚽㡸
㠸䚨㉐⏈
㠸䚨㉐⏈
㠸䚨㉐⏈ 㐐㣙
㐐㣙
㐐㣙
㐐㣙
ⵃ
ⵃ
ⵃ
ⵃ Ḕᵑ㜄
Ḕᵑ㜄
Ḕᵑ㜄
Ḕᵑ㜄 䚐
䚐
䚐
䚐 㣠㦤⮹㢨
㣠㦤⮹㢨
㣠㦤⮹㢨
㣠㦤⮹㢨 䙸㟈䚜
䙸㟈䚜
䙸㟈䚜
䙸㟈䚜
CRM㜄㜄㜄㜄 䚐䚐䚐 New View Point 䙸㟈䚐 䙸㟈䙸㟈䙸㟈
Market ⺸㉑
⺸㉑
⺸㉑
⺸㉑
Customer ⺸㉑
⺸㉑
⺸㉑
⺸㉑
CRM㜄
㜄
㜄 䚐
㜄
䚐
䚐
䚐
ㇼ⦐㟨
ㇼ⦐㟨
ㇼ⦐㟨
ㇼ⦐㟨 㢨䚨
㢨䚨
㢨䚨
㢨䚨
䙸㟈
䙸㟈
䙸㟈
䙸㟈
12Global CRM Trend – Growth from New Places, New Spaces & New Faces
Emerging Economics ㉥㣙
㉥㣙
㉥㣙
㉥㣙, New Middle Class ⵃ
ⵃ
ⵃ
ⵃ Major Customers Groups㢌
㢌
㢌
㢌 ☥㣙㡰⦐
☥㣙㡰⦐
☥㣙㡰⦐
☥㣙㡰⦐
ㇼ⦐㟨
ㇼ⦐㟨
ㇼ⦐㟨
ㇼ⦐㟨 㐐㣙㢨
㐐㣙㢨
㐐㣙㢨
㐐㣙㢨 ⵐ㈑䚌Ḕ
ⵐ㈑䚌Ḕ
ⵐ㈑䚌Ḕ
ⵐ㈑䚌Ḕ 㢼㢀
㢼㢀
㢼㢀
㢼㢀
Share of Global GDP:
Developed vs. Emerging Economies
Real GDP at 1996 prices and at PPP, US$ trillion
Emerging 5.8% CAGR 2005–2025 Developed 2.7%
Source: Accenture Service Line Overview - CRM (2008)
0 20 40 60 80 100 120 1980 1990 2005 2015 2025 Developed World Emerging World
61% 57% 49% 39% 51% 43% 39% 61% 71% 29% Emerging Economic Power 㫑㫑㫑㫑
China’s Income Distribution
57% 49% 39% 51% 43% 61% 71%
The New Middle Class ⵐ㈑
ⵐ㈑ ⵐ㈑ ⵐ㈑
Major Customers Groups ☥㣙
☥㣙 ☥㣙 ☥㣙
13
Global CRM Trend – New Normal in Customer Relationships
㜼≸㜄
㜼≸㜄
㜼≸㜄
㜼≸㜄 ⽸䚨
⽸䚨
⽸䚨
⽸䚨 Ḕᵑ㢌
Ḕᵑ㢌
Ḕᵑ㢌 ὤ
Ḕᵑ㢌
ὤ
ὤ ㍌㨴㡴
ὤ
㍌㨴㡴
㍌㨴㡴
㍌㨴㡴 㥄㥄
㥄㥄 ⋆㙸㫴Ḕ
㥄㥄
㥄㥄
⋆㙸㫴Ḕ
⋆㙸㫴Ḕ
⋆㙸㫴Ḕ 㢼㡰⮤
㢼㡰⮤
㢼㡰⮤
㢼㡰⮤ “New Normal” 㢨⢰⏈
㢨⢰⏈ ᵐ⊄㢨
㢨⢰⏈
㢨⢰⏈
ᵐ⊄㢨
ᵐ⊄㢨
ᵐ⊄㢨 ☥㣙䚜
☥㣙䚜
☥㣙䚜
☥㣙䚜
50 75 100 94 95 96 97 98 99 00 01 02 03 04 05 06 07Source: American Consumer Satisfaction Index
Energy Utilities
Fixed Line Telephone Service
Specialty Retail Stores Hotels
Life Insurance Airlines
Wireless Telephone Service Personal Computers
Banks Cable &
Satellite TV
Internet Portals/Search Engines 㛹ⷸ 㛹ⷸ㛹ⷸ 㛹ⷸ ḔᵑḔᵑḔᵑḔᵑ ⬀㦥⓸⬀㦥⓸⬀㦥⓸⬀㦥⓸ ⷴ䞈ⷴ䞈ⷴ䞈 㻈㢨ⷴ䞈㻈㢨㻈㢨㻈㢨* ὤ ὤ ὤ ὤ ㍌㨴㢨㍌㨴㢨㍌㨴㢨㍌㨴㢨 ⋆㡴⋆㡴⋆㡴⋆㡴 Ḕᵑ㢌Ḕᵑ㢌Ḕᵑ㢌 ⽸㡜Ḕᵑ㢌⽸㡜⽸㡜⽸㡜* Switch ᷱ䜌ᷱ䜌ᷱ䜌ᷱ䜌 ⵃⵃⵃⵃ 㢌䛙㢌䛙㢌䛙㢌䛙 ⽸㡜⽸㡜⽸㡜⽸㡜** 1≸≸≸≸ 㤸㤸㤸 ⽸㤸⽸⽸⽸ 5≸≸≸≸ 㤸㤸㤸 ⽸㤸⽸⽸⽸ 52% 33%
Source: * Accenture 2007 Customer Satisfaction Research, **Accenture Customer Loyalty Survey 2006 (US and UK Consumers)
64% 90% 60% Ḱᶤ㜄 Ḱᶤ㜄 Ḱᶤ㜄 Ḱᶤ㜄 “Switch”䚐䚐䚐䚐 ᷱ䜌ᷱ䜌ᷱ䜌ᷱ䜌 Ḱᶤ㜄 Ḱᶤ㜄 Ḱᶤ㜄 Ḱᶤ㜄 “Switch” 㡔䝭㡸㡔䝭㡸㡔䝭㡸㡔䝭㡸 ⵏ㡴ⵏ㡴ⵏ㡴ⵏ㡴 ᷱ䜌 ᷱ䜌 ᷱ䜌 ᷱ䜌 䛙䟸 䛙䟸 䛙䟸 䛙䟸 “Switch”䚔䚔䚔䚔 㢌䛙㢌䛙㢌䛙㢌䛙 14 Consumerism (㋀⽸㣄㋀⽸㣄㋀⽸㣄 㩅㐠㨰㢌㋀⽸㣄㩅㐠㨰㢌㩅㐠㨰㢌㩅㐠㨰㢌) Commoditization (㢰㟝䖼䞈㢰㟝䖼䞈㢰㟝䖼䞈㢰㟝䖼䞈) Convergence (㛹㢌㛹㢌㛹㢌 㡩䚝㛹㢌㡩䚝㡩䚝㡩䚝) Saturation (㐐㣙㢌㐐㣙㢌㐐㣙㢌 䔠䞈㐐㣙㢌䔠䞈䔠䞈䔠䞈)
Global CRM Trend – New Rules of Enterprises
Seller-driven Market Buyer-driven Market Product-Centric Competition Customer- Centric Differentiation Drivers of Change
Old Rules New Rules
ὤ㛹☘㡴
ὤ㛹☘㡴
ὤ㛹☘㡴
ὤ㛹☘㡴 㢨⤠䚐
㢨⤠䚐
㢨⤠䚐
㢨⤠䚐 ㍌㟝䚔
㍌㟝䚔
㍌㟝䚔
㍌㟝䚔 ㍌
㍌
㍌
㍌ 㢼⏈
㢼⏈
㢼⏈
㢼⏈ “Ḕᵑ
Ḕᵑ
Ḕᵑ 㩅㐠㢌
Ḕᵑ
㩅㐠㢌 㐐㣙
㩅㐠㢌
㩅㐠㢌
㐐㣙
㐐㣙
㐐㣙”㢨⢰⏈
㢨⢰⏈
㢨⢰⏈
㢨⢰⏈ New Rule㡸
㡸 ♤⪨㫴
㡸
㡸
♤⪨㫴
♤⪨㫴
♤⪨㫴 ⯯䚌⮨
⯯䚌⮨
⯯䚌⮨
⯯䚌⮨ ⓸䈐╔
⓸䈐╔
⓸䈐╔
⓸䈐╔
㍌
㍌
㍌
㍌ 㢼㢀
㢼㢀
㢼㢀
㢼㢀
More Options, Lower Prices Customer Portability Product Ubiquity
Shorter Lifecycles for Innovation
Industry & Channel Blurring (Retailization)
Category Expansion/Bundling Extended Industry Networks
Over-Stored/Overcapacity Liberalization (Europe and
Free Trade) Virtualization (Internet)
15
Global CRM Trend – Becoming Customer Centric
ㇼ⦐㟨
ㇼ⦐㟨
ㇼ⦐㟨
ㇼ⦐㟨 㐐㣙
㐐㣙
㐐㣙, Ḕᵑ
㐐㣙
Ḕᵑ
Ḕᵑ ⵃ
Ḕᵑ
ⵃ
ⵃ
ⵃ Rule㢨
㢨 ☥㣙䚜㜄
㢨
㢨
☥㣙䚜㜄
☥㣙䚜㜄
☥㣙䚜㜄 ♤⢰
♤⢰
♤⢰
♤⢰ ὤ㦨
ὤ㦨 CRM㡴
ὤ㦨
ὤ㦨
㡴
㡴
㡴, 㢨⤠䚐
㢨⤠䚐
㢨⤠䚐
㢨⤠䚐 ⷴ䞈☘㡸
ⷴ䞈☘㡸 ㍌㟝䚔
ⷴ䞈☘㡸
ⷴ䞈☘㡸
㍌㟝䚔
㍌㟝䚔 ㍌
㍌㟝䚔
㍌
㍌ 㢼⏈
㍌
㢼⏈
㢼⏈
㢼⏈
Customer-Centric Transformation㡰⦐
㡰⦐
㡰⦐ ⵐ㤸╌㛨㚰
㡰⦐
ⵐ㤸╌㛨㚰
ⵐ㤸╌㛨㚰
ⵐ㤸╌㛨㚰 䚜
䚜
䚜
䚜
the global market is changing;
customers dynamics
are changing.
And it’s time to break away from
conventional thinking, and start
looking
at both in a new way.
