BSC客戶管理流程課件

客戶管理流程戰(zhàn)略地圖CUSTOMERMANAGEMENTPROCESSESSTRATEGYMAPS客戶管理流程戰(zhàn)略地圖工業(yè)時代

IndustryEra

策略→產(chǎn)品導向–“Ifwebuildit,theywillcome.”成功要素有效率的作業(yè)流程管理→在顧客可以負擔的價格下產(chǎn)生誘人的利潤成本管理經(jīng)濟規(guī)模品質(zhì)產(chǎn)品創(chuàng)新→擴大市場占有率及收入顧客管理的重點：交易transaction→行銷、販售顧客關(guān)系的建立并非優(yōu)先處理的事項工業(yè)時代

IndustryEra策略→產(chǎn)品導向–“新經(jīng)濟

NewEconomy

強調(diào)顧客關(guān)系的重要性，但是流程作業(yè)管理與產(chǎn)品創(chuàng)新仍然是成功的要素。計算機、通訊技術(shù)、因特網(wǎng)以及數(shù)據(jù)庫軟件之發(fā)展已經(jīng)將權(quán)力的平衡從制造者轉(zhuǎn)移至消費者?！M者主導市場提供個性化的服務(wù)在網(wǎng)絡(luò)上發(fā)表對產(chǎn)品的感想顧客管理的流程不再只有“產(chǎn)生交易”，必須進一步協(xié)助企業(yè)爭取、保有目標顧客并與目標顧客發(fā)展長遠且為企業(yè)帶來利潤的關(guān)系。新經(jīng)濟

NewEconomy強調(diào)顧客關(guān)系的重要性，但是CustomerValuePropositionSelectionAvailabilityQualityPriceOrganizationCapitalFigure4-1CustomerServiceSupplyProductionDistributionRiskManagementOperationalManagementProcessesSelectionAcquisitionRetentionGrowthCustomerManagementProcessesOpportunityIDR&DPortfolioDesign/DevelopLaunchInnovationProcessesEnvironmentSafetyandHealthEmploymentCommunityRegulatoryandSocialProcessesInternalPerspectiveHumanCapitalInformationCapitalCultureLeadershipAlignmentTeamworkLearningandGrowthPerspectiveCustomerPerspectiveFinancialPerspectiveFunctionalityServicePartnershipBrandProduct/ServiceAttributesRelationshipsImageImproveCostStructureIncreaseAssetUtilizationLong-TermShareholderValueExpandRevenueOpportunitiesEnhanceCustomerValueProductivityStrategyGrowthStrategyStrategyMapsKaplan/NortonP.106CustomerValuePropositionSele顧客管理的四個流程選擇顧客SelectCustomers爭取顧客AcquireCustomers保有顧客RetainCustomers發(fā)展顧客關(guān)系Growrelationshipswithcustomer客戶關(guān)系管理必須包含以上所有流程之執(zhí)行一般企業(yè)多疏忽”選擇客戶”與”保有客戶”顧客管理的四個流程選擇顧客SelectCustomersCustomerValuePropositionSelectionAvailabilityQualityPriceFigure4-2CustomerManagementProcessesUnderstand

segmentsScreenunprofitable

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educationCustomerGrowthInternalPerspectiveCustomerPerspectiveFinancialPerspectiveFunctionalityServicePartnershipBrandProduct/ServiceAttributesRelationshipsImageImproveSalesProductivityLong-TermShareholderValueExpandRevenueOpportunitiesEnhanceCustomerValueProductivityStrategyGrowthStrategyStrategyMapsKaplan/NortonP.108CustomerValuePropositionSele選擇客戶

CustomerSelection首先，按照特性characteristics與喜好preference，將市場劃分成區(qū)塊選擇目標客戶，創(chuàng)造獨特unique且可辯護defensible的價值主張valueproposition不同客戶所帶來的利潤差異確認投資在最能獲利的機會中執(zhí)行者應(yīng)花費同等的時間與精力在選擇及投資目標客戶,如同選擇與投資資產(chǎn)、房產(chǎn)、及設(shè)備避免嘗試成為所有可能客戶的最佳供應(yīng)者選擇客戶

CustomerSelection首先，按照特客戶細分

CustomerSegmentation客戶細分應(yīng)該以客戶價值主張為基礎(chǔ)客戶想要從產(chǎn)品或服務(wù)中獲得的好處細分方式舉例：使用強度useintensity：Heavy、light、none想要獲得的好處：價格、服務(wù)、表現(xiàn)、關(guān)系、品牌辨識度忠誠度：無、普通、強烈、死忠committed態(tài)度：不滿意、滿意、愉悅delighted客戶細分

