顾客关系管理1.pptxVIP

110100101100101100110010010110011011001101100110011001110001101001100100110011001100110010110110110011001101001100101001Customer Relationship ManagementIntroductionHewlett-Packard CompanyJoseph Chiew CRM Introduction AgendaWhat is CRM?Why CRM ?CRM Application Architecture CRM Service Model CSF of CRM What Is CRM?Business Systems forCompetitive identityMarket brandsBusiness philosophyStrategic marketing approachesEnabling technologiesHuman capital managementCRM initiatives can not be governed by narrow “product” definitionsSource: Meta GroupStudies by the Manhattan Consulting Group have indicated that in a sample of companies, 20% of a company’s customers contributed 150% of the profits, and 40% of customers eliminate 50% of the profits12345678910Why CRM ?Attrition rate 2xthe averageImposes a 50% drag on earningsProfitCustomer SegmentsSource: Manhattan Consulting GroupSGAResource MixCRM ProcessesEngageTransactFulfillSupportFace-to-FacePartnersCall CenterElectronicSales Advertising/PRProductsWeb MarketingMarketingTech SupportCustomer Svcs.Sup’rtHow enterprise interact with their customersSource: Meta GroupSGAResource MixCRM ProcessesEngageTransactFulfillSupportFace-to-FacePartnersCall CenterElectronicSales Advertising/PRProductsWeb MarketingMarketingTech SupportCustomer Svcs.Sup’rtHow enterprise interact with their customersOld Line Direct Sales ExampleSource: Meta GroupSGAResource MixCRM ProcessesEngageTransactFulfillSupportFace-to-FacePartnersCall CenterElectronicSales Advertising/PRProductsWeb MarketingMarketingTech SupportCustomer Svcs.Sup’rtHow enterprise interact with their customersTurbo Charged Sales ExampleSource: Meta GroupWhy CRM?--Channel Efficiency EconomicsSales And Service Process$ per Customer TransactionEngageTransactSupportFulfillSales Force AutomationFace-To- Face$400$350Partners$250Selling ChannelsCall Center AutomationCall Center$40$35$1ElectronicMake specific selling channel resources more productive Source: Meta GroupWhy CRM?--Channel Mig