Customer- Centric
transformation
16
Increasing Customer Relevance
ḔᵑḔᵑḔᵑḔᵑ Data ὤⵌ㢌ὤⵌ㢌ὤⵌ㢌ὤⵌ㢌 In-Depth Analysis ㍌䚽㍌䚽㍌䚽㍌䚽 ⵃⵃⵃⵃ⫼䀴䐹⫼䀴䐹⫼䀴䐹⫼䀴䐹ᵉ䞈ᵉ䞈ᵉ䞈ᵉ䞈
Delivering the Differentiated Experiences
␘㛅䚐␘㛅䚐␘㛅䚐␘㛅䚐 㵸≄㡸㵸≄㡸㵸≄㡸㵸≄㡸 䋩䚐䋩䚐䋩䚐 㵜ⷸ䞈═䋩䚐㵜ⷸ䞈═㵜ⷸ䞈═㵜ⷸ䞈═
Ḕᵑ㉐⽸㏘ Ḕᵑ㉐⽸㏘ Ḕᵑ㉐⽸㏘
Ḕᵑ㉐⽸㏘ᷱ䜌ᷱ䜌ᷱ䜌ᷱ䜌 㥐ḩ㥐ḩ㥐ḩ㥐ḩ
Driving Profitable Growth
⫼䀴䐹⫼䀴䐹⫼䀴䐹⫼䀴䐹/㉐⽸㏘㝴㉐⽸㏘㝴㉐⽸㏘㝴㉐⽸㏘㝴 㜤᷸䚐㜤᷸䚐㜤᷸䚐㜤᷸䚐㜵㛹㜵㛹 ὤ䟀㜵㛹㜵㛹ὤ䟀ὤ䟀ὤ䟀
㫑 㫑 㫑
㫑 ⵃⵃⵃⵃ 㜵㛹㜵㛹㜵㛹㜵㛹 䘸⦐㉬㏘䘸⦐㉬㏘䘸⦐㉬㏘䘸⦐㉬㏘ 䟜㡜䞈䟜㡜䞈䟜㡜䞈䟜㡜䞈
Global CRM Trend – Customer Centricity Imperatives
Customer-Centric Transformation㡴
㡴
㡴 Customer Relevance 㫑
㡴
㫑
㫑, 㵜ⷸ䞈═
㫑
㵜ⷸ䞈═ ᷱ䜌
㵜ⷸ䞈═
㵜ⷸ䞈═
ᷱ䜌
ᷱ䜌 㤸␠
ᷱ䜌
㤸␠
㤸␠
㤸␠, ㍌㢩
㍌㢩
㍌㢩
㍌㢩
㉥㣙
㉥㣙
㉥㣙
㉥㣙 㡔⓸⪰
㡔⓸⪰
㡔⓸⪰ 㠸䚐
㡔⓸⪰
㠸䚐
㠸䚐 ⫼䀴䐹
㠸䚐
⫼䀴䐹
⫼䀴䐹
⫼䀴䐹/㜵㛹
㜵㛹
㜵㛹
㜵㛹/㉐⽸㏘
㉐⽸㏘
㉐⽸㏘
㉐⽸㏘ 㛹ⱨ
㛹ⱨ 㤸ⵌ
㛹ⱨ
㛹ⱨ
㤸ⵌ
㤸ⵌ
㤸ⵌ 㜵㜡㡰⦐㢌
㜵㜡㡰⦐㢌
㜵㜡㡰⦐㢌 CRM ᵐ⊄
㜵㜡㡰⦐㢌
ᵐ⊄ 䞉㣙㡸
ᵐ⊄
ᵐ⊄
䞉㣙㡸
䞉㣙㡸
䞉㣙㡸 㢌䚌Ḕ
㢌䚌Ḕ
㢌䚌Ḕ
㢌䚌Ḕ 㢼㢀
㢼㢀
㢼㢀
㢼㢀
1 2 3 Customer-centric ὤ㛹☘㢌ὤ㛹☘㢌ὤ㛹☘㢌ὤ㛹☘㢌 CRM 㻈㫸㻈㫸㻈㫸㻈㫸 㜵㜡㜵㜡㜵㜡㜵㜡Source: Accenture Service Line Overview - CRM (2008)
Increasing
Customer Relevance
Delivering the
Differentiated Experience
2Driving
Profitable Growth
3 1 Customer Interactions & Experiences ⫼䀴䐹 ⫼䀴䐹 ⫼䀴䐹 ⫼䀴䐹/㜵㛹㜵㛹㜵㛹/㉐⽸㏘㜵㛹㉐⽸㏘㉐⽸㏘㉐⽸㏘ 㛹ⱨ㛹ⱨ㛹ⱨ㛹ⱨ 㤸ⵌ㡰⦐㢌㤸ⵌ㡰⦐㢌㤸ⵌ㡰⦐㢌㤸ⵌ㡰⦐㢌 CRM ᵐ⊄ᵐ⊄ᵐ⊄ᵐ⊄ 䞉㣙䞉㣙䞉㣙䞉㣙 㜵㜡ⷸ 㜵㜡ⷸ 㜵㜡ⷸ 㜵㜡ⷸ 㩅㥄㩅㥄㩅㥄㩅㥄 㻈㫸㻈㫸㻈㫸㻈㫸 ㇠䚡㇠䚡㇠䚡㇠䚡!
17 Increasing Customer Relevance Delivering the Differentiated Experiences Driving Profitable Growth ḔᵑḔᵑḔᵑ ⒤㢨䉤Ḕᵑ⒤㢨䉤⒤㢨䉤⒤㢨䉤 䖼㫼㢨䖼㫼㢨䖼㫼㢨 CRM㢌䖼㫼㢨 㢌 䚩㐠㢌㢌䚩㐠䚩㐠䚩㐠 㢬䘸⢰⦐㢬䘸⢰⦐㢬䘸⢰⦐㢬䘸⢰⦐ ⺴ㇵ⺴ㇵ⺴ㇵ⺴ㇵ 䋩䚝䋩䚝䋩䚝䋩䚝 ḔᵑḔᵑḔᵑḔᵑ DB ⵃⵃⵃⵃ ᵉ⥙䚐ᵉ⥙䚐 ⺸㉑ᵉ⥙䚐ᵉ⥙䚐⺸㉑⺸㉑ 㐐㏘䊐⺸㉑㐐㏘䊐㐐㏘䊐㐐㏘䊐 Ạ㻉Ạ㻉Ạ㻉Ạ㻉 㫑㫑㫑㫑 㷨᷸㤵㢬㷨᷸㤵㢬㷨᷸㤵㢬㷨᷸㤵㢬 ⫼䀴䐹⫼䀴䐹⫼䀴䐹⫼䀴䐹 ROI Ḵ⫠Ḵ⫠Ḵ⫠ ㇠⥴Ḵ⫠㇠⥴㇠⥴㇠⥴ 㫑ᴴ㫑ᴴ㫑ᴴ㫑ᴴ 䐤䐤 㵸≄䐤䐤㵸≄㵸≄㵸≄ 䋩䚝㡸䋩䚝㡸䋩䚝㡸 䋩䚐䋩䚝㡸䋩䚐䋩䚐䋩䚐 㵸≄ᴸ㵸≄ᴸ㵸≄ᴸ㵸≄ᴸ 㢰Ḵ㉥㢰Ḵ㉥ 㢼⏈㢰Ḵ㉥㢰Ḵ㉥㢼⏈㢼⏈㢼⏈ ḔᵑḔᵑḔᵑḔᵑ ᷱ䜌ᷱ䜌ᷱ䜌 㥐ḩᷱ䜌㥐ḩ㥐ḩ㥐ḩ 㩅㥄㩅㥄㩅㥄㩅㥄 䐤䐤䐤䐤 㵸≄㢌㵸≄㢌㵸≄㢌㵸≄㢌 䞐㟝㡸䞐㟝㡸䞐㟝㡸 䋩䚐䞐㟝㡸䋩䚐 Ḕᵑ䋩䚐䋩䚐ḔᵑḔᵑḔᵑ 㵸≄㵸≄㵸≄ 㺐㤵䞈㵸≄㺐㤵䞈㺐㤵䞈㺐㤵䞈 㻈Ạ㻈Ạ㻈Ạ㻈Ạ ὤ㛹ὤ㛹ὤ㛹ὤ㛹 ⇨⺴⇨⺴⇨⺴⇨⺴ 㐐㏘䊐㐐㏘䊐㐐㏘䊐 (ERP, SCM ☥㐐㏘䊐 ☥)Ḱ㢌☥☥Ḱ㢌Ḱ㢌 㜤᷸Ḱ㢌㜤᷸㜤᷸㜤᷸ 㟈Ạ㟈Ạ㟈Ạ㟈Ạ 㫑㫑㫑㫑 -䑄⬘ 䟸 ᷠ㤵㷌⫠, ⵤ㋕, A/S ☥㜄 䚐 䜸䞝 䑀㙹 ⵃ 㷌 ⫼䀴䐹⫼䀴䐹⫼䀴䐹⫼䀴䐹 ⵃⵃⵃⵃ ㉐⽸㏘㉐⽸㏘㉐⽸㏘ ㍌䚽㉐⽸㏘㍌䚽㍌䚽㍌䚽 㐐㐐 㜵㛹㐐㐐㜵㛹㜵㛹㜵㛹 䞐┍䞐┍䞐┍䞐┍ 㜤᷸㜤᷸㜤᷸㜤᷸ 㫑ᴴ㫑ᴴ㫑ᴴ㫑ᴴ -㥉⸨ ḩ㡔 ⵃ Ḵ⥜ 䘸⦐㉬㏘ 㜤᷸ ḔᵑḔᵑḔᵑḔᵑ 㫴㠄㫴㠄㫴㠄㫴㠄/㜵㛹㜵㛹㜵㛹 ㉥Ḱ㫴䖐㜵㛹㉥Ḱ㫴䖐 ⵃ㉥Ḱ㫴䖐㉥Ḱ㫴䖐ⵃⵃⵃ ㇠䟸㇠䟸㇠䟸㇠䟸 㦤㾌㦤㾌㦤㾌㦤㾌 䘸⦐㉬㏘䘸⦐㉬㏘䘸⦐㉬㏘, 䘸⦐㉬㏘ 㥉⸨㫴㠄 㥉⸨㫴㠄 㥉⸨㫴㠄 㥉⸨㫴㠄 ☥㜄☥㜄☥㜄☥㜄 Ḵ䚐Ḵ䚐Ḵ䚐Ḵ䚐 㥉㵹㥉㵹㥉㵹 ㍌⫱㥉㵹㍌⫱㍌⫱㍌⫱ 㫑ᴴ㫑ᴴ㫑ᴴ㫑ᴴ ạ⇨ ạ⇨ ạ⇨ ạ⇨ CRM Trend – CRM 㜵㜡ⷸ㜵㜡ⷸ㜵㜡ⷸ㜵㜡ⷸ 㻈㫸㻈㫸㻈㫸 ㇠䚡㻈㫸㇠䚡㇠䚡㇠䚡
ạ⇨
ạ⇨
ạ⇨
ạ⇨ CRM㡴
㡴
㡴 䋩䚝
㡴
䋩䚝
䋩䚝
䋩䚝 Ḕᵑ
Ḕᵑ DB⪰
Ḕᵑ
Ḕᵑ
⪰
⪰
⪰ ὤⵌ㡰⦐
ὤⵌ㡰⦐
ὤⵌ㡰⦐ ⫼䀴䐹
ὤⵌ㡰⦐
⫼䀴䐹
⫼䀴䐹
⫼䀴䐹/㜵㛹
㜵㛹/㉐⽸㏘
㜵㛹
㜵㛹
㉐⽸㏘
㉐⽸㏘
㉐⽸㏘ 䘸⦐㉬㏘
䘸⦐㉬㏘
䘸⦐㉬㏘
䘸⦐㉬㏘ 䟜㡜㉥
䟜㡜㉥
䟜㡜㉥
䟜㡜㉥ 㫑
㫑 ⵃ
㫑
㫑
ⵃ
ⵃ
ⵃ 㜤᷸
㜤᷸
㜤᷸
㜤᷸ ᵉ䞈
ᵉ䞈
ᵉ䞈
ᵉ䞈,
䐤
䐤
䐤
䐤 㵸≄ᴸ
㵸≄ᴸ
㵸≄ᴸ 㢰Ḵ═
㵸≄ᴸ
㢰Ḵ═
㢰Ḵ═ Ḕᵑ
㢰Ḵ═
Ḕᵑ
Ḕᵑ ᷱ䜌㡸
Ḕᵑ
ᷱ䜌㡸 㥐ḩ䚌⏈
ᷱ䜌㡸
ᷱ䜌㡸
㥐ḩ䚌⏈
㥐ḩ䚌⏈
㥐ḩ䚌⏈ ⵝ䛙㡰⦐
ⵝ䛙㡰⦐
ⵝ䛙㡰⦐ ⵐ㤸䚌Ḕ
ⵝ䛙㡰⦐
ⵐ㤸䚌Ḕ
ⵐ㤸䚌Ḕ
ⵐ㤸䚌Ḕ 㢼㢀
㢼㢀
㢼㢀
㢼㢀
1 2 3 CRM 㜵㜡ⷸ㜵㜡ⷸ㜵㜡ⷸ㜵㜡ⷸ ạ⇨ạ⇨ạ⇨ạ⇨ CRM 㨰㟈㨰㟈㨰㟈㨰㟈 㻈㫸㻈㫸㻈㫸㻈㫸 ⇨㟝⇨㟝⇨㟝⇨㟝 1 2 3 18 Ἴ㡩㛹 Ἴ㡩㛹Ἴ㡩㛹 Ἴ㡩㛹 ㉬᷸䞈㉬᷸䞈㉬᷸䞈 ⵃ㉬᷸䞈ⵃⵃⵃ Ἴ㡩ⷉ㢌Ἴ㡩ⷉ㢌Ἴ㡩ⷉ㢌Ἴ㡩ⷉ㢌 㣠㥉 㣠㥉 㣠㥉 㣠㥉㡰⦐ 㢬䚐 ᷱ㣵 㐠䞈 Ἴ㡩㛹㦹ᴸ 㟤⣽ 㟤⣽ 㟤⣽ 㟤⣽ ḔᵑḔᵑḔᵑḔᵑ 䞉⸨䞉⸨䞉⸨䞉⸨ ᷱ㣵ᷱ㣵ᷱ㣵ᷱ㣵 㐠䞈 ⷴ䞈㜄 㢅䚔 ㍌ 㢼⏈ Ḕ㍌㢩㉥ Ḕ㍌㢩㉥ Ḕ㍌㢩㉥ Ḕ㍌㢩㉥ ㇵ䖼ㇵ䖼ㇵ䖼ㇵ䖼 ᵐⵐᵐⵐᵐⵐ 㸼㥄ᵐⵐ㸼㥄㸼㥄㸼㥄 ὤ㛹㢌 㢬䘸⢰㢬䘸⢰㢬䘸⢰㢬䘸⢰ 䟜㡜䟜㡜䟜㡜䟜㡜 䛙ㇵ䛙ㇵ䛙ㇵ䛙ㇵ ⵃⵃⵃⵃ Ḕᵑ Ḕᵑ Ḕᵑ Ḕᵑ ⬀㦥⓸⬀㦥⓸⬀㦥⓸⬀㦥⓸ Ἥ䞈Ἥ䞈Ἥ䞈Ἥ䞈 㻈Ạ 㜵㜡 㜵㜡 㜵㜡 㜵㜡Product Factory ὤⵌ㢌ὤⵌ㢌ὤⵌ㢌 ㇵ䖼ὤⵌ㢌ㇵ䖼ㇵ䖼ㇵ䖼 Offering ᵐⵐᵐⵐᵐⵐᵐⵐ ⫼䀴䐹