CustomerSegmentation客戶細客戶細分

CustomerSegmentation因為客戶喜好難以直接觀察，因此通常以較易觀察到的特性取代。例如：–人口學因素Demographicfactor：年齡、收入、財產(chǎn)、性別、職業(yè)、種族–地理因素：國家、地區(qū)、城市、鄉(xiāng)下–生活型態(tài)：Value-oriented、luxury-oriented客戶細分

CustomerSegmentation因為客客戶細分

CustomerSegmentation

此種取代當然僅有在這些易觀察的特性與客戶的喜好有直接相關(guān)的時候才有價值Statisticaltechniques：–Clusteranalysis–identifyinghomogenouscustomersegments–Conjointanalysis–measuringcustomerpreferencesandneeds–Discriminantanalysis–separatingcustomersintodistinctsegments客戶細分

CustomerSegmentation選擇目標細分市場

Selecttargetedsegments

企業(yè)選擇的顧客會影響企業(yè)的能力；相對的，企業(yè)的資源、能力、策略也會決定其最佳客戶在典型的流程中，企業(yè)的策略會影響對顧客的選擇case選擇目標細分市場

Selecttargetedsegm選擇顧客之目標與測量指針

目標了解客戶區(qū)塊劃分篩選不會帶來利潤的客戶unprofitablecustomer目標對準高價值的客戶品牌管理

測量指標各區(qū)塊貢獻的利潤目標區(qū)塊的市場占有率不會帶來利潤的顧客比例NumberofStrategicaccounts顧客調(diào)查：Brandawarenessandpreferences選擇顧客之目標與測量指針目標爭取客戶

CustomerAcquisition爭取客戶是客戶管理中最困難且最昂貴的流程與經(jīng)過選擇之新目標客戶溝通價值主張使用入門產(chǎn)品(犧牲品、優(yōu)惠折扣商品)與客戶建立關(guān)系Inexpensiveenough產(chǎn)品解決問題的方式，在客戶心目中留下深刻印象品質(zhì)完美無瑕–避免顧客在首次購買就遇到問題產(chǎn)品可以因為增購公司的其它產(chǎn)品或是服務(wù)，產(chǎn)生升級的效果Case爭取客戶

CustomerAcquisition爭取客戶之目標與測量指標目標溝通價值主張Customizemassmarketing爭取新客戶發(fā)展和經(jīng)銷商之間的關(guān)系測量指標Brandawareness(survey)客戶對于活動的反應(yīng)狀況在行銷活動中試用產(chǎn)品的客戶數(shù)變成活動客戶的比例爭取每個新客戶的成本預估爭取到的新客戶未來一生中所創(chuàng)造的價值經(jīng)銷商記分卡經(jīng)銷商調(diào)查回饋爭取客戶之目標與測量指標目標測量指標保有顧客

CustomerRetention保有客戶比持續(xù)加入親客戶來代替老客戶花費便宜很多忠實顧客因為肯定品牌品質(zhì)與服務(wù)，不在乎花多一點點的價錢他們甚少換品牌，因此競爭者需要加大折扣的幅度才可以吸引他們的注意持續(xù)傳送基本的價值主張服務(wù)品質(zhì)保證設(shè)立客服中心響應(yīng)顧客的需求：訂貨、產(chǎn)品運送、問題解決、提供信息等保有顧客

CustomerRetention保有客戶比持保有顧客

CustomerRetention比customerloyalty更有價值的- customercommitment向其它人推薦他對公司的產(chǎn)品或服務(wù)感到滿意若是對公司有不滿意的地方，會將問題反映給公司，使公司有機會改進，而不是叛逃向競爭者。測量方式：–顧客提出的建議數(shù)–老顧客推介之人數(shù)–經(jīng)過老顧客推介后確實成為新顧客之人數(shù)保有顧客

CustomerRetention比cus保有顧客

CustomerRetention

Customerapostles(使徒、提倡者）-高度值得信賴且權(quán)威的committedcustomerWal-Mart’s推薦vs雜貨店推薦Toyota認可–低成本、零缺陷、交貨迅速Customerowner-讓客戶參與新產(chǎn)品的設(shè)計、推廣提升服務(wù)的方式Apostles以及owners所創(chuàng)造的終身價值比大量沒有能力延攬新客戶或是提供有效建議的忠實客戶更多保有顧客

