CRM-奥美.(PPT26页)
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CRM-奥美.(PPT26页)
Plan Execute
Execution and management of the marketing campaigns and customer treatment plans. Data gathering.
10
CRM Critical Success Factors
Architecture
Acquire more customers
Optimize the value of the existing customers
Retain the right customers longer
Acquiring new customer cost 5-10 times more that retaining the existing one
improvements in TV, radio, printed press
7
Target Marketing
Direct mail, telemarketing Receiving customer response Lack of specific data, average response rate Islands of information
11
q The Internet
CRM Components
Two basic set of tools
Data collection tools
Analytical and data delivery tools
Data warehouse
Data archeology
Depth and breadth of data
Content Management System Active Server Pages and Web Applications Development Light and Medium Backend Database Development
Execution and management of the marketing campaigns and customer treatment plans. Data gathering.
10
CRM Critical Success Factors
Architecture
Acquire more customers
Optimize the value of the existing customers
Retain the right customers longer
Acquiring new customer cost 5-10 times more that retaining the existing one
improvements in TV, radio, printed press
7
Target Marketing
Direct mail, telemarketing Receiving customer response Lack of specific data, average response rate Islands of information
11
q The Internet
CRM Components
Two basic set of tools
Data collection tools
Analytical and data delivery tools
Data warehouse
Data archeology
Depth and breadth of data
Content Management System Active Server Pages and Web Applications Development Light and Medium Backend Database Development
CRM奥美(PPT 36页)
Applying of the achieved knowledge in the formulation of marketing campaigns, strategies and treatment plans.
More than just a set of technologies – it is a process.
CRM奥美(PPT 36页)
The Technology road ahead 2001
Technology strategy objectives Technology – Strategic key focus Key technologies and skills Training Plan Technology Laboratory Work with other companies and organizations Services provided by the Technology group
Future technologies
Mobile CRM ASP Model
Consulting technologies
Heavy backend database development. Full scale transaction based e-commerce solutions. ERP and on-line supply chain management
CRM Building Blocks
CRM奥美(PPT 36页)
Ogilvy and CRM
Focused on CRM Electronic Data Marketing (EDM) M Oglivy
CRM奥美(PPT 36页)
Ogilvy Interactive China and CRM
More than just a set of technologies – it is a process.
CRM奥美(PPT 36页)
The Technology road ahead 2001
Technology strategy objectives Technology – Strategic key focus Key technologies and skills Training Plan Technology Laboratory Work with other companies and organizations Services provided by the Technology group
Future technologies
Mobile CRM ASP Model
Consulting technologies
Heavy backend database development. Full scale transaction based e-commerce solutions. ERP and on-line supply chain management
CRM Building Blocks
CRM奥美(PPT 36页)
Ogilvy and CRM
Focused on CRM Electronic Data Marketing (EDM) M Oglivy
CRM奥美(PPT 36页)
Ogilvy Interactive China and CRM
奥美 CRM
7
Ogilvy & Mather
& Target Marketing Direct mail, telemarketing Receiving customer response Lack of specific data, average response rate Islands of information
&
Customers?
Who are these guys?
2
Ogilvy & Mather
& What is CRM? In-depth analysis of customer behavior and attributes.
Applying of the achieved knowledge in the formulation of marketing campaigns, strategies and treatment plans.
8
Ogilvy & Mather
& CRM Next evolutionary step, back to intimacy Customer loyalty build on: Understanding of customers wants, needs and values Interactivity with the customer in the way customer prefer
5
Ogilvy & Mather
& Evolution of CRM Mass MarketБайду номын сангаасng Target Marketing CRM
6
Ogilvy & Mather
Ogilvy & Mather
& Target Marketing Direct mail, telemarketing Receiving customer response Lack of specific data, average response rate Islands of information
&
Customers?
Who are these guys?
2
Ogilvy & Mather
& What is CRM? In-depth analysis of customer behavior and attributes.
Applying of the achieved knowledge in the formulation of marketing campaigns, strategies and treatment plans.
8
Ogilvy & Mather
& CRM Next evolutionary step, back to intimacy Customer loyalty build on: Understanding of customers wants, needs and values Interactivity with the customer in the way customer prefer
5
Ogilvy & Mather
& Evolution of CRM Mass MarketБайду номын сангаасng Target Marketing CRM
6
Ogilvy & Mather
CRM客户关系管理知识简介(ppt 26页)
不系统、不规范，依赖于人员素质、积 累、
CRM...