⫼䀴䐹⫼䀴䐹
⫼䀴䐹 ROI 㥉Ẅ䞈⪰㥉Ẅ䞈⪰㥉Ẅ䞈⪰ 䋩䚐㥉Ẅ䞈⪰䋩䚐䋩䚐䋩䚐 㥉䞉䚐㥉䞉䚐㥉䞉䚐㥉䞉䚐 䟜Ḱ䟜Ḱ䟜Ḱ䟜Ḱ 䓽ᴴ䓽ᴴ䓽ᴴ䓽ᴴ Event Driven Marketing ᵉ䞈ᵉ䞈ᵉ䞈ᵉ䞈
Multi Channel 㡸㡸㡸㡸 䋩䚐䋩䚐䋩䚐 Ḕᵑ㢌䋩䚐Ḕᵑ㢌Ḕᵑ㢌Ḕᵑ㢌 VOC Ḵ⫠Ḵ⫠Ḵ⫠Ḵ⫠ ᵉ䞈ᵉ䞈ᵉ䞈ᵉ䞈
Delivering the Differentiated Experience Delivering the Differentiated Experience Driving Profitable Growth Driving Profitable Growth 㩅㥄 㩅㥄 㩅㥄 㩅㥄 㻈㫸㻈㫸㻈㫸 ㇠䚡㻈㫸㇠䚡㇠䚡㇠䚡 Increasing Customer Relevance Increasing Customer Relevance A B C D E F
匎氻斶櫋汞
匎氻斶櫋汞
匎氻斶櫋汞
匎氻斶櫋汞 显凊筚
显凊筚
显凊筚 愕
显凊筚
愕
愕 殶峏処儣
愕
殶峏処儣
殶峏処儣
殶峏処儣 筛懺
筛懺
筛懺
筛懺 凃泇決
凃泇決 柲筚夞処
凃泇決
凃泇決
柲筚夞処
柲筚夞処
柲筚夞処 沎求彶
沎求彶
沎求彶 決櫖
沎求彶
決櫖 堆穢
決櫖
決櫖
堆穢
堆穢
堆穢 堆汗愯橎求嵢
堆汗愯橎求嵢
堆汗愯橎求嵢
堆汗愯橎求嵢 Product
Factory 匶愞汞
匶愞汞
匶愞汞
匶愞汞 Offering 儢愢
儢愢
儢愢
儢愢 愕
愕
愕 廎理砋
愕
廎理砋
廎理砋
廎理砋 ROI 磏儆
磏儆
磏儆
磏儆, 処儣
処儣 VOC 分庲
処儣
処儣
分庲
分庲
分庲 儛筚
儛筚
儛筚
儛筚 姷櫖
姷櫖 渗洖汊
姷櫖
姷櫖
渗洖汊
渗洖汊
渗洖汊 奖処
奖処
奖処
奖処 沎汒
沎汒
沎汒
沎汒
㛹ⷸ 㛹ⷸ 㛹ⷸ 㛹ⷸ CRM Trend – Ἴ㡩Ἴ㡩Ἴ㡩Ἴ㡩 1 2 3 Ἴ㡩 Ἴ㡩Ἴ㡩 Ἴ㡩 㛹㛹㛹 CRM 㩅㥄㛹 㩅㥄㩅㥄 㻈㫸㩅㥄㻈㫸㻈㫸 ⇨㟝㻈㫸⇨㟝⇨㟝⇨㟝 Ἴ㡩 Ἴ㡩Ἴ㡩 Ἴ㡩 㐐㣙㐐㣙㐐㣙㐐㣙 ┍䛙┍䛙┍䛙┍䛙 Customer Experience ὤⵌὤⵌὤⵌὤⵌ ㇵ䖼㻈㷐ㇵ䖼㻈㷐ㇵ䖼㻈㷐ㇵ䖼㻈㷐 ᵉ䞈ᵉ䞈ᵉ䞈ᵉ䞈 SFA 㐐㏘䊐㐐㏘䊐㐐㏘䊐㐐㏘䊐 Upgrade⪰⪰⪰⪰ 䋩䚐䋩䚐䋩䚐 Ḕᵑ䋩䚐ḔᵑḔᵑḔᵑ Growth ⵐẨ
ⵐẨ ⵐẨ
19 ὤ㛹 㢬㍌䚝⸅㜄 ♤⢰ 㐔ἐ㐔ἐ㐔ἐ㐔ἐ 㥉⸨㐐㏘䊐㜄 㥉⸨㐐㏘䊐㜄 㥉⸨㐐㏘䊐㜄 㥉⸨㐐㏘䊐㜄 䚐䚐䚐䚐 ㍌㟈㍌㟈㍌㟈㍌㟈 㫑ᴴ ἐ㥐㝸䞈㜄 ♤⪬ 㐔ἐⷘ⒈㐔ἐⷘ⒈㐔ἐⷘ⒈㐔ἐⷘ⒈ 㫑ᴴ㫑ᴴ㫑ᴴ㫑ᴴ ᷱ㣵㐠䞈㜄 ♤⢰ Ḕᵑ Ḕᵑ Ḕᵑ Ḕᵑ 㡔㾌㡔㾌㡔㾌㡔㾌 ⽸㟝⽸㟝⽸㟝⽸㟝 㫑ᴴ㫑ᴴ㫑ᴴ㫑ᴴ ␜㢰 ㋈⨜㊌⸨␘⏈ 䋩䚝䋩䚝䋩䚝 ㋈⨜㊌㜄䋩䚝㋈⨜㊌㜄㋈⨜㊌㜄㋈⨜㊌㜄 䚐 䚐 䚐 䚐 ㍌㟈㍌㟈㍌㟈 㫑ᴴ㍌㟈㫑ᴴ㫑ᴴ㫑ᴴ 㜵㜡 㜵㜡 㜵㜡 㜵㜡 ㉘㾌 ㉘㾌㉘㾌 ㉘㾌 ⵃⵃⵃⵃ ḔᵑḔᵑḔᵑ ㉐⽸㏘Ḕᵑ㉐⽸㏘㉐⽸㏘㉐⽸㏘ ㍌䚽㍌䚽 㐐㍌䚽㍌䚽㐐㐐 㜵㛹㐐㜵㛹㜵㛹㜵㛹 ὤ䟀ὤ䟀ὤ䟀ὤ䟀 ⵐẨⵐẨⵐẨⵐẨ 䚨㫴 䚨㫴䚨㫴 䚨㫴 ⵝ㛨㜄ⵝ㛨㜄ⵝ㛨㜄ⵝ㛨㜄 䚐䚐䚐䚐 㜵㛹㜵㛹㜵㛹 㤸⣩㜵㛹㤸⣩㤸⣩㤸⣩ ᵉ䞈ᵉ䞈ᵉ䞈ᵉ䞈 Ḕᵑ ḔᵑḔᵑ Ḕᵑ Needs 㩅㐠㢌㩅㐠㢌㩅㐠㢌㩅㐠㢌 ḔᵑḔᵑḔᵑḔᵑ/ㇵ䖼ㇵ䖼ㇵ䖼ㇵ䖼/㵸≄㵸≄㵸≄㵸≄ Alignment Ḕᵑ ḔᵑḔᵑ Ḕᵑ 㥉⸨㥉⸨㥉⸨㥉⸨ ⺸㉑㡸⺸㉑㡸⺸㉑㡸⺸㉑㡸 䋩䚐䋩䚐䋩䚐 㟤㍌䋩䚐㟤㍌㟤㍌㟤㍌ ⵃⵃ ὤ㦨ⵃⵃὤ㦨ὤ㦨ὤ㦨 ḔᵑḔᵑḔᵑ 㡔㫴Ḕᵑ㡔㫴㡔㫴㡔㫴 㩅㥄㩅㥄㩅㥄㩅㥄 䝅⥙㇠㝴㢌 䝅⥙㇠㝴㢌䝅⥙㇠㝴㢌 䝅⥙㇠㝴㢌 㥐䡨⪰㥐䡨⪰㥐䡨⪰㥐䡨⪰ 䋩䚐䋩䚐䋩䚐䋩䚐 ⦐㜨䐤⦐㜨䐤⦐㜨䐤⦐㜨䐤 䘸⦐Ἤ⣜䘸⦐Ἤ⣜䘸⦐Ἤ⣜䘸⦐Ἤ⣜ 䞉䞉䞉䞉 Ḕᵑ ḔᵑḔᵑ Ḕᵑ ⸨ㇵ⸨ㇵ⸨ㇵ⸨ㇵ 㥐⓸㥐⓸㥐⓸㥐⓸ ᵉ䞈ᵉ䞈ᵉ䞈ᵉ䞈 Delivering the Differentiated Experience Delivering the Differentiated Experience Driving Profitable Growth Driving Profitable Growth 㩅㥄 㩅㥄 㩅㥄 㩅㥄 㻈㫸㻈㫸㻈㫸 ㇠䚡㻈㫸㇠䚡㇠䚡㇠䚡 Increasing Customer Relevance Increasing Customer Relevance A B C D E F
皻柦斶櫋
皻柦斶櫋
皻柦斶櫋
皻柦斶櫋 嬖穢
嬖穢
嬖穢
嬖穢 汾朞穯懗
汾朞穯懗
汾朞穯懗
汾朞穯懗 愕
愕
愕
愕 勢洢歊筚
勢洢歊筚
勢洢歊筚 姷櫖
勢洢歊筚
姷櫖
姷櫖
姷櫖 娶岂
娶岂 凃泇決
娶岂
娶岂
凃泇決
凃泇決
凃泇決 柲筚夞処
柲筚夞処
柲筚夞処
柲筚夞処 沎求彶
沎求彶 凃泇櫖昢
沎求彶
沎求彶
凃泇櫖昢
凃泇櫖昢
凃泇櫖昢 殶氊庂
殶氊庂
殶氊庂
殶氊庂 洖穞匶
洖穞匶
洖穞匶
洖穞匶
氊空
氊空
氊空
氊空 嵢櫺矶
嵢櫺矶
嵢櫺矶 稊嵢勾岮
嵢櫺矶
稊嵢勾岮
稊嵢勾岮 筛堆
稊嵢勾岮
筛堆 愕
筛堆
筛堆
愕
愕 空滆愯檺
愕
空滆愯檺
空滆愯檺
空滆愯檺 洊岻
洊岻 儛筚
洊岻
洊岻
儛筚
儛筚
儛筚, 処儣
処儣
処儣
処儣 Needs 渗柲汞
渗柲汞
渗柲汞 旇禎
渗柲汞
旇禎
旇禎 Offering 儢愢櫖
旇禎
儢愢櫖
儢愢櫖
儢愢櫖
渗洖汊
渗洖汊
渗洖汊
渗洖汊 奖処
奖処
奖処
奖処 沎汒
沎汒
沎汒
沎汒