CustomerRetentionCus保有客戶之目標與測量指標目標提供頂級客戶服務(wù)創(chuàng)造具加值效果的伙伴關(guān)系測量指標頂級客戶的人數(shù)頂級客戶對品質(zhì)的評價解決客戶問題或是抱怨所需要的時間客戶的要求無法在初次回應(yīng)達到使客戶滿意的比例單一來源合約產(chǎn)生的金額及其占收入比例保有客戶之目標與測量指標目標測量指標目標提供優(yōu)質(zhì)服務(wù)創(chuàng)造高忠誠度的客戶測量指標服務(wù)層次Servicelevels,bychannel各種項目客戶的花費數(shù)介紹新客戶之數(shù)量既有客戶介紹之新客戶人數(shù)Apostlecustomers的見證數(shù)忠實客戶對提升產(chǎn)品及服務(wù)的建議數(shù)保有客戶之目標與測量指標目標測量指標保有客戶之目標與測量指標發(fā)展顧客關(guān)系與價值

CustomerGrowth

客戶管理流程的終極目標-增加客戶的價值用入門商品獲得新顧客后，提供客戶其他更高利潤的產(chǎn)品來拓展顧客的終身價值Cross-sell：在貨物售出后，提供加值的特色及服務(wù)。Partner：針對目標顧客的需求發(fā)展specificsolutions。case發(fā)展顧客關(guān)系與價值

CustomerGrowth客發(fā)展客戶關(guān)系與價值之目標與測量指標測量指標每客戶使用產(chǎn)品數(shù)高于入門產(chǎn)品之商品所產(chǎn)生之利潤共同發(fā)展服務(wù)協(xié)議之數(shù)量售后服務(wù)產(chǎn)生之收入/利潤可提供附加價值服務(wù)之數(shù)量單一來源合約數(shù)量利益共享協(xié)議數(shù)量利益共享協(xié)議帶來的收入花在客戶身上的時間目標Cross-sellcustomersSolutionselling與客戶建立伙伴關(guān)系發(fā)展客戶關(guān)系與價值之目標與測量指標測量指標目標CustomerValuePropositionFigure4-3CaseMarineEngineeringSelectionAcquisitionRetentionGrowthInternalPerspectiveCustomerPerspectiveFinancialPerspectiveLowerLife-Cycle

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ProductivityCustomerValuePropositionFigu與客戶構(gòu)面之連結(jié)客戶價值主張品牌形象客戶關(guān)系選擇客戶保有客戶獲得客戶客戶成長與客戶構(gòu)面之連結(jié)客戶價值主張品牌形象客戶關(guān)系選擇客戶保有客戶CasesSelectionAcquisitionRetentionGrowthMarineEngineer目標客戶：想要和供應(yīng)者建立伙伴關(guān)系而非單純價格取向形象：超級系統(tǒng)整合者提供各個專案及服務(wù)整合性管理流程MetroBank目標客戶：HVCs形象：值得信賴的財務(wù)顧問提供需要專業(yè)顧問的客戶個人化的財務(wù)解答優(yōu)質(zhì)的客戶服務(wù)客戶使用更多的服務(wù)AcmeChemicals市場成熟潛力客戶極少目標客戶：擴展來自既有客戶之利益價格可以協(xié)商但是仍然具有競爭性客戶對leading-edge服務(wù)之需求建立雙贏關(guān)系CasesSelectionAcquisitionReten客戶構(gòu)面之目標與測量指標目標透過誘人的價值主張?zhí)嵘蛻魸M意度提升客戶忠誠度創(chuàng)造瘋狂追星族測量指標非常滿意之客戶比例客戶保有狀況客戶關(guān)系深度客戶介紹產(chǎn)生生意之比例客戶構(gòu)面之目標與測量指標目標測量指標與財務(wù)構(gòu)面之連結(jié)客戶價值主張品牌形象客戶關(guān)系選擇客戶保有客戶獲得客戶客戶成長創(chuàng)造新的收入來源增加客戶價值與財務(wù)構(gòu)面之連結(jié)客戶價值主張品牌形象客戶關(guān)系選擇客戶保有客戶財務(wù)構(gòu)面之目標與測量指標目標創(chuàng)造新的收入來源增加每位客戶的收入增加客戶獲利率降低銷售成本測量指標來自新客戶的收入來自新產(chǎn)品、新服務(wù)的收入客戶支出占率客戶獲利能力未創(chuàng)造利潤之客戶比例銷售支出/總收入各種不同管道之銷售成本使用電子交易之客戶比例財務(wù)構(gòu)面之目標與測量指標目標測量指標與學習成長構(gòu)面之連結(jié)