基本的商业驱动力并无太大改 变
拓展市场
保留客户
基本的 商业
驱动力度
100% 80% 60% 40% 20%
敌对
1
Low
满意
忠实客户
不满意 满意度
无所谓
客户保持度 (Customer Retention)
客户占有率 (Total share of customer)
推荐给合适的用户
定义新的客户关系
• 采用新的技术方法重新定义您的客户关系
– 一对一、交互式的客户交流 – 大规模的客户定制化服务 – 客户关怀和亲密接触服务 – 客户智能，互相学习的关系
• 最大化客户价值 • 简化业务处理流程 • 加强客户交流
掌握尽可能多的客户信息是企业竞争的最大优势
CRM Definition
Why —— MIS的发展、商业环境的变化
• How —— 不同类型的供应商和产品
设想场景
• 销售人员推销产品的尴尬 销售
客户信息不全面
• 服务人员满头大汗地找到客户，原来是个
及其简单的问题 服务
无法及时解决客户的问题
• 错误的“垃圾”邮件 市场
无法实现个性化的信息服务
有了CRM支持之后……
企业的烦恼
• 93%的CEO认为客户管理是企业成功和更具
有 竞争力的最重要的因素.
客户生命值
利润
$$
时间
客户保持度 (Customer Retention)
•经常性重复购买 •惠顾公司提供的各种产品和服务 •建立口碑 •对其他竞争者的促销活动具有不同程度的免疫力
Customer Retention：客户 保持
CRM...
基本的商业驱动力并无太大改 变
拓展市场
保留客户
基本的 商业
驱动力度
100% 80% 60% 40% 20%
敌对
1
Low
满意
忠实客户
不满意 满意度
无所谓
客户保持度 (Customer Retention)
客户占有率 (Total share of customer)
推荐给合适的用户
定义新的客户关系
• 采用新的技术方法重新定义您的客户关系
– 一对一、交互式的客户交流 – 大规模的客户定制化服务 – 客户关怀和亲密接触服务 – 客户智能，互相学习的关系
• 最大化客户价值 • 简化业务处理流程 • 加强客户交流
掌握尽可能多的客户信息是企业竞争的最大优势
CRM Definition
Why —— MIS的发展、商业环境的变化
• How —— 不同类型的供应商和产品
设想场景
• 销售人员推销产品的尴尬 销售
客户信息不全面
• 服务人员满头大汗地找到客户，原来是个
及其简单的问题 服务
无法及时解决客户的问题
• 错误的“垃圾”邮件 市场
无法实现个性化的信息服务
有了CRM支持之后……
企业的烦恼
• 93%的CEO认为客户管理是企业成功和更具
有 竞争力的最重要的因素.
客户生命值
利润
$$
时间
客户保持度 (Customer Retention)
•经常性重复购买 •惠顾公司提供的各种产品和服务 •建立口碑 •对其他竞争者的促销活动具有不同程度的免疫力
Customer Retention：客户 保持
CRM-奥美客户服务(英)
5
Ogilvy & Mather
&
Evolution of CRM
Mass Marketing
Target Marketing CRM
6
Ogilvy & Mather
&
Mass Marketing
Replaced the intimacy of direct sales One way communication Wide geographic distribution Lost is the personal touch with the customer Mass marketing was enabled trough the technological improvements in TV, radio, printed press
&
CRM Environment
Applications, Platforms
Vignette, Websphere, Broadvision etc…
Communication channels
Traditional direct marketing, Electronic direct marketing, call center