㛹ⷸ 㛹ⷸ 㛹ⷸ 㛹ⷸ CRM Trend – 䋩㐔䋩㐔䋩㐔䋩㐔 1 2 3 䋩㐔 䋩㐔䋩㐔 䋩㐔 㛹㛹㛹 CRM 㩅㥄㛹 㩅㥄㩅㥄 㻈㫸㩅㥄㻈㫸㻈㫸 ⇨㟝㻈㫸⇨㟝⇨㟝⇨㟝 䋩㐔 䋩㐔䋩㐔 䋩㐔 㐐㣙㐐㣙㐐㣙㐐㣙 ┍䛙┍䛙┍䛙┍䛙 20 䑄⬘ 㫑ᴴ⪰ 㠸䚐 㥐䖼 㥐䖼 㥐䖼 㥐䖼 㵜ⷸ䞈㢌㵜ⷸ䞈㢌㵜ⷸ䞈㢌 䙸㟈㉥㵜ⷸ䞈㢌䙸㟈㉥䙸㟈㉥ 㫑ᴴ䙸㟈㉥㫑ᴴ㫑ᴴ㫑ᴴ ㉐⽸㏘㢌 䛙ㇵ㡸 㠸䚨 ⫠㥄 ⫠㥄 ⫠㥄 ⫠㥄/㝜⢰㢬㝜⢰㢬㝜⢰㢬㝜⢰㢬 㵸≄㵸≄㵸≄㵸≄ Ḵ⫠Ḵ⫠Ḵ⫠Ḵ⫠ ᵉ䞈ᵉ䞈ᵉ䞈ᵉ䞈 ㍌㟈㜼㽕㡸 㠸䚐 Ḕᵑ Ḕᵑ Ḕᵑ Ḕᵑ 㥉⸨⺸㉑㥉⸨⺸㉑㥉⸨⺸㉑ ὤ⏙㥉⸨⺸㉑ὤ⏙ὤ⏙ 䞉ὤ⏙䞉䞉䞉 Ḕᵑ㜄 䚐 㢨䚨 㫑⪰ 㠸䚐 Ḕᵑ㥅㥄 Ḕᵑ㥅㥄 Ḕᵑ㥅㥄 Ḕᵑ㥅㥄 䋩䚝䋩䚝䋩䚝䋩䚝 ὤ⏙ὤ⏙ὤ⏙ 㫑ᴴὤ⏙㫑ᴴ㫑ᴴ㫑ᴴ 㜵㜡 㜵㜡 㜵㜡 㜵㜡 㫴㜡 㫴㜡㫴㜡 㫴㜡/㥄䔠㥄䔠㥄䔠㥄䔠 䏭㉥㡸䏭㉥㡸䏭㉥㡸䏭㉥㡸 ⵌ㜵䚐ⵌ㜵䚐ⵌ㜵䚐 Cross/Up-Sell 㜡⣽ⵌ㜵䚐 㜡⣽㜡⣽㜡⣽ Ἥ䞈Ἥ䞈Ἥ䞈Ἥ䞈 ⸨ㇵ ⸨ㇵ⸨ㇵ ⸨ㇵ 䘸⦐Ἤ⣜㡸䘸⦐Ἤ⣜㡸䘸⦐Ἤ⣜㡸䘸⦐Ἤ⣜㡸 䋩䚐䋩䚐䋩䚐 䡨⭰Ḕᵑ䋩䚐䡨⭰Ḕᵑ ㇵ䡨⭰Ḕᵑ䡨⭰Ḕᵑㇵㇵㇵ 㜵㛹㜵㛹㜵㛹 ᵉ䞈㜵㛹ᵉ䞈ᵉ䞈ᵉ䞈 ㋀⬘Ḕᵑ ㋀⬘Ḕᵑ㋀⬘Ḕᵑ ㋀⬘Ḕᵑ ㉬⺸䞈㉬⺸䞈㉬⺸䞈 㥉Ẅ䞈㉬⺸䞈㥉Ẅ䞈㥉Ẅ䞈㥉Ẅ䞈 㫴㜡 㫴㜡㫴㜡 㫴㜡 ㇵỀㇵỀㇵỀㇵỀ ὤⵌ㢌ὤⵌ㢌ὤⵌ㢌ὤⵌ㢌 Target ⫼䀴䐹⫼䀴䐹⫼䀴䐹⫼䀴䐹 㐐䚽㐐䚽㐐䚽㐐䚽 ⫠㥄 ⫠㥄⫠㥄 ⫠㥄 ㉬⺸䞈㉬⺸䞈㉬⺸䞈㉬⺸䞈 ⵃⵃⵃⵃ ⦐㜨䐤⦐㜨䐤⦐㜨䐤 䘸⦐Ἤ⣜⦐㜨䐤䘸⦐Ἤ⣜䘸⦐Ἤ⣜䘸⦐Ἤ⣜ ᵉ䞈ᵉ䞈ᵉ䞈ᵉ䞈 ⸬㇠ ⸬㇠⸬㇠ ⸬㇠ / ⫠㥄⫠㥄⫠㥄 / 㝜⢰㢬⫠㥄 㝜⢰㢬㝜⢰㢬 㵸≄㢌㝜⢰㢬㵸≄㢌㵸≄㢌㵸≄㢌 䋩䚝䋩䚝䋩䚝䋩䚝 Delivering the Differentiated Experience Delivering the Differentiated Experience Driving Profitable Growth Driving Profitable Growth 㩅㥄 㩅㥄 㩅㥄 㩅㥄 㻈㫸㻈㫸㻈㫸 ㇠䚡㻈㫸㇠䚡㇠䚡㇠䚡 Increasing Customer Relevance Increasing Customer Relevance A B C D E F洢浶斶櫋汆
洢浶斶櫋汆
洢浶斶櫋汆
洢浶斶櫋汆 Ḕᵑ㥉⸨
Ḕᵑ㥉⸨
Ḕᵑ㥉⸨ 䞉⸨㢌
Ḕᵑ㥉⸨
䞉⸨㢌
䞉⸨㢌
䞉⸨㢌 㛨⥘㟴
㛨⥘㟴
㛨⥘㟴
㛨⥘㟴 ☥㡰⦐
☥㡰⦐
☥㡰⦐
☥㡰⦐ 㢬䚨
㢬䚨 CRM ㉥Ḱᴴ
㢬䚨
㢬䚨
㉥Ḱᴴ
㉥Ḱᴴ ⟐⥫䚌㫴
㉥Ḱᴴ
⟐⥫䚌㫴
⟐⥫䚌㫴
⟐⥫䚌㫴 㙾㚌㡰⇌
㙾㚌㡰⇌, 㺐ἰ
㙾㚌㡰⇌
㙾㚌㡰⇌
㺐ἰ
㺐ἰ 㫴㜡
㺐ἰ
㫴㜡
㫴㜡
㫴㜡
ㇵỀ
ㇵỀ
ㇵỀ
ㇵỀ ὤⵌ㢌
ὤⵌ㢌
ὤⵌ㢌 Target 廎理砋
ὤⵌ㢌
廎理砋
廎理砋 柢窏
廎理砋
柢窏
柢窏 愕
柢窏
愕
愕
愕 沫匶洇
沫匶洇 分洖櫖昢汞
沫匶洇
沫匶洇
分洖櫖昢汞
分洖櫖昢汞 Loyalty 筛懺櫖
分洖櫖昢汞
筛懺櫖
筛懺櫖
筛懺櫖 櫳洖汊
櫳洖汊 奖処
櫳洖汊
櫳洖汊
奖処
奖処 沎汒
奖処
沎汒
沎汒
沎汒
㛹ⷸ 㛹ⷸ 㛹ⷸ 㛹ⷸ CRM Trend – 㥐㦤㥐㦤㥐㦤㥐㦤 1 2 3 㥐㦤 㥐㦤㥐㦤 㥐㦤 㛹㛹㛹 CRM 㩅㥄㛹 㩅㥄㩅㥄 㻈㫸㩅㥄㻈㫸㻈㫸 ⇨㟝㻈㫸⇨㟝⇨㟝⇨㟝 㥐㦤 㥐㦤㥐㦤 㥐㦤 㐐㣙㐐㣙㐐㣙㐐㣙 ┍䛙┍䛙┍䛙┍䛙21
Accenture’s Perspective – Accenture CRM Framework㢌㢌㢌 ⷴ䞈㢌ⷴ䞈ⷴ䞈ⷴ䞈
Extend
Ḕᵑ ḔᵑḔᵑ
Ḕᵑ Data㜄㜄㜄㜄 ὤⵌ䚐ὤⵌ䚐ὤⵌ䚐ὤⵌ䚐 Customer Ḵ⫠Ḵ⫠Ḵ⫠Ḵ⫠ 㩅㐠㩅㐠㩅㐠㩅㐠 ᵉ㦤ᵉ㦤ᵉ㦤ᵉ㦤
Desktop & Mobile Solutions Telephony Integration &
Management Multichannel Synchronization Service Operations Optimization Service Delivery Management Multichannel Self-Service
Field Service & Support Effectiveness Billing/Customer Credit &
Collections Service Performance Management Service Strategy High-Performance Service Workforce Marketing
Transformation TransformationSales TransformationService
Campaign Management Customer Data Management
Marketing ROI Trade Promotion Management
Category, Product & Brand Management Customer-Centric Marketing Marketing Strategy Marketing Operations Optimization Pricing Management Loyalty Management Sales Incentive Compensation & Reward
Sales Operations Optimization Sales Technology Enablement High-Performance Sales Workforce Customer-Centric Sales Sales Strategy Sales Channel Management Customer-Centric Service Actionable Segmentation &
Insight Sales Process Design
Accenture CRM Framework㢌㢌㢌㢌 ⷴ䞈ⷴ䞈ⷴ䞈ⷴ䞈
⫼䀴䐹 ⫼䀴䐹 ⫼䀴䐹
⫼䀴䐹/㜵㛹㜵㛹㜵㛹/㉐⽸㏘㜵㛹㉐⽸㏘㉐⽸㏘㉐⽸㏘ 㛹ⱨ㛹ⱨ 㤸ⵌ㛹ⱨ㛹ⱨ㤸ⵌ㤸ⵌ 㜵㜡㡰⦐㤸ⵌ㜵㜡㡰⦐㜵㜡㡰⦐㜵㜡㡰⦐ 䞉㣙䞉㣙䞉㣙䞉㣙
Accenture CRM Framework⏈
⏈
⏈
⏈ Ḕᵑ
Ḕᵑ
Ḕᵑ
Ḕᵑ Data㜄
㜄
㜄 ὤⵌ䚐
㜄
ὤⵌ䚐
ὤⵌ䚐
ὤⵌ䚐 Ḕᵑ
Ḕᵑ Ḵ⫠
Ḕᵑ
Ḕᵑ
Ḵ⫠
Ḵ⫠ 㩅㐠㜄㉐
Ḵ⫠
㩅㐠㜄㉐
㩅㐠㜄㉐
㩅㐠㜄㉐ ⫼䀴䐹
⫼䀴䐹/㜵㛹
⫼䀴䐹
⫼䀴䐹
㜵㛹
㜵㛹
㜵㛹/㉐⽸㏘
㉐⽸㏘
㉐⽸㏘
㉐⽸㏘
㛹ⱨ
㛹ⱨ
㛹ⱨ
㛹ⱨ 㤸ⵌ㜄㉐㢌
㤸ⵌ㜄㉐㢌
㤸ⵌ㜄㉐㢌 Transformation㡸
㤸ⵌ㜄㉐㢌
㡸
㡸
㡸 ⯝䖐⦐
⯝䖐⦐
⯝䖐⦐ 䚌Ḕ
⯝䖐⦐
䚌Ḕ
䚌Ḕ
䚌Ḕ 㚌㟴
㚌㟴
㚌㟴
㚌㟴
22⯝㵜
⯝㵜
⯝㵜
⯝㵜
I.