有效的客戶管理流程需要以下支持：員工能力、資訊系統(tǒng)、組織文化氣候HumanCapital新能力–數(shù)據(jù)庫行銷、datamining、顧客分析、 callcenters、customerinteraction center、網(wǎng)頁設(shè)計與學習成長構(gòu)面之連結(jié)有效的客戶管理流程需要以下支持：員HumanCapital-各個流程所需的能力流程能力Customerselection市場分析Customeracquisition溝通、談判技巧了解客戶環(huán)境、需求、提出價值主張Customerretention服務(wù)品質(zhì)管理、貨物配送管理溝通、快速解決客戶問題Customergrowth客戶關(guān)系關(guān)系了解客戶的組織、行業(yè)、特殊工作，提供優(yōu)秀的咨詢顧問、解決客戶問題HumanCapital-各個流程所需的能力流程能力CInformationCapital資訊技術(shù)以及相關(guān)的分析技術(shù)（datamining、activity-basedcustomerprofitabilitymeasurement)使組織得以提供客戶化、個性化的服務(wù)Land’sEnd–寄不同的目錄給不同顧客區(qū)塊的顧客1-800-F–自動提醒顧客重要日期A–監(jiān)測個人購買狀況并推薦與顧客購買書籍類似的書籍，以及同類型顧客購買的書籍InformationCapital資訊技術(shù)以及相關(guān)的分析InformationCapital流程能力CustomerselectionClusteranalysis–人口學特性、喜好Customeracquisition資料庫行銷databasemarketing、電子行銷telemarketingCustomerretentionCRMCustomerservicecentersCustomergrowth網(wǎng)際網(wǎng)絡(luò)

–提升教育、合作InformationCapital流程能力Custom組織資本

OrganizationCapital客戶管理流程需要新的組織氣候-以客戶為中心，不再以產(chǎn)品為導向。Teamwork-分享同樣的信息、朝相同目標邁進–Salesperson–進行交易–Solutionsengineer,relationshippartner–設(shè)計產(chǎn)品、服務(wù)之portfolio–Callcenter–提供follow-up組織資本

OrganizationCapital客戶管理流學習與成長構(gòu)面之目標與測量指標目標發(fā)展策略競爭力吸引并保有杰出的人才發(fā)展客戶管理資訊系統(tǒng)增加知識分享測量指標HumancapitalreadinessTurnoverofkeypersonnelCustomerapplicationportfolioreadiness擴展知識管理系統(tǒng)之使用人力資本資訊資本學習與成長構(gòu)面之目標與測量指標目標測量指標學習與成長構(gòu)面之目標與測量指標組織資本目標建立以客戶為中心的文化建立個人目標一致性測量指標EmployeeculturesurveyPercentofemployeeobjectiveslinkedtoBSCcustomerprocessandoutcomemeasures學習與成長構(gòu)面之目標與測量指標目標測量指標Understand

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alignmentBest-practicesharingLearningandGrowthPerspectiveHumanCapitalInformationCapitalOrganizationCapitalFigure4-6LearningandGrowthStrategiesforCustomerManagementUnderstand

segmentsCustomerSeSummary任何策略的基本要件-了解吸引客戶并保有客戶的價值主張。Figure4-7Summary任何策略的基本要件-了解吸引客戶并保有客戶ObjectiveMeasuresCreatenewsourcesofrevenueIncreaserevenuepercustomerIncreasecustomerprofitabilityImprovesalesproductivityRevenuefromnewcustomersShareofwalletProfitspercustomer(ABC)Costofsales(bychannel)UnderstandsegmentsScreenunprofitablecustomersTargethigh-valuecustomersManagethebrandCommunicatevaluepropositionCustomizemassmarketingAcquire/convertleadsDevelopdealernetworksPremiumcustomerservice“Solesource”partnershipsServiceexcellenceLifetimecustomersCross-sellingSolutionsellingPartnership/integratedmanagementCustomereducationContributionbysegment%unprofitablecustomers#strategicaccountsBrandawareness/preferenceBrandawarenessCampaignresponserate#leads/conversionrateDealerqualityrate#premiumcustomers%revenuefromsolesourceServicelevels(bychannel)Customerlifetimevalue#productspercustomer#jointlydevelopedserviceagreements#/$fromgain-sharingagreementsHourswithcustomerSelectionAcquisitionRetentionGrowthPerspectiveFinancialCustomerIncreasecustomersatisfaction

