customerintelligenceevolvingcustomerinteractionintoci(ppt43)-销售管理(编辑修改稿)

customerintelligenceevolvingcustomerinteractionintoci(ppt43)-销售管理(编辑修改稿)内容摘要：

es within Direct Marketing  Develop an understanding of the stages a pany goes through to bee best in class  Assess yourself a 1 year from today or after a large project and rate progress Basic Developing Advanced 22 SCORE CARD: Planning Process Segment planning Strategic Development Developing Advanced Campaign Strategy Defined Campaign Pamp。 L amp。 Behavior goals Best Practices Campaign Creation Campaign Planning Cross Channel Campaign Execution Organizational Readiness Response Tracking Campaign Execution Analyze Campaign Pamp。 L amp。 Behavior Goals Continuous Process Improvement Campaign Analysis Basic Process score Process score Process score Total Score 1 2 3 4 5 Process score 23 Strategy Planning Process Basic Developing Advanced No formal quarterly or yearly Campaign planning processes exist. When campaigns are planned it is more along the lines of an opportunistic opportunity. There is little cross departmental planning of opportunities There is a formal quarterly and yearly Marketing planning process in place. The planning processes incorporates cross departmental representation (Sales, Operations, IT etc.). Historical analysis used to understand attainment of goals and past performance. Campaign Strategy process is integrated into a larger series of corporate planning and budgeting meetings. Whatif scenario applications are used to create versions of marketing budgets based on external events and internal strategic decisions. 24 Rice Epicurean Markets1 a High Quality fresh Foods Chain Situation: A Whole Foods store is opening a store across the street. The Current Rice Epicurean Market Store is an older format store Decision Renovate older store or close location and move customers to other locations Basic Developing Advanced Campaign Strategy Planning Process  What if Planning  Offer generation through customer insight  Able to monitor results and offer additional incentives if needed to shape behavior Analysis: By having detailed Customer: Location information, Pamp。 L, and behavioral data captured through their loyalty cards executives can run what if analysis to model options outes. Oute / Offer Generation: Prior to publicly announcing the closure of the threatened store pany sent offer incentive to their most profitable customers including:  Thanking them and letting them what was happening prior public announcement  Advising them about their other near by stores  A gift for their past loyalty  Coupons for the next six weeks redeemable at the new location to create and reinforce new behavior. 1 Customer Intelligence – New Dimensions in Retail Strategy, Gary Hawkins, page 33 Result: 60% of their customers migrated to their two adjacent stores 25 Strategy Segment Planning Basic Developing Advanced Matching product opportunities with customer attributes. High level categories exist based on standard characteristics . channel, specialty shopper, etc. Company has defined segments either through needsbased or behaviorbased analysis. However, the marketing department/anization does not revolve around segments and the planning loosely involves segmentrelated issues. Company utilizes a bination of needsbased and behavior based segmentation and has created segment owners with Pamp。 L responsibility. Segment plans rollup to the marketing and business plan. 26 Strategy Strategic Development Basic Developing Advanced Campaign plans are not explicitly tied back to the branding and sales strategy. Campaigns are usually single channel and campaigns are optimized one at a time. Campaigns are created and optimized in the context of different marketing programs and themes, aligned with the brand strategy, and executed and optimized across multiple channels. Marketing strategy and campaigns permeates all facets of the anization. Each customer interaction (and customer profitability) can be enhanced with predefined and realtime campaigns. 27 Wells Fargo1 Goal: Increase relationship per customer to Industry Average: relationship per customer Wells Fargo Average: relationships per customer Strategy: Aggressive cross marketing efforts Distinct goals per segment HigherValue customers will be cross marketed with products from recent acquisitions Leverages insight at the individual level Nature of business provides detail information at the customers level. Offer creations takes into account: individual customer situation and specific needs, wants, and motivations . – Life Stage – offers targeted at children to retirement planning – Financial resources of customer – Changing needs analysis Internal Alignment Cross marketing targets are built into operating budgets and performance goals creating increased accountability and mitment thought the anization. 1“Enterprise Marketing Management – The New Science of Marketing, Sutton amp。 Klein page 122 Basic Developing Advanced Campaign Strategy Strategic Development  Development of strategic objectives  Ailing the anization  Developed tailored offers  Quantitative Analysis  Develop Operating Measures 28 The Fragmented Market of Marketing Technology CRM Suites Data Integration/Cleansing Reporting/ OLAP Personalization •Siebel •Amdocs •SAP •PeopleSoft •Oracle •Kana • •Remedy • •Hyperion •Oracle •Siebel •Cognos •Business Objects •Microsoft •SAS •Actuate •Brio •Informatica •Blue Martini •ATG •BEA •IBM •Broadvision • •SAS •SPSS •Unica •Vigte •Macromedia •Informatica •Ascential •Business Obje。