CRM㜄
㜄
㜄
㜄 䚐
䚐
䚐
䚐 㫼ⱬ☘
㫼ⱬ☘
㫼ⱬ☘
㫼ⱬ☘
II.
ạ⇨㞬
ạ⇨㞬
ạ⇨㞬
ạ⇨㞬 CRM Trend
III.
CRMὤⵌ㢌
ὤⵌ㢌
ὤⵌ㢌
ὤⵌ㢌 Business 䜵㐔
䜵㐔
䜵㐔
䜵㐔 ㇠⥴
㇠⥴
㇠⥴
㇠⥴
-
Marketing Science
-
Sales Channel Ḵ⫠
Ḵ⫠
Ḵ⫠
Ḵ⫠
-
Sales Force Automation
-
Next Generation Branch Model
-
Service Transformation
23
Basic Questions
1.
⫼䀴䐹
⫼䀴䐹
⫼䀴䐹 ⽸㟝㡸
⫼䀴䐹
⽸㟝㡸
⽸㟝㡸
⽸㟝㡸 1000㛩㡸
㛩㡸
㛩㡸
㛩㡸 ⒈
⒈
⒈
⒈ 㘤⮨
㘤⮨ ⬘㻐
㘤⮨
㘤⮨
⬘㻐
⬘㻐 㫑䟜Ḱᴴ
⬘㻐
㫑䟜Ḱᴴ
㫑䟜Ḱᴴ
㫑䟜Ḱᴴ 㛰⫼⇌
㛰⫼⇌
㛰⫼⇌
㛰⫼⇌ ╌⇌
╌⇌
╌⇌
╌⇌?
2.
100㛩㡸
㛩㡸
㛩㡸
㛩㡸 ⒐
⒐
⒐ 㘤⮨
⒐
㘤⮨
㘤⮨
㘤⮨ ⬘㻐㢨
⬘㻐㢨 ⽸⥴䚨㉐
⬘㻐㢨
⬘㻐㢨
⽸⥴䚨㉐
⽸⥴䚨㉐
⽸⥴䚨㉐ 㨸㛨☘
㨸㛨☘
㨸㛨☘
㨸㛨☘ ᶷ㢬ᴴ
ᶷ㢬ᴴ
ᶷ㢬ᴴ?
ᶷ㢬ᴴ
3.
⫼䀴䐹
⫼䀴䐹
⫼䀴䐹 ⽸㟝㡸
⫼䀴䐹
⽸㟝㡸
⽸㟝㡸
⽸㟝㡸 Ḱ㜤
Ḱ㜤 㛨⏄
Ḱ㜤
Ḱ㜤
㛨⏄
㛨⏄
㛨⏄ 㫴㜡
㫴㜡
㫴㜡
㫴㜡, 㛨⏄
㛨⏄ ㇵ䖼
㛨⏄
㛨⏄
ㇵ䖼
ㇵ䖼
ㇵ䖼, 㛨⛘
㛨⛘
㛨⛘
㛨⛘ ⬘㷨㜄
⬘㷨㜄 㘤⏈
⬘㷨㜄
⬘㷨㜄
㘤⏈
㘤⏈ ᶷ㢨
㘤⏈
ᶷ㢨
ᶷ㢨
ᶷ㢨 ᴴ㣙
ᴴ㣙
ᴴ㣙
ᴴ㣙
䟜Ḱᴴ
䟜Ḱᴴ
䟜Ḱᴴ
䟜Ḱᴴ 㢼㡸
㢼㡸
㢼㡸
㢼㡸 ᶷ㢨⮨
ᶷ㢨⮨
ᶷ㢨⮨ Ḱ㜤
ᶷ㢨⮨
Ḱ㜤
Ḱ㜤
Ḱ㜤 Ἤ
Ἤ 䟜Ḱ⏈
Ἤ
Ἤ
䟜Ḱ⏈
䟜Ḱ⏈
䟜Ḱ⏈ 㛰⫼⇌
㛰⫼⇌
㛰⫼⇌
㛰⫼⇌ ╔
╔
╔
╔ ᶷ㢬ᴴ
ᶷ㢬ᴴ
ᶷ㢬ᴴ
ᶷ㢬ᴴ?
4.
Market Dynamics ⷴ䞈⪰
ⷴ䞈⪰
ⷴ䞈⪰ 䋩䚨
ⷴ䞈⪰
䋩䚨
䋩䚨
䋩䚨 ⬘㻐
⬘㻐 ⵃ
⬘㻐
⬘㻐
ⵃ
ⵃ market share㢌
ⵃ
㢌
㢌
㢌 䟁ὤ㤵㢬
䟁ὤ㤵㢬
䟁ὤ㤵㢬
䟁ὤ㤵㢬
㫑⪰
㫑⪰
㫑⪰
㫑⪰ ᴴ㥬㝠
ᴴ㥬㝠
ᴴ㥬㝠
ᴴ㥬㝠 ⵝ㙼㡴
ⵝ㙼㡴
ⵝ㙼㡴
ⵝ㙼㡴 㛺⇌
㛺⇌
㛺⇌
㛺⇌?
5.
1☥
☥
☥
☥ 㜵㛹㇠㠄㢨
㜵㛹㇠㠄㢨
㜵㛹㇠㠄㢨 ᴴ㫴Ḕ
㜵㛹㇠㠄㢨
ᴴ㫴Ḕ
ᴴ㫴Ḕ
ᴴ㫴Ḕ 㢼⏈
㢼⏈
㢼⏈
㢼⏈ 㜵㛹ὤⴴ
㜵㛹ὤⴴ, ⊬䚌㟤⪰
㜵㛹ὤⴴ
㜵㛹ὤⴴ
⊬䚌㟤⪰
⊬䚌㟤⪰
⊬䚌㟤⪰ 㤸
㤸
㤸
㤸 㜵㛹
㜵㛹
㜵㛹
㜵㛹 ㇠㠄㢨
㇠㠄㢨
㇠㠄㢨
㇠㠄㢨
ḩ㡔䚌⮨
ḩ㡔䚌⮨
ḩ㡔䚌⮨
ḩ㡔䚌⮨?
6.
Ḕᵑ㢌
Ḕᵑ㢌
Ḕᵑ㢌
Ḕᵑ㢌 ㉐⽸㏘
㉐⽸㏘
㉐⽸㏘
㉐⽸㏘ ⤼ⷜ㡸
⤼ⷜ㡸
⤼ⷜ㡸
⤼ⷜ㡸 㡔㫴
㡔㫴
㡔㫴
㡔㫴 䚌⮨㉐
䚌⮨㉐ ⽸㟝㡸
䚌⮨㉐
䚌⮨㉐
⽸㟝㡸
⽸㟝㡸
⽸㟝㡸 䟁ὤ㤵㡰⦐
䟁ὤ㤵㡰⦐
䟁ὤ㤵㡰⦐
䟁ὤ㤵㡰⦐ 㨸㢰
㨸㢰 ㍌
㨸㢰
㨸㢰
㍌
㍌
㍌ 㢼⏈
㢼⏈
㢼⏈
㢼⏈
ⵝ㙼㡴
ⵝ㙼㡴
ⵝ㙼㡴
ⵝ㙼㡴?
24Marketing ROI - Strategic Prioritisation
Example: Asian company Electronics
• Marketing ROI ⺸㉑⺸㉑⺸㉑⺸㉑ ᷤḰᷤḰᷤḰᷤḰ ⺵㫴㜡㜄⺵㫴㜡㜄 䚐⺵㫴㜡㜄⺵㫴㜡㜄䚐䚐 Ḱ㢽䚐Ḱ㢽Ḱ㢽 䍠㣄Ḱ㢽䍠㣄䍠㣄 ⵃ䍠㣄 ⵃ 㩅ạḰⵃⵃ㩅ạḰ㩅ạḰ 㡔⤱㜄㩅ạḰ㡔⤱㜄㡔⤱㜄㡔⤱㜄 䚐䚐䚐䚐 䍠㣄䍠㣄 ⺴㦥䍠㣄䍠㣄⺴㦥⺴㦥⺴㦥 䜸ㇵ䜸ㇵ䜸ㇵ䜸ㇵ ⓸㻐⓸㻐⓸㻐⓸㻐 • 㹑 $120 million㜄㹑㹑㹑 㜄㜄㜄 䚐䚐 ⫼䀴䐹䚐䚐⫼䀴䐹⫼䀴䐹 㜼㡸⫼䀴䐹㜼㡸㜼㡸㜼㡸 㣠⺸ⵤ㣠⺸ⵤ㣠⺸ⵤ㣠⺸ⵤ 䚜㡰⦐㒜䚜㡰⦐㒜 㙸㐐㙸䚜㡰⦐㒜䚜㡰⦐㒜㙸㐐㙸㙸㐐㙸㙸㐐㙸 㫴㜡㜄㫴㜡㜄㫴㜡㜄㫴㜡㜄 䚐䚐 䍠㣄⪰䚐䚐䍠㣄⪰䍠㣄⪰䍠㣄⪰ ᵉ䞈䚌Ḕᵉ䞈䚌Ḕᵉ䞈䚌Ḕᵉ䞈䚌Ḕ ⸨␘⸨␘⸨␘⸨␘ ⋆㡴 ⋆㡴 ⋆㡴 ⋆㡴 㢨㡘㵱㻐㢨㡘㵱㻐㢨㡘㵱㻐㢨㡘㵱㻐 ὤ䟀⪰ὤ䟀⪰ὤ䟀⪰ 㥐ḩ䚜㡰⦐㒜ὤ䟀⪰㥐ḩ䚜㡰⦐㒜㥐ḩ䚜㡰⦐㒜㥐ḩ䚜㡰⦐㒜, 㙸㐐㙸㙸㐐㙸㙸㐐㙸㙸㐐㙸 㫴㜡㜄㉐㢌㫴㜡㜄㉐㢌 ⋆㡴㫴㜡㜄㉐㢌㫴㜡㜄㉐㢌⋆㡴⋆㡴⋆㡴 䍠㣄䍠㣄䍠㣄䍠㣄 ㍌㢩㡸㍌㢩㡸㍌㢩㡸㍌㢩㡸 ᶤ▔ᶤ▔ᶤ▔ᶤ▔ Marketing Transformation Sales Transformation Service Transformation
25 • ᷸⣽᷸⣽ ᷱ㥐䚍㤵㢬᷸⣽᷸⣽ᷱ㥐䚍㤵㢬ᷱ㥐䚍㤵㢬 ⺸㉑㡸ᷱ㥐䚍㤵㢬⺸㉑㡸⺸㉑㡸⺸㉑㡸 䋩䚨䋩䚨䋩䚨䋩䚨 Marketing Mix 㢌㢌㢌㢌 ᴵᴵᴵᴵ 㟈㋀☘㜄㟈㋀☘㜄㟈㋀☘㜄㟈㋀☘㜄 䚐 䚐䚐 䚐 ⮹䞉䚐⮹䞉䚐⮹䞉䚐 㢨䚨⮹䞉䚐㢨䚨㢨䚨㢨䚨 㣅㛹㣅㛹㣅㛹㣅㛹 ㍌䚽㍌䚽㍌䚽㍌䚽 • ᴵᴵ Marketing Mix 㟈㋀ᴴᴵᴵ 㟈㋀ᴴ㟈㋀ᴴ㟈㋀ᴴ ⬘㻐㜄 ⬘㻐㜄⬘㻐㜄 ⬘㻐㜄 㾌⏈㾌⏈㾌⏈㾌⏈ 㜵䛙⓸⪰㜵䛙⓸⪰㜵䛙⓸⪰㜵䛙⓸⪰ 㢨䚨㢨䚨㢨䚨㢨䚨 䚜㡰⦐㒜 䚜㡰⦐㒜䚜㡰⦐㒜 䚜㡰⦐㒜 㤸⣩㤵㢬㤸⣩㤵㢬㤸⣩㤵㢬㤸⣩㤵㢬 㣄㠄㣄㠄㣄㠄㣄㠄 ⺸ⵤᴴ⺸ⵤᴴ⺸ⵤᴴ⺸ⵤᴴ ᴴ⏙䚨㬄 ᴴ⏙䚨㬄ᴴ⏙䚨㬄 ᴴ⏙䚨㬄 • MROI ⺸㉑㡸⺸㉑㡸⺸㉑㡸⺸㉑㡸 䋩䚨䋩䚨䋩䚨䋩䚨 ᴵᴵ㢌ᴵᴵ㢌ᴵᴵ㢌ᴵᴵ㢌 Marketing 䞐┍㜄䞐┍㜄䞐┍㜄䞐┍㜄 䚐䚐䚐䚐 ㉘☑⥙㡸 ㉘☑⥙㡸㉘☑⥙㡸 ㉘☑⥙㡸 䞉⸨䚔䞉⸨䚔䞉⸨䚔䞉⸨䚔 ㍌㍌㍌㍌ 㢼㢀㢼㢀㢼㢀㢼㢀 • 㤸⣩㤵㤸⣩㤵 㢌㇠ᷤ㥉㤸⣩㤵㤸⣩㤵㢌㇠ᷤ㥉㢌㇠ᷤ㥉㢌㇠ᷤ㥉 㫴㠄㡸㫴㠄㡸㫴㠄㡸㫴㠄㡸 㠸䚐㠸䚐㠸䚐㠸䚐 ⺸㉑ ⺸㉑⺸㉑ ⺸㉑ Tool 㡸㡸㡸㡸 ㇠㟝䚐㇠㟝䚐㇠㟝䚐㇠㟝䚐 ⺸㉑⺸㉑⺸㉑⺸㉑ ᴴ⏙ᴴ⏙ᴴ⏙ᴴ⏙ Features Coupons Display Print Average Price per Dozen TV Advertising 0 500 1000 1500 Features and Display 0 10,000 20,000 30,000 40,000 0 50,000 100,000 150,000 0 50 100 150 0 10 20 30 40 50 60 0 10 20 30 40 24 26 28 30 32 0 50 0 ,0 0 0 1,0 0 0 ,0 0 0 1,50 0 ,0 0 0 2 ,0 0 0 ,0 0 0 2 ,50 0 ,0 0 0
N o v 9 7 M ay 9 8 Oct 9 8 M ay 9 9 Oct 9 9 A p r 0 0 Oct 0 0
Marketing ROI - Marketing Mix Analysis
How should Marketing Dollars be invested?