18
Ogilvy & Mather
&
Objectives
To be a technology center of excellence among the Interactive groups in the region and worldwide. To excel best practices and technologies in the region and worldwide. To be on the leading edge of the new technologies. To be innovative. Improve, improve, improve
客户关系管理(CRM)ppt课件
用传统的市场营销手段与客户交流
客户关系管理(CRM)
CRM的核心
1. 伸出企业触角，吸引尽可能多的客户
➢ Face to Face，Call Center，Email，Web，Fax/Mail， WAP，PDA等紧密集成，相互作用，构成产品和服 务通达客户的快捷通道，成为企业级协作平台。
2. 企业与客户互动，提升客户满意度，抓住一 切销售机会
各阶段的客户。
客户关系管理(CRM)
CRM❖之销销售售机会机要会素
• 机会题目
• 机会产品
• 机会描述
• 销售方法
• 机会对象： • 机会阶段：
客户
销售漏斗
分销商
• 成功率
合作伙伴
• 预计销售额
• 机会联系人 • 机会工作组
• 机会影响力： • 预计结束时间
ＣＵＴＥ • 机会来源
• 竞争对手
客户关系管理(CRM)
• 客户 • 潜在客户 • 合作伙伴
客户关系管理(CRM)
实现CRM的三要素
• 管理理念 • 业务流程重组 • 系统支撑
客户关系管理(CRM)
CRM为企业带来的价值
• 提高效率 • 拓展市场 • 保留客户
客户关系管理(CRM)
CRM为企业带来的价值
对成功实现CRM的企业的调查：
➢ 客户满意度增加20%； ➢ 销售和服务的成本降低20%； ➢ 销售周期减少了三分之一； ➢ 每个销售人员的销售额增加51%； ➢ 利润增加20%。
客户关系管理(CRM)
销售漏斗
销 售 管 线 ： 机 会 按 阶 段 升 迁
销售线索 机会建立 方案提供 方案评估 商务谈判 合同签定
项目实施
客户关系管理(CRM)
客户关系管理(CRM)
CRM的核心
1. 伸出企业触角，吸引尽可能多的客户
➢ Face to Face，Call Center，Email，Web，Fax/Mail， WAP，PDA等紧密集成，相互作用，构成产品和服 务通达客户的快捷通道，成为企业级协作平台。
2. 企业与客户互动，提升客户满意度，抓住一 切销售机会
各阶段的客户。
客户关系管理(CRM)
CRM❖之销销售售机会机要会素
• 机会题目
• 机会产品
• 机会描述
• 销售方法
• 机会对象： • 机会阶段：
客户
销售漏斗
分销商
• 成功率
合作伙伴
• 预计销售额
• 机会联系人 • 机会工作组
• 机会影响力： • 预计结束时间
ＣＵＴＥ • 机会来源
• 竞争对手
客户关系管理(CRM)
• 客户 • 潜在客户 • 合作伙伴
客户关系管理(CRM)
实现CRM的三要素
• 管理理念 • 业务流程重组 • 系统支撑
客户关系管理(CRM)
CRM为企业带来的价值
• 提高效率 • 拓展市场 • 保留客户
客户关系管理(CRM)
CRM为企业带来的价值
对成功实现CRM的企业的调查：
➢ 客户满意度增加20%； ➢ 销售和服务的成本降低20%； ➢ 销售周期减少了三分之一； ➢ 每个销售人员的销售额增加51%； ➢ 利润增加20%。
客户关系管理(CRM)
销售漏斗
销 售 管 线 ： 机 会 按 阶 段 升 迁
销售线索 机会建立 方案提供 方案评估 商务谈判 合同签定
项目实施
客户关系管理(CRM)
奥美高科技产品营销系统
PPT文档演模板
奥美高科技产品营销系统
通衢大道之后
n 从产品转向服务 n CA的例子 n PC的未来
PPT文档演模板
奥美高科技产品营销系统
如何做好市场传播?
