《顧客價值管理CV》PPT課件.ppt

Customer Value Management,Teacher：Li Shan E-mail： Mob：139-8171-8889,Customer Value Management,一. Customer Value & Customer Relationship Value 客戶價值與客戶關系價值 二. Customer Lifetime Value & Customer Profitability 客戶終身價值與客戶獲利能力 三. Customer Asset Management 客戶資產(chǎn)管理 四. Customer Pyramid Management 客戶金字塔管理,Page 2,Page 3,Customer Value Management,一. Customer Value & Customer Relationship Value,1、Customer Value（CV）,客戶讓渡價值：從客戶出發(fā)的價值,客戶關系價值：從企業(yè)出發(fā)的價值,Customer Value Management,Page 4,CDV：customer delivered value, 顧客總價值減去顧客總成本的凈值,CDV=TCVTCC 1Zero value：TCV=TCC 物有所值 價值相當，缺乏爭力 2Positive value：TCVTCC 物超所值 超額價值，競爭力強 3Negative value：TCVTCC 物低所值 值低于價，淘汰出局,customer delivered value,1、Customer Value（CV）Philip Kotler,Page 5,Customer Value Management,TCV：total customer value, 產(chǎn)品滿足顧客需求的效用總和,TCV=f (Pd、Ps、I、S) P2IS,Pd：product value product Ps：person value producers, sellers I ：Image value popularity, reputation S ：Service value pre-sale, sale, after-sales,1、Customer Value（CV）,Customer Value Management,Page 6,TCC：total customer cost, 顧客為獲得與實現(xiàn)產(chǎn)品的價值所付出的代價總和,Mo： Money cost： Mi： Mind cost： T： Time cost： P： Physical cost： ,TCC=f (Mi、Mo、T、P) M2TP,1、Customer Value（CV）,Page 7,Customer Value Management,CDV=TCVTCC,2、Customer Relationship Value（CRV）,Can be measured under the support of the perfection of accounting system.,Can you measure it？,Customer Value Management,Page 8,CRV：customer relationship value,customer relationship value, Enterprise establish, maintain and develop the relationship with customers.,2、Customer Relationship Value（CRV）,Customer Value Management,Page 9,Customer Value Management,二. Customer Lifetime Value & Customer Profitability,1、Customer Lifetime Value（CLV）, Enterprise may benefit from the customers in the future sum, which can be measured。,CLV =,近似CLV = （M - C）* (1+i)/(1-r+i)- AC,M： 顧客在t時期創(chuàng)造的收入income C： 企業(yè)t時期對顧客的營銷溝通成本 communication costs r： 顧客保留率 customer retention rate i： 每個時期的折現(xiàn)率discount rate AC：顧客獲取成本customer acquisition costs,利潤乘數(shù),Customer Value Management,Example（P17） Problem1: 網(wǎng)絡服務商每月收取1位顧客使用費30元，每月在這位顧客上花費的可變成本10元，每年對這位顧客的營銷費用30元，顧客每月的轉換率2%，每月折現(xiàn)率1%。問：顧客終身價值是多少？ Problem2:網(wǎng)絡服務商現(xiàn)在想降低每年的營銷費用到15元，估計顧客每月的轉換率會增加到4%。問：服務商是否應該降低營銷費？,Page 10,近似CLV = （M - C）* (1+i)/(1-r+i)- AC,Customer Value Management,Key Factors for CLV: （now/future) Customer purchases （now/future) Customer profit/ cost Customer retention rate Customer discount rate （P19）,Page 11,1、Customer Lifetime Value（CLV）,Page 12,Customer Value Management,1、Customer Lifetime Value（CLV）,5 stages: 獲取、提升、成熟、衰退、離網(wǎng)(A/B/C/D/E),對中國電信的啟示,公眾客戶處于不同生命周期階段對電信的價值及其需求均有所不同，也意味著電信對其管理與服務方式的不同 對公眾客戶的標準化管理與服務應基于不同的生命周期階段,在不同生命周期階段需考慮不同問題,如何發(fā)現(xiàn)并獲取潛在客戶？,階段A （Acquisition）：客戶獲取,如何把客戶培養(yǎng)成高價值客戶？,階段B： （Build-up） 客戶提升,如何使客戶使用新電信產(chǎn)品? 如何培養(yǎng)顧客忠誠度？,階段C： (Climax) 客戶成熟,如何延長客戶“生命周期”？,階段D： (Decline) 客戶衰退,如何贏回客戶？,階段E： (Exit) 客戶離網(wǎng),客戶價值,多種價值創(chuàng)造杠桿在不同時期應用,發(fā)現(xiàn)尚未使用電信產(chǎn)品或正使用競爭對手產(chǎn)品的客戶 通過有效渠道提供合適價值定位獲取客戶,刺激需求的產(chǎn)品組合/服務,交叉銷售 針對性營銷 高價值客戶的差異化服務,高危客戶預警機制 高?？蛻敉炝襞e措,高價值客戶贏回方法,Example,Page 13,Customer Value Management,2、Customer Profitability（CP）, 客戶能給企業(yè)帶來的利潤大小,Philip Kotler “A profitable customer is a person, household or a company that overtime, yields a revenue stream that exceeds by an acceptable amount the companys cost stream of attracting, selling and servicing the customer.“,Unprofitable customers can have high customer lifetime values.,Page 14,Customer Value Management,2、Customer Profitability（CP）,（1） Customer acquisition costs,顧客獲取成本 = 獲得1位顧客需要發(fā)送的目錄數(shù)量 * 每份目錄的成本 = 發(fā)出一份目錄的成本/顧客回應率,Page 15,Customer Value Management,2、Customer Profitability（CP）,說明： 從左表中我們可以看出，不對用戶群特征進行研究，對10%的客戶進行市場活動，獲得的客戶響應人數(shù)百分比只能是10%； 進行了用戶群特征研究，我們對10%目標客戶做市場活動，就可以獲得約53.4%的顧客響應。 采用定向銷售分析后，不僅提高了市場活動的命中率，也減少了市場活動的經(jīng)費。