Marketing Transformation Sales Transformation Service Transformation
26
Marketing ROI - Marketing Mix Analysis
Example 1: Mars Pet Food
• Mars Pet Food ㇠⏈㇠⏈㇠⏈㇠⏈ ⺴⺸㢌⺴⺸㢌⺴⺸㢌⺴⺸㢌 ⫼䀴䐹⫼䀴䐹⫼䀴䐹⫼䀴䐹 ⽸㟝㡸⽸㟝㡸 Promotion 䞐┍㜄⽸㟝㡸⽸㟝㡸 䞐┍㜄䞐┍㜄䞐┍㜄 ㇠㟝䚌Ḕ㇠㟝䚌Ḕ㇠㟝䚌Ḕ㇠㟝䚌Ḕ 㢼㛼㡰⇌㢼㛼㡰⇌㢼㛼㡰⇌ Promotion 㢼㛼㡰⇌ 䞐┍㢨 䞐┍㢨 䞐┍㢨 䞐┍㢨 ㍌㢩Ḱ㍌㢩Ḱ㍌㢩Ḱ㍌㢩Ḱ 㢨㡘㢨㡘㢨㡘㢨㡘 㫑㜄㫑㜄㫑㜄㫑㜄 㾌⏈㾌⏈㾌⏈㾌⏈ 䟜Ḱ㜄䟜Ḱ㜄 䚨㉐⏈䟜Ḱ㜄䟜Ḱ㜄䚨㉐⏈䚨㉐⏈ 㥉䞉䢼䚨㉐⏈㥉䞉䢼㥉䞉䢼㥉䞉䢼 䑀㙹䚌㫴䑀㙹䚌㫴 ⯯䚐䑀㙹䚌㫴䑀㙹䚌㫴⯯䚐⯯䚐 ㇵ䈐㜴㢀⯯䚐ㇵ䈐㜴㢀ㇵ䈐㜴㢀ㇵ䈐㜴㢀 • Accenture ⏈⏈⏈⏈ Promotion 䞐┍䞐┍䞐┍䞐┍ 㡔䝉ⷸ⦐㡔䝉ⷸ⦐㡔䝉ⷸ⦐㡔䝉ⷸ⦐ ⬘㻐⬘㻐⬘㻐 㫑⬘㻐㫑 䟜Ḱ⪰㫑㫑䟜Ḱ⪰䟜Ḱ⪰䟜Ḱ⪰ ⺸㉑䚌ὤ⺸㉑䚌ὤ⺸㉑䚌ὤ 㠸䚐⺸㉑䚌ὤ㠸䚐 ᷸⣽ᷱ㥐䚍㤵㠸䚐㠸䚐᷸⣽ᷱ㥐䚍㤵᷸⣽ᷱ㥐䚍㤵᷸⣽ᷱ㥐䚍㤵 ⺸㉑⺸㉑⺸㉑⺸㉑ ⯜⒬㡸 ⯜⒬㡸 ⯜⒬㡸 ⯜⒬㡸 ᵐⵐ䚌㜴㢀ᵐⵐ䚌㜴㢀ᵐⵐ䚌㜴㢀ᵐⵐ䚌㜴㢀 Marketing Transformation Sales Transformation Service Transformation
27
Marketing ROI - Marketing Mix Analysis
Example 1: Mars Pet Food
• Accenture ⏈⏈⏈⏈ Promotion ⵝⷉ㜄ⵝⷉ㜄ⵝⷉ㜄ⵝⷉ㜄 ♤⢰♤⢰♤⢰♤⢰ 㻈ᴴ㤵㡰⦐㻈ᴴ㤵㡰⦐㻈ᴴ㤵㡰⦐㻈ᴴ㤵㡰⦐ 㛯⏈㛯⏈ ㍌㢩Ḱ㛯⏈㛯⏈㍌㢩Ḱ㍌㢩Ḱ㍌㢩Ḱ 䍠㢹䍠㢹䍠㢹䍠㢹 ⽸㟝㡸⽸㟝㡸 ᴵᴵ⽸㟝㡸⽸㟝㡸ᴵᴵᴵᴵᴵᴵ ⽸Ẅ⺸㉑⽸Ẅ⺸㉑⽸Ẅ⺸㉑⽸Ẅ⺸㉑ 䚌㜴㡰⮤
䚌㜴㡰⮤ 䚌㜴㡰⮤
䚌㜴㡰⮤, Base Sales ⽸⽸⽸⽸ Promotion㡰⦐㡰⦐㡰⦐ 㢬䚐㡰⦐㢬䚐㢬䚐 㥐䖼ᴸ㢬䚐㥐䖼ᴸ 㐐㣙㣔㐑㥐䖼ᴸ㥐䖼ᴸ㐐㣙㣔㐑㐐㣙㣔㐑 䟜Ḱ㝴㐐㣙㣔㐑䟜Ḱ㝴䟜Ḱ㝴䟜Ḱ㝴 Margin 㤴䚌㤴䚌㤴䚌㤴䚌 㜠⺴⓸㜠⺴⓸㜠⺴⓸㜠⺴⓸ 䚜 䚜 䚜 䚜 ⺸㉑⺸㉑⺸㉑⺸㉑ • ⺸㉑⺸㉑⺸㉑ ᷤḰ⺸㉑ᷤḰᷤḰ ⺴⺸㢌ᷤḰ⺴⺸㢌⺴⺸㢌 Promotion 䞐┍㡴⺴⺸㢌 䞐┍㡴䞐┍㡴 㢨㡘㡸䞐┍㡴㢨㡘㡸 ᵄ㋀㐐䇘Ḕ㢨㡘㡸㢨㡘㡸ᵄ㋀㐐䇘Ḕᵄ㋀㐐䇘Ḕᵄ㋀㐐䇘Ḕ 㢼㛼㡰⇌㢼㛼㡰⇌㢼㛼㡰⇌, 㥐䖼Ḱ㢼㛼㡰⇌ 㥐䖼Ḱ㥐䖼Ḱ㥐䖼Ḱ Promotion ⵝⷉ㜄ⵝⷉ㜄ⵝⷉ㜄ⵝⷉ㜄 ♤⢰ ♤⢰ ♤⢰ ♤⢰ 䆤䆤䆤 㵜㢨⪰䆤㵜㢨⪰㵜㢨⪰㵜㢨⪰ ⸨㜴㢀⸨㜴㢀⸨㜴㢀⸨㜴㢀 • Promotion 㡔䝉Ḱ㡔䝉Ḱ㡔䝉Ḱ㡔䝉Ḱ 㥐䖼㜄㥐䖼㜄㥐䖼㜄㥐䖼㜄 ♤⢰♤⢰♤⢰ 䑄⬘♤⢰䑄⬘䑄⬘䑄⬘ 㫑㫑 ἐ⯜⓸㫑㫑ἐ⯜⓸ἐ⯜⓸ἐ⯜⓸ 䆤䆤䆤 㵜㢨⪰䆤㵜㢨⪰㵜㢨⪰㵜㢨⪰ ⸨㜴㢀⸨㜴㢀⸨㜴㢀⸨㜴㢀 Premium Brand A Premium Brand B Value Brand A Value Brand B Marketing Transformation Sales Transformation Service Transformation
Case Story will be here
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Marketing ROI - Marketing Mix Analysis
Example 1: Mars Pet Food
• 㢨㡘㢨㡘㢨㡘 ᵄ㋀⪰㢨㡘ᵄ㋀⪰ᵄ㋀⪰ᵄ㋀⪰ 㺐㋀䞈㺐㋀䞈 㐐䇘⮤㺐㋀䞈㺐㋀䞈㐐䇘⮤㐐䇘⮤ 䑄⬘⣽㐐䇘⮤䑄⬘⣽䑄⬘⣽䑄⬘⣽ 㫑ᴴ⪰㫑ᴴ⪰ Ἥ䞈㫑ᴴ⪰㫑ᴴ⪰Ἥ䞈Ἥ䞈Ἥ䞈 㐐䇘⏈㐐䇘⏈㐐䇘⏈㐐䇘⏈ 䚨ⷉ㡸䚨ⷉ㡸 㵲ὤ䚨ⷉ㡸䚨ⷉ㡸㵲ὤ㵲ὤ 㠸䚨㵲ὤ㠸䚨㠸䚨, Promotion 䞐┍☘㡸㠸䚨 䞐┍☘㡸䞐┍☘㡸䞐┍☘㡸 䑄⬘⣽ 䑄⬘⣽ 䑄⬘⣽ 䑄⬘⣽ 㫑ᴴ㫑ᴴ㫑ᴴ ἐ⯜㝴㫑ᴴἐ⯜㝴ἐ⯜㝴 㢨㡘ἐ⯜㝴㢨㡘 ᵄ㋀㢨㡘㢨㡘ᵄ㋀ᵄ㋀ ἐ⯜ⷸ⦐ᵄ㋀ἐ⯜ⷸ⦐ἐ⯜ⷸ⦐ ⺸⪌䚜ἐ⯜ⷸ⦐⺸⪌䚜⺸⪌䚜⺸⪌䚜 • Accenture ⏈⏈⏈ 䑄⬘⣽㡸⏈䑄⬘⣽㡸䑄⬘⣽㡸䑄⬘⣽㡸 㡔㫴䚌⮨㉐㡔㫴䚌⮨㉐㡔㫴䚌⮨㉐㡔㫴䚌⮨㉐ 㢨㡘㡸㢨㡘㡸 㫑㐐䇘ὤ㢨㡘㡸㢨㡘㡸㫑㐐䇘ὤ㫑㐐䇘ὤ 㠸䚐㫑㐐䇘ὤ㠸䚐㠸䚐㠸䚐 Promotion ᴴ㢨☐⪰ᴴ㢨☐⪰ᴴ㢨☐⪰ 㥐㐐䚌㜴㢀ᴴ㢨☐⪰㥐㐐䚌㜴㢀㥐㐐䚌㜴㢀㥐㐐䚌㜴㢀 Marketing Transformation Sales Transformation Service Transformation
29
Marketing ROI - Marketing Mix Analysis
Example 2: Card Industry
• V Card 㝴㝴㝴㝴 M Card 㜄㜄㜄㜄 䚌㜠䚌㜠 ␘㛅䚐䚌㜠䚌㜠␘㛅䚐␘㛅䚐␘㛅䚐 ⫼䀴䐹⫼䀴䐹⫼䀴䐹⫼䀴䐹 䍠㣄㜄䍠㣄㜄 䚐䍠㣄㜄䍠㣄㜄䚐䚐䚐 䟜Ḱ⪰䟜Ḱ⪰䟜Ḱ⪰ ⺸㉑䚌ὤ䟜Ḱ⪰⺸㉑䚌ὤ 㠸䚐⺸㉑䚌ὤ⺸㉑䚌ὤ㠸䚐㠸䚐㠸䚐 ᷸⣽᷸⣽᷸⣽᷸⣽ ᷱ㥐䚍㤵ᷱ㥐䚍㤵ᷱ㥐䚍㤵ᷱ㥐䚍㤵 ⯜⒬㡸 ⯜⒬㡸 ⯜⒬㡸 ⯜⒬㡸 ᵐⵐ䚌㜴㢀ᵐⵐ䚌㜴㢀ᵐⵐ䚌㜴㢀ᵐⵐ䚌㜴㢀 • ⺸㉑⺸㉑⺸㉑⺸㉑ ᷤḰᷤḰᷤḰᷤḰ M Card 㢌㢌㢌 ⫼䀴䐹㢌⫼䀴䐹⫼䀴䐹⫼䀴䐹 䍠㣄䟜㡜㢨䍠㣄䟜㡜㢨 V Card 㜄䍠㣄䟜㡜㢨䍠㣄䟜㡜㢨 㜄㜄㜄 ⽸䚨⽸䚨⽸䚨 ⛜㛨㫴⏈⽸䚨⛜㛨㫴⏈ ᶷ㡰⦐⛜㛨㫴⏈⛜㛨㫴⏈ᶷ㡰⦐ᶷ㡰⦐ᶷ㡰⦐ 䑄⮹╌㛼㢀䑄⮹╌㛼㢀䑄⮹╌㛼㢀䑄⮹╌㛼㢀
