1. CRM Strategies 顧客關係管理經營策略

2. Outline Strategic Management Process Porter’s Competitive Force Model
Porter’s Value Chain Model
Balanced Scorecard平衡計分卡
策略目標擬定因素
CRM Core Competency
Environment Analysis環境分析

3. Strategic Management Process 策略管理程序
A nine-step process that involves strategic planning, implementation, and evaluation .
The energy crisis, deregulation in the marketplace, rapidly changing technology, and increasing global competition have changed the nature of planning forever.
Managers now must analyze the environment, assess organizational strengths and weaknesses, and identify opportunities for gaining competitive advantage. Then, they must develop strategic plans based on their findings.
Senior management uses the nine-step strategic management process to develop organizational strategy.
Exhibit 3.5

5. Porter’s Competitive Forces Model

6. Porter五競爭力模式 潛在進入者 供應商 同業 購買者 替代品 新進入者的威脅 供應商的 議價力量 購買者的 議價力量 既有廠商
間的對抗
替代品的威脅
替代品

8. Value Chain with potential IS initiatives

9. Balanced ScoreCard平衡計分卡(BSC)
Customer Perspective顧客構面
Learning & Growth Perspective 學習與成長構面
Internal Process Perspective內部流程構面
Financial Perspective 財務構面

10. 策略目標擬定因素
企業策略
顧客策略
企業文化
CRM目標
技術支援
關鍵成功因素: 人(60%)+流程(30%)+科技（10%)

11. CRM Core Competency核心競爭力
找尋顧客的能力
辨識出最有價值的顧客能力
找出有潛力顧客的能力
與顧客保持良好互動的能力
留住顧客的能力

12. CRM環境分析 3 C Analysis Customer Analysis Competitor Analysis
Segmentation, Psychology, Behavior
Competitor Analysis
Benchmark, Best Practice
Company Analysis

13. Strategies for Dealing with Customers
Unsegmented, mass marketing:
Aggregated
Standardized offering
Low cost/customer
Ex: paper clips
Market segmentation
Custom Marketing:
One-to-one
Tailored offering
High cost/customer
Ex: tailors, doctors
Key: Find the right level of aggregation

14. CRM Perspectives CRM at the Functional level
Set of processes to execute marketing functions like
sales force automation or mktg. campaign management
CRM at the Customer-facing level
Set of activities that provide a single-view of the customer across all contact channels
Customer intelligence obtained is available across all customer-facing functions
CRM at the Organizational level - Strategic CRM
Knowledge about customers and their preferences have implications for the entire organization

15. Steps in Developing a CRM Strategy
Gain enterprise-wide commitment
Build a CRM project team
Analysis of business requirements
Define the CRM strategy

16. Step One: Gain Enterprise-wide Commitment
Top-down management commitment
Bottom-up buy-in from system users
Dedicated full-time project team
Budget allocation for the total solution

17. Step Two: Build A CRM Project Team
Obtain active representation from:
Management - Provide leadership, motivation and supervision
Information services/technical personnel - Ensure CRM system compatible with existing software applications
Sales, marketing and services groups - Evaluate usability of CRM system based on effectiveness, efficiency and satisfaction
Financial staff - Provide critical analysis for assessment of increased sales productivity, evaluation of operating costs, estimated cost of system expansion and ROI projections
External CRM expert - Provide a valuable source of objective information and feedback

18. Step Three-Analysis of Business Requirements
Gathering information to:
Identify the services and products that are being supported
Map current workflows, interfaces, and inter-dependencies
Review existing technologies, features and capabilities
Discuss the vision for the business and the operational plan
Define business requirements
Develop enhanced business workflows and processes
Identify gaps in technology functionality
Map functionality to business processes
Develop a new technology and functionality framework
Develop a conceptual design and prototype plan

19. Step Four: Define the CRM Strategy
a. Value Proposition
b. Business case
A Defined CRM Strategy > c. Customer strategy
d. Enterprise transformation plan
e. Other stakeholders

20. The Value Proposition Areas to be addressed:
Multi-faceted package of product, service, process, price, communication, and interaction that customers experience in their relationships with a company
Areas to be addressed:
What the customers value – what the company should focus on
What the company says it offers the customers
What the company actually offers the customers

21. Business Case Business
Directly link delivery of customer value with creation of
shareholder value
Ensure acceptable ROI
Addresses:
Planned increase in economic value of customers over the duration of their relationship with the company
Reference and referral effects-increased investment in customer satisfaction resulting in increased customer acquisition
Impact of learning and innovation- reduce cost incurred through higher marketing effectiveness and improved products and services
Business

22. Customer Strategy
Defines how the company will build and manage a portfolio of customers
Covers:
Customer understanding - Customers benchmark expectations against past experience and best-in-class standards
Customer competitive context - awareness of competitor’s services and how to increase customer share
Customer affiliation - primary factor affecting ability to both retain and extract greater value from customer through cross-sell and up-sell efforts
Customer management competencies - providing customized offers including customized products, services, communication, prices, etc

23. Enterprise Transformation Plan
Covers:
Business process
Organization
Location and facilities
Data flows
Application architecture
Technology infrastructure

24. Key Stakeholders of Strategic CRM
Customers
Employees
Partners
Owners
Suppliers
Preferred Value Propositions
Management
Practice of Strategic CRM

25. Other Stakeholders
Important stakeholders of a company : management, customers, suppliers, employees, and partners in addition to owners/stockholders
Exceptions where the customer may not be the most important constituency:
In industries where customers derive satisfaction mostly by interacting with employees, such as airline and hotel industry, the most important constituency may be the internal customer – the employee
For a company just entering a new market, the most important constituency may be distribution partners