,某移動全球通GPRS定向銷售回應率曲線說明,Example,（1） Customer acquisition costs,Page 16,Customer Value Management,2、Customer Profitability（CP）,（2） Customer balance,Page 17,Customer Value Management,2、Customer Profitability（CP）,（3）客戶終身價值分析,Page 18,Step #1: Avoid their acquisition in the first place Step #2: Bear in mind potential rescue operations Step #3: Catch the possibility of abandonment Step #4: Draw up a costbenefit analysis Step #5: Ensure familiarity with your environment Step #6: Facilitate biting the bullet,Michael Haenlein and Andreas Kaplan (2009) propose a six-step approach for dealing with unprofitable customers, a framework they refer to as the ABCs of Unprofitable Customer Management,Customer Value Management,2、Customer Profitability（CP）,Customer Value Management,三. Customer Asset Management,Page 20,Customer Value Management,三. Customer Asset Management,Value of assets,Three factors to influence: Quality Price Convenient,Customer Value Management,三. Customer Asset Management,Brand Equity,A brand is a name or symbol used to identify the source of a product. Brand equity is an intangible asset that depends on associations made be the consumer.,Three factors: Brand awareness (Brand familiarity) Brand attitude (Brand association) Corporate Ethics,Customer Value Management,三. Customer Asset Management,Relationship assets,Relationship assets between customers and company on behalf of the strength of the relationship.,Loyalty rewards programs Special privileges planning Community development planning Knowledge accumulation plan,Customer Value Management,三. Customer Asset Management,Value of assets,Brand Equity,Relationship assets,質(zhì)量、價格和便利的努力,廣告價值提升,平衡戰(zhàn)略,為當前客戶提升價值,品牌激增方案,廣告維持方案,威馳方案,Strategic triangle,Customer Value Management,四. Customer Pyramid Management,Platinum Gold Iron Lead,Customer Value Management,四. Customer Pyramid Management,Platinum Segment Characteristics Typically, the platinum segment consists of the most loyal customers. These customers arent overly concerned with product price. These customers are concerned with value and quality of the merchandise the purchase They also are the heaviest users of the products. These customers are the most likely to invest in and try new product.,Customer Value Management,四. Customer Pyramid Management,Platinum Segment Most businesses keep platinum customers by offering incentive programs. Store specific credit cards Discounts based on the amount of spending Frequent shopper programs Special customer services,Customer Value Management,四. Customer Pyramid Management,Gold Segment Characteristics The gold segment differs from the Platinum segment because most gold segment customers are more price sensitive. Gold segment customers dont purchase as much as platinum segment customers. Gold segment customers arent as loyal to one retailer and will go to competitors if the price is right.,Customer Value Management,四. Customer Pyramid Management,Gold Segment Retailers that would like to turn gold segment customers into platinum segment customers have a couple of different options. Frequent shopper programs Return customer discounts Price matching,Customer Value Management,四. Customer Pyramid Management,Iron Segment Characteristics Iron segment customers most likely are not loyal to any one retail business. These customers are very price conscious and will shop many places to get the best price. These customers are not likely to spend much at any one store. Iron segment customers dont deserve any special treatment because of the small amount of business they provide to a single retail business.,Customer Value Management,四. Customer Pyramid Management,Iron Segment Turning an iron segment customer into a gold segment customer is very difficult. Some ways that might be accomplished include the following: Price matching Sales on specific merchandise Advertising Comparable merchandise at discount prices,Customer Value Management,四. Customer Pyramid Management,Lead Segment Characteristics Lead segment customers are the ”problem” customers. These customers are the most likely to actually cost a business money by being customers. Lead segment customers demand a lot of attention for very little spending. In this segment, abuse of return privileges are very common.,Cu