• V Card ㇠⏈㇠⏈㇠⏈㇠⏈ Marketing 㜼㡸㜼㡸㜼㡸㜼㡸 㫑ᴴ⪰㫑ᴴ⪰㫑ᴴ⪰㫑ᴴ⪰ 䋩䚨䋩䚨䋩䚨䋩䚨 M Card ㇠㢌㇠㢌 䑄⬘ἐ⯜㇠㢌㇠㢌䑄⬘ἐ⯜䑄⬘ἐ⯜䑄⬘ἐ⯜ 㫑ᴴ⪰㫑ᴴ⪰㫑ᴴ⪰㫑ᴴ⪰ 㤴㫴䚔㤴㫴䚔 ㍌㤴㫴䚔㤴㫴䚔㍌㍌㍌ 㢼㛼㡰⮤㢼㛼㡰⮤㢼㛼㡰⮤㢼㛼㡰⮤, Association ṅḔ㝴ṅḔ㝴ṅḔ㝴ṅḔ㝴 ᵍ㡴ᵍ㡴ᵍ㡴ᵍ㡴 䟜Ḱ㤵㢬䟜Ḱ㤵㢬䟜Ḱ㤵㢬䟜Ḱ㤵㢬 ⫼䀴䐹⫼䀴䐹⫼䀴䐹 ⵝⷉ㜄⫼䀴䐹ⵝⷉ㜄 㸼㥄㡸ⵝⷉ㜄ⵝⷉ㜄㸼㥄㡸㸼㥄㡸㸼㥄㡸 ⬒㻈㛨⬒㻈㛨⬒㻈㛨⬒㻈㛨 䍠㣄䟜㡜㡸䍠㣄䟜㡜㡸 Ἥ䞈䍠㣄䟜㡜㡸䍠㣄䟜㡜㡸Ἥ䞈Ἥ䞈Ἥ䞈 㐐䁤㢀㐐䁤㢀㐐䁤㢀㐐䁤㢀
Marketing Transformation Sales Transformation Service Transformation
Case Story will be here
30 * Note : Gross Contribution of the
business
Opportunity to realize significant incremental value
(£400m-£700m annually)
31
Sales Channel Management
A Company in China
• 㩅ạ㢌 A ὤ㛹㡴㩅ạ㢌㩅ạ㢌㩅ạ㢌 ὤ㛹㡴ὤ㛹㡴ὤ㛹㡴 㜵㛹㜵㛹 㢬⥙㡰⦐⺴䉤㜵㛹㜵㛹㢬⥙㡰⦐⺴䉤㢬⥙㡰⦐⺴䉤 ㍌㬅╌⏈㢬⥙㡰⦐⺴䉤㍌㬅╌⏈㍌㬅╌⏈㍌㬅╌⏈ 㥉⸨⪰㥉⸨⪰㥉⸨⪰㥉⸨⪰ 䞐㟝䚌㜠䞐㟝䚌㜠, Outlet 㜄䞐㟝䚌㜠䞐㟝䚌㜠 㜄㜄㜄 䚐䚐䚐䚐 Ḵ⫠㝴Ḵ⫠㝴 ᴴ㐐㉥Ḵ⫠㝴Ḵ⫠㝴ᴴ㐐㉥ᴴ㐐㉥ 䞉⸨⪰ᴴ㐐㉥䞉⸨⪰䞉⸨⪰䞉⸨⪰ 㠸䚐㠸䚐㠸䚐㠸䚐 㜵㛹㥄 㜵㛹㥄 㜵㛹㥄 㜵㛹㥄 Ḵ⫠Ḵ⫠Ḵ⫠Ḵ⫠ 䘸⦐㉬㏘⪰䘸⦐㉬㏘⪰䘸⦐㉬㏘⪰ ⓸㢹䚜㡰⦐㒜䘸⦐㉬㏘⪰⓸㢹䚜㡰⦐㒜⓸㢹䚜㡰⦐㒜⓸㢹䚜㡰⦐㒜 䟁ὤ㤵㢬䟁ὤ㤵㢬䟁ὤ㤵㢬 䑄⬘㫑䟁ὤ㤵㢬䑄⬘㫑 ⵃ䑄⬘㫑䑄⬘㫑ⵃⵃ MS 䞉⪰ⵃ 䞉⪰䞉⪰䞉⪰ ␠㉥䚔␠㉥䚔 ㍌␠㉥䚔␠㉥䚔㍌㍌㍌ 㢼㛼㢀㢼㛼㢀㢼㛼㢀㢼㛼㢀 Marketing Transformation Sales Transformation Service TransformationCase Story will be here
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SFA Overall Objectives
P e rf o rm a n c e 5 4 3 2 1 5 4 3 2 1 P e rf o rm a n c e A B C D E F G A B C D E F G G a p G a p G a p G a p Minimize Sales Capability Gap between sales persons Sales capability enhancement of sales person
Sales Force Automation
Best Best Sales Person Sales Person Worst Worst Sales Person Sales Person Worst Worst Sales Person Sales Person Best Best Sales Person Sales Person
Do the right way to sell Align competitive
product line-ups Focus the target
Know the market and the customers well
Improve the work efficiency Motivate people
SFA Framework
Marketing Transformation Sales Transformation Service Transformation
Sales Force Automation㡸㡸㡸㡸 䋩䚨䋩䚨䋩䚨 㜵㛹䋩䚨㜵㛹㜵㛹㜵㛹 㢬⥙㢌㢬⥙㢌㢬⥙㢌㢬⥙㢌 㤸ⵌ㤵㢬㤸ⵌ㤵㢬㤸ⵌ㤵㢬 㜵㛹㤸ⵌ㤵㢬㜵㛹 㜡⣽㡸㜵㛹㜵㛹㜡⣽㡸㜡⣽㡸㜡⣽㡸 ᵉ䞈ᵉ䞈ᵉ䞈ᵉ䞈 䚜㡰⦐㒜䚜㡰⦐㒜 㜵㛹䚜㡰⦐㒜䚜㡰⦐㒜㜵㛹㜵㛹 䟜㡜㉥㡸㜵㛹䟜㡜㉥㡸䟜㡜㉥㡸䟜㡜㉥㡸 15~30%䛙ㇵ䛙ㇵ䛙ㇵ䛙ㇵ 㐐䇠
㐐䇠 㐐䇠 㐐䇠 ㍌㍌㍌㍌ 㢼㢀㢼㢀㢼㢀㢼㢀
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SFA - Efficient Time Management
Transit Face to Face Customer Management Respond Inquires Order Entry (15.0%) (15.0%) (9.1%) (20.3%) (5.9%) (19.6%) (7.6%) (4.3%) (3.2%)
Actual hours to meet customer are 24.1%. The customer visit hours should be increased even more. Actual hours to meet customer are 24.1%. The customer visit hours should be increased even more.
They spend 15.1% workload for the internal activities. Respond inquire activity should be reduced. They spend 15.1% workload for the internal activities. Respond inquire activity should be reduced.