PPT文档演模板
奥美高科技产品营销系统
如何省钱？
PPT文档演模板
n 从大钱开始省起 n 分析成本形成的原因 n 找出节省成本的杠杆点
奥美高科技产品营销系统
寻找媒介成本的杠杆点
•媒介购买总费 用 •年
•10%
•500%
•= •x •x •媒介购买总费 用 •广告刊登总次数
•广告刊登总次 •阅数读广告潜在客户总
•媒介购买力
数 •媒介企划力
•1900%
•阅读广告潜在客户总 数 •产生品牌偏好的
潜在客户总数
•沟通策略与创 意
•x •产品购买总量 •年
•预估年销售额
奥美高科技产品营销系统
跨越壕沟的策略 (诺曼地登陆)
PPT文档演模板
n 找到一特定目标群, 形成他们“非买不可的理由”
l 必需要有简单有力的明确价值诉求, 不能贪心. – 对于“需要什么”的“什么人”来说 – “这个产品”是“某种类别的产品” – 会带给他们非买不可的“什么利益” – 不象”主要的竞争产品或选择“ – 我们的产品”有什么主要的不同“
n 不连续性创新产品的行销, 必须考虑到“科 技采用生命周期”
PPT文档演模板
奥美高科技产品营销系统
科技采用生命周期
•早期市场
•主流市场
• •
• • •
科
技远
实
狂见
业
热家
家
分
子
PPT文档演模板
保
CRM-奥美客户服务(英)
17
Ogilvy & Mather
& The Technology road ahead 2001
Technology strategy objectives Technology – Strategic key focus Key technologies and skills Training Plan Technology Laboratory Work with other companies and organizations Services provided by the Technology group
8
Ogilvy & Mather
& CRM
Next evolutionary step, back to intimacy Customer loyalty build on:
Understanding of customers wants, needs and values Interactivity with the customer in the way customer prefer
Plan Execute
Execution and management of the marketing campaigns and customer treatment plans.
Data gathering.
10
Ogilvy & Mather
& CRM Critical Success Factors
9
Ogilvy & Mather
& CRM Cycle
Assess
Who are the customers – demographics and lifestyle? Where do they live? What are they worth? What is their lifetime value
Ogilvy & Mather
& The Technology road ahead 2001
Technology strategy objectives Technology – Strategic key focus Key technologies and skills Training Plan Technology Laboratory Work with other companies and organizations Services provided by the Technology group
8
Ogilvy & Mather
& CRM
Next evolutionary step, back to intimacy Customer loyalty build on:
Understanding of customers wants, needs and values Interactivity with the customer in the way customer prefer
Plan Execute
Execution and management of the marketing campaigns and customer treatment plans.
Data gathering.
10
Ogilvy & Mather
& CRM Critical Success Factors
9
Ogilvy & Mather
& CRM Cycle
Assess
Who are the customers – demographics and lifestyle? Where do they live? What are they worth? What is their lifetime value
奥美印务销售关系管理
奥美印务销售关系管理
处理销售关系的误区：
1、以为销售关系就是人际关系。 2、销售关系承诺与实际供应不匹配。 3、短期利益与长期发展战略的冲突。 4、制度与人情的矛盾。 5、关系资源的利用度。 6、 公司关系被个人关系所替代。
PPT文档演模板
2020/11/16
奥美印务销售关系管理
建立良性销售关系的关键流程
奥美印务销售关系管理
推销型公司：
a.提供普及型的、差异性不明显的产品 b.销售依赖业务人员的沟通能力 c.对单体销售量有较高的要求 d.很少或没有Promotion e.喜欢人海战术 特例：特殊的服务产品
高附加值服务产品
PPT文档演模板
2020/11/16
奥美印务销售关系管理
销售型公司：
a.提供高品质，有一定差异性的产品 b.销售业绩依赖：
PPT文档演模板
2020/11/16
奥美印务销售关系管理
PPT文档演模板
—— 潜在客户资料：潜在客户界定原 则、名录、分布区域、评估标准、发展 状况、经营范围与经营时段等；
—— 现在客户资料：现在客户的名录、 分布区域、经营绩效、经营特色、成交 记录、组织状况、成长状况等；
—— 失效客户资料：名录、分布区域、 经营绩效、经营特色、成交记录、组织 状况、失效原因等。
建立良性销售关系的关键流程
2、建立关键客户跟踪服务制度
3、完善企业级的资料库，主要搜集以下几类资料
——宏观市场资料，包括国家政策、行业趋势、 新技术新材料发展趋势、销售区域地理状况及 人文状况、销售区域经济状况等；
——竞争对手资料：包括竞争对手定位、竞争 对手分布区域、竞争对手的实力、竞争对手主 要经营范围和产品、竞争对手的市场策略、竞 争对手经营动态变化等；
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improvements in TV, radio, printed press
7
Ogilvy & Mather
& Target Marketing
Direct mail, telemarketing Receiving customer response Lack of specific data, average response rate Islands of information
Plan Execute
Execution and management of the marketing campaigns and customer treatment plans.
Data gathering.