Preparation Other client visit
/Demonstration
Reduce inefficient working hours through automated sales tasks and activity guidelines
Reduce inefficient working hours through automated sales tasks and activity guidelines Management work Meeting Inside work 60.1 % Expected Benefits of SFA • Develop single view on customers • Improve sales effectiveness through efficient time allocations to sales persons • Improve sales person’s capability by building systematic sales guidelines • Reduce inefficient manual works through various supporting tools
Develop single view on customer information through shared customer information
Develop single view on customer information through shared customer information Outside work 39.1 % Marketing Transformation Sales Transformation Service Transformation
Sales Force Automation㡸㡸㡸㡸 䋩䚨䋩䚨䋩䚨䋩䚨 㜵㛹㇠㠄㢌㜵㛹㇠㠄㢌㜵㛹㇠㠄㢌㜵㛹㇠㠄㢌 Client Facing Time㡸㡸 200% ᴴ⣽㡸㡸 ᴴ⣽ᴴ⣽ᴴ⣽ 䛙ㇵ㐐䇠䛙ㇵ㐐䇠䛙ㇵ㐐䇠䛙ㇵ㐐䇠 ㍌㍌㍌ 㢼㢀㍌㢼㢀㢼㢀㢼㢀
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Banking - new branch models:
Multi-channel 䞌ᷱ䚌㢌
䞌ᷱ䚌㢌
䞌ᷱ䚌㢌
䞌ᷱ䚌㢌 Customer Experience 䛙ㇵ㡸
䛙ㇵ㡸
䛙ㇵ㡸 㠸䚌㜠
䛙ㇵ㡸
㠸䚌㜠
㠸䚌㜠
㠸䚌㜠
ㇼ⦐㟨
ㇼ⦐㟨
ㇼ⦐㟨
ㇼ⦐㟨 Branch 㜡䚔㡸
㜡䚔㡸
㜡䚔㡸
㜡䚔㡸 㥉㢌
㥉㢌
㥉㢌
㥉㢌
Sources: Accenture elaboration on Lafferty, “Branch strategies for the 21st century” – 2001, “Branch profitability”, 2002
New branch models Characteristics
Joint ventures or shared facilities with non financial operators to develop opportunities to attract new customers Branch specialization for product area (i.e.: mortgages) or customer group (i.e.: HNWIs) Abbey National/Costa Coffee Shops Suruga Bank/Starbucks Wells Fargo/ Pharmaceuticals Abbey National Charles Schwab Fineco Mutui Dedicato (Unicredito) Examples Co-branded Financial Shops Branches specialized on target segments/ products Branches located in stores or offices, with limited banking activity and offering specialized according to the selected customer group,, Bank of Scotland Commerzbank IntesaBci Wells Fargo In-store Branches
Examples of new branch models
Push on Commercial Effectiveness
Internet Branches
“Self service” branches
Branches shared among Banks
Branches shared among different Banks, to help reduce costs or grant sufficient coverage in non-core markets
Barclays/ Royal Bank of Scotland/ HSBC
Creation of “virtual” branches to educate customers to the use of Internet banking
ING Direct
National Westminster Bank
Creation of “self service” branches with new generation ATM machines Banco Portugues de Atlantico IntesaBci “Outsourced ” branches Outsourcing of branch operations and, given the new regulatory system, customer interaction N.A Franchised Branches Franchising of branch activities to internal/external operators Abbey National UK Post Office Fortis Bank New branch models Characteristics Examples
Push on Operating Efficiency
Marketing Transformation Sales Transformation Service Transformation
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Service Transformation:
Call Center Transformation - Illustrative Financial View
Note: All savings targets are preliminary and illustrative Call Center Transformation㡸㡸㡸㡸 䋩䚨䋩䚨䋩䚨䋩䚨 㟨㜵㟨㜵㟨㜵㟨㜵 ⽸㟝㡸⽸㟝㡸 18~31% 㤼ᵄ⽸㟝㡸⽸㟝㡸 㤼ᵄ㤼ᵄ㤼ᵄ 䚔䚔䚔 ㍌䚔㍌㍌㍌ 㢼㢀㢼㢀㢼㢀㢼㢀
Marketing Transformation Sales Transformation Service Transformation
Case Story will be here
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Service Transformation:
Warranty Management
“We could improve product quality if we had better
failure data” --- V.P. Product Design
“We need a “certified pre-owned” program but don’t know what work has been performed on vehicles”
--- Director Field Service “We seem to react to design and manufacturing problems” --- Director Service • Design for serviceability and reliability • Remote diagnosis
• Remote fix • Customer satisfaction and loyalty • Competitive insight
• Customer response • Product quality • Supplier quality
• New revenues from service contracts and extended warranties • Customer insight “Our warranty costs are
eroding our product margins” --- V.P. Manufacturing “We need to know more
about our end customer” --- V.P. Marketing
• Focus on value adding services instead of warranty work • Product knowledge • Customer knowledge ὤ䟁 ὤ䟁 ὤ䟁 ὤ䟁 ⫼䀴䐹 ⫼䀴䐹 ⫼䀴䐹 ⫼䀴䐹 ㉐⽸㏘ ㉐⽸㏘ ㉐⽸㏘ ㉐⽸㏘ ㈑ ㈑ ㈑ ㈑ 㜵㛹 㜵㛹 㜵㛹 㜵㛹 Marketing Transformation Sales Transformation Service Transformation Warranty Management 䜵㐔㡸䜵㐔㡸䜵㐔㡸䜵㐔㡸 䋩䚨䋩䚨䋩䚨䋩䚨 20~50% ⽸㟝⽸㟝⽸㟝 㤼ᵄ㡸⽸㟝㤼ᵄ㡸 ␠㉥㤼ᵄ㡸㤼ᵄ㡸␠㉥␠㉥ 䚔␠㉥䚔䚔 ㍌䚔㍌㍌㍌ 㢼㢀㢼㢀㢼㢀㢼㢀
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⯝㵜
⯝㵜
⯝㵜
⯝㵜
I.
CRM㜄
㜄
㜄
㜄 䚐
䚐
䚐
䚐 㫼ⱬ☘
㫼ⱬ☘
㫼ⱬ☘
㫼ⱬ☘
II.
ạ⇨㞬
ạ⇨㞬
ạ⇨㞬
ạ⇨㞬 CRM Trend
III.
CRMὤⵌ㢌
ὤⵌ㢌
ὤⵌ㢌
ὤⵌ㢌 Business 䜵㐔
䜵㐔
䜵㐔
䜵㐔 ㇠⥴
㇠⥴
㇠⥴
㇠⥴
-
Marketing Science
-
Sales Channel Ḵ⫠
Ḵ⫠
Ḵ⫠
Ḵ⫠
-
Sales Force Automation
-
Next Generation Branch Model
-
Service Transformation
IV.
CRM 㙸䇘䊁㸄
㙸䇘䊁㸄
㙸䇘䊁㸄
㙸䇘䊁㸄
38CRM 㙸䇘䊁㷌
㙸䇘䊁㷌
㙸䇘䊁㷌
㙸䇘䊁㷌:
Analytics vs. Operational
Marketing 㿔䓌㢬Ḵ⫠ 㿔䓌㢬Ḵ⫠㿔䓌㢬Ḵ⫠ 㿔䓌㢬Ḵ⫠ ⫼䀴䐹 ⫼䀴䐹 ⫼䀴䐹 ⫼䀴䐹 㤸⣩㤸⣩㤸⣩㤸⣩ 㿔䓌㢬 㿔䓌㢬㿔䓌㢬 㿔䓌㢬 ὤ䟁ὤ䟁ὤ䟁ὤ䟁 ⵃⵃⵃⵃ 㨴⽸㨴⽸㨴⽸㨴⽸ 㿔䓌㢬 㿔䓌㢬㿔䓌㢬 㿔䓌㢬 ᷤḰᷤḰᷤḰᷤḰ Ḵ⫠Ḵ⫠Ḵ⫠Ḵ⫠Data Marts WarehouseData
Ḕᵑ Ḕᵑ Ḕᵑ Ḕᵑ ⏼㪼⏼㪼⏼㪼⏼㪼 ⺸㉑⺸㉑⺸㉑⺸㉑ 䑄⬘ 䑄⬘ 䑄⬘ 䑄⬘ ὤ䟀ὤ䟀ὤ䟀ὤ䟀 㥐ḩ㥐ḩ㥐ḩ㥐ḩ 㜵㛹㥉⸨ 㜵㛹㥉⸨ 㜵㛹㥉⸨ 㜵㛹㥉⸨ 㥐ḩ㥐ḩ㥐ḩ㥐ḩ 㜵㛹 㜵㛹 㜵㛹 㜵㛹 ᷤḰᷤḰᷤḰᷤḰ 㟈㚱 㟈㚱 㟈㚱 㟈㚱/䋩䚝═䋩䚝═䋩䚝═䋩䚝═ Ḕᵑ㥉⸨ Ḕᵑ㥉⸨ Ḕᵑ㥉⸨ Ḕᵑ㥉⸨ Sales Service Workforce Mgmt Service Request Trouble ticket Schedule mgmt Desktop application Performance mgmt Opportunity identification Customer info mgmt Campaign mgmt Lead mgmt Opportunity mgmt Proposal mgmt Territory mgmt Schedule mgmt Activity mgmt Product Factory Market sensing Mkt Portal Ḕᵑ Ḕᵑ Ḕᵑ Ḕᵑ ㍌㢩㉥㍌㢩㉥㍌㢩㉥㍌㢩㉥ ⺸㉑⺸㉑⺸㉑⺸㉑ Ḕᵑ Ḕᵑ Ḕᵑ Ḕᵑ Segmentation 㦤㥉 㦤㥉 㦤㥉 㦤㥉 ⵃⵃⵃⵃ 㫴㠄㫴㠄㫴㠄㫴㠄 ㉥Ḱ ㉥Ḱ ㉥Ḱ ㉥Ḱ ⸨ㇵ⸨ㇵ⸨ㇵ⸨ㇵ Ḵ⫠ Ḵ⫠ Ḵ⫠ Ḵ⫠ ⵃⵃⵃ 䋩㥐ⵃ䋩㥐䋩㥐䋩㥐 Risk ⺸㉑⺸㉑⺸㉑⺸㉑
Analytic Area Operational Area
C T I (ḔᵑḰ㢌ḔᵑḰ㢌ḔᵑḰ㢌ḔᵑḰ㢌 㢰Ḵ═㢰Ḵ═㢰Ḵ═ 㥅㥄Ḵ⫠㢰Ḵ═㥅㥄Ḵ⫠㥅㥄Ḵ⫠㥅㥄Ḵ⫠ ) Ḕᵑ㉰䉤 Ḕᵑ㉰䉤 Ḕᵑ㉰䉤 Ḕᵑ㉰䉤(CIC) 㜵㛹㇠㠄㜵㛹㇠㠄㜵㛹㇠㠄㜵㛹㇠㠄 㢬䉤≫㢬䉤≫㢬䉤≫㢬䉤≫ 㫴㥄 㫴㥄 㫴㥄 㫴㥄/⫠㥄⫠㥄⫠㥄⫠㥄 䋩䚝Ḕᵑ 䋩䚝Ḕᵑ 䋩䚝Ḕᵑ 䋩䚝Ḕᵑ DB Order mgmt Incentive mgmt Performance mgmt Partner mgmt Channel mgmt Competitor anal
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CRM – 䋩䚝
䋩䚝
䋩䚝
䋩䚝 㙸䇘䊁㷌
㙸䇘䊁㷌
㙸䇘䊁㷌
㙸䇘䊁㷌
ERP Costing Costing Accounting Accounting Asset MgmtAsset Mgmt Facility MgmtFacility Mgmt
H / R H / R PurchasingPurchasing • ACCT • ASSET • Financials • H/R • ACCT • ASSET • Financials • H/R DW/Mart Reporting
Reporting OLAPOLAP MiningMining
• Customer • Account • Sales • Order • Collection • Product • Customer • Account • Sales • Order • Collection • Product Billing Billing Legacy CRM • Customer • Product • Services • Acct. • Customer • Product • Services • Acct. Customer MDB EAI EAI Service Service Market Market Sell
Sell CampaignCampaign
⫼䀴䐹⸬⺴ ⫼䀴䐹⸬⺴⫼䀴䐹⸬⺴ ⫼䀴䐹⸬⺴ Customer Interaction Center Remote 㜵㛹㇠㠄 㜵㛹㇠㠄㜵㛹㇠㠄 㜵㛹㇠㠄 Web Server Web Server 㣠䈑ἰⱨ 㣠䈑ἰⱨ 㣠䈑ἰⱨ 㣠䈑ἰⱨ CSR Ḕᵑ ḔᵑḔᵑ Ḕᵑ Enterprise MDB Mediation Mediation ᷸㥉Ḵ⫠ ᷸㥉Ḵ⫠ ᷸㥉Ḵ⫠ ᷸㥉Ḵ⫠ ᷸㥉Ḵ⫠ ᷸㥉Ḵ⫠ ᷸㥉Ḵ⫠ ᷸㥉Ḵ⫠ Production Production Material Mgmt Material Mgmt HR HR Sales Sales Order Order Distribution Distribution ὤ䇴 ὤ䇴ὤ䇴 ὤ䇴 ὤ䇴 ὤ䇴ὤ䇴 ὤ䇴 SCM • Material • Order status • Forecasting • Material • Order status • Forecasting 㜵㛹Ḵ⫠ 㜵㛹Ḵ⫠ 㜵㛹Ḵ⫠ 㜵㛹Ḵ⫠ 㜵㛹Ḵ⫠ 㜵㛹Ḵ⫠ 㜵㛹Ḵ⫠ 㜵㛹Ḵ⫠ WEB WEB •㫴㥄㫴㥄㫴㥄㫴㥄 •⫠㥄⫠㥄⫠㥄⫠㥄 40