Loyal customers will will buy more and are willing to pay premium prices
20/80 rule – 20% of the customers generate 80% of thபைடு நூலகம் revenue
4
Ogilvy & Mather
& Why CRM? (continued)
Service leaders enjoy the following advantage over their lowservice competitors:
They grow twice as fast. They experience a 6% annual growth vs. a 1% share loss (they take
8
Ogilvy & Mather
& CRM
Next evolutionary step, back to intimacy Customer loyalty build on:
Understanding of customers wants, needs and values Interactivity with the customer in the way customer prefer
2
Ogilvy & Mather
& What is CRM?
In-depth analysis of customer behavior and attributes.
Applying of the achieved knowledge in the formulation of marketing campaigns, strategies and treatment plans.
& Ogilvy Interactive Team
Customer Relationship Management (CRM)
Vladimir M Jordanov Oglivy Interactive Beijing Boot-camp
1
Ogilvy & Mather
&
Customers?
Who are these guys?
customers away from their competitors). They can charge 10% more from their products and still take
customers away. They enjoy 12% vs. 1% average return on sales. Industry statistics show that 68% of customers walk away because
potential? What and how do they buy? How can they be reached? How have they responded to
promotions in the past and trough which channels they prefer to be reached?
Acquire more customers Optimize the value of the existing
customers Retain the right customers longer
Acquiring new customer cost 5-10 times more that retaining the existing one
More than just a set of technologies – it is a process.
3
Ogilvy & Mather
& Why CRM?
Company existence – quest for profit.
Three ways to increase the profitability of the customer base
of poor customer service.
5
Ogilvy & Mather
& Evolution of CRM
Mass Marketing Target Marketing CRM
6
Ogilvy & Mather
& Mass Marketing
Replaced the intimacy of direct sales One way communication Wide geographic distribution Lost is the personal touch with the customer Mass marketing was enabled trough the technological
9
Ogilvy & Mather
& CRM Cycle
Assess
Who are the customers – demographics and lifestyle? Where do they live? What are they worth? What is their lifetime value
7
Ogilvy & Mather
& Target Marketing
Direct mail, telemarketing Receiving customer response Lack of specific data, average response rate Islands of information
Plan Execute
Execution and management of the marketing campaigns and customer treatment plans.
Data gathering.
Loyal customers will will buy more and are willing to pay premium prices
20/80 rule – 20% of the customers generate 80% of thபைடு நூலகம் revenue
4
Ogilvy & Mather
& Why CRM? (continued)
Service leaders enjoy the following advantage over their lowservice competitors:
They grow twice as fast. They experience a 6% annual growth vs. a 1% share loss (they take
8
Ogilvy & Mather
& CRM
Next evolutionary step, back to intimacy Customer loyalty build on:
Understanding of customers wants, needs and values Interactivity with the customer in the way customer prefer
2
Ogilvy & Mather
& What is CRM?
In-depth analysis of customer behavior and attributes.
Applying of the achieved knowledge in the formulation of marketing campaigns, strategies and treatment plans.
& Ogilvy Interactive Team
Customer Relationship Management (CRM)
Vladimir M Jordanov Oglivy Interactive Beijing Boot-camp
1
Ogilvy & Mather
&
Customers?
Who are these guys?
customers away from their competitors). They can charge 10% more from their products and still take
customers away. They enjoy 12% vs. 1% average return on sales. Industry statistics show that 68% of customers walk away because
potential? What and how do they buy? How can they be reached? How have they responded to
promotions in the past and trough which channels they prefer to be reached?
Acquire more customers Optimize the value of the existing
customers Retain the right customers longer
Acquiring new customer cost 5-10 times more that retaining the existing one
More than just a set of technologies – it is a process.
3
Ogilvy & Mather
& Why CRM?
Company existence – quest for profit.
Three ways to increase the profitability of the customer base
of poor customer service.
5
Ogilvy & Mather
& Evolution of CRM
Mass Marketing Target Marketing CRM
6
Ogilvy & Mather
& Mass Marketing
Replaced the intimacy of direct sales One way communication Wide geographic distribution Lost is the personal touch with the customer Mass marketing was enabled trough the technological
9
Ogilvy & Mather
& CRM Cycle
Assess
Who are the customers – demographics and lifestyle? Where do they live? What are they worth? What is their lifetime value