(withvalueproposition)IncreasecustomerloyaltyCreateravingfans%customershighlysatisfiedCustomerretentionDepthofrelationship%businessfromcustomerreferralsDevelopstrategiccompetenciesAttractandretaintoptalentHumancapitalreadinessKeyemployeeturnoverHumanCapitalDevelopstrategicCRMportfolioIncreaseknowledgesharingApplicationportfolioreadiness#customerKMShits/employeeInformationCapitalCreatecustomer-focusedcultureCreatepersonalgoalalignmentCustomersurveyEmployeeobjectiveslinkedtoBSCOrganizationCapitalInternalProcessLearningAndGrowthFigure4-7CustomerManagementScorecardTemplateObjectiveMeasuresCreatenewso演講完畢，謝謝觀看！演講完畢，謝謝觀看！客戶管理流程戰(zhàn)略地圖CUSTOMERMANAGEMENTPROCESSESSTRATEGYMAPS客戶管理流程戰(zhàn)略地圖工業(yè)時代

IndustryEra

策略→產(chǎn)品導向–“Ifwebuildit,theywillcome.”成功要素有效率的作業(yè)流程管理→在顧客可以負擔的價格下產(chǎn)生誘人的利潤成本管理經(jīng)濟規(guī)模品質(zhì)產(chǎn)品創(chuàng)新→擴大市場占有率及收入顧客管理的重點：交易transaction→行銷、販售顧客關(guān)系的建立并非優(yōu)先處理的事項工業(yè)時代

IndustryEra策略→產(chǎn)品導向–“新經(jīng)濟

NewEconomy

強調(diào)顧客關(guān)系的重要性，但是流程作業(yè)管理與產(chǎn)品創(chuàng)新仍然是成功的要素。計算機、通訊技術(shù)、因特網(wǎng)以及數(shù)據(jù)庫軟件之發(fā)展已經(jīng)將權(quán)力的平衡從制造者轉(zhuǎn)移至消費者?！M者主導市場提供個性化的服務(wù)在網(wǎng)絡(luò)上發(fā)表對產(chǎn)品的感想顧客管理的流程不再只有“產(chǎn)生交易”，必須進一步協(xié)助企業(yè)爭取、保有目標顧客并與目標顧客發(fā)展長遠且為企業(yè)帶來利潤的關(guān)系。新經(jīng)濟

NewEconomy強調(diào)顧客關(guān)系的重要性，但是CustomerValuePropositionSelectionAvailabilityQualityPriceOrganizationCapitalFigure4-1CustomerServiceSupplyProductionDistributionRiskManagementOperationalManagementProcessesSelectionAcquisitionRetentionGrowthCustomerManagementProcessesOpportunityIDR&DPortfolioDesign/DevelopLaunchInnovationProcessesEnvironmentSafetyandHealthEmploymentCommunityRegulatoryandSocialProcessesInternalPerspectiveHumanCapitalInformationCapitalCultureLeadershipAlignmentTeamworkLearningandGrowthPerspectiveCustomerPerspectiveFinancialPerspectiveFunctionalityServicePartnershipBrandProduct/ServiceAttributesRelationshipsImageImproveCostStructureIncreaseAssetUtilizationLong-TermShareholderValueExpandRevenueOpportunitiesEnhanceCustomerValueProductivityStrategyGrowthStrategyStrategyMapsKaplan/NortonP.106CustomerValuePropositionSele顧客管理的四個流程選擇顧客SelectCustomers爭取顧客AcquireCustomers保有顧客RetainCustomers發(fā)展顧客關(guān)系Growrelationshipswithcustomer客戶關(guān)系管理必須包含以上所有流程之執(zhí)行一般企業(yè)多疏忽”選擇客戶”與”保有客戶”顧客管理的四個流程選擇顧客SelectCustomersCustomerValuePropositionSelectionAvailabilityQualityPriceFigure4-2CustomerManagementProcessesUnderstand

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educationCustomerGrowthInternalPerspectiveCustomerPerspectiveFinancialPerspectiveFunctionalityServicePartnershipBrandProduct/ServiceAttributesRelationshipsImageImproveSalesProductivityLong-TermShareholderValueExpandRevenueOpportunitiesEnhanceCustomerValueProductivityStrategyGrowthStrategyStrategyMapsKaplan/NortonP.108CustomerValuePropositionSele選擇客戶

CustomerSelection首先，按照特性characteristics與喜好preference，將市場劃分成區(qū)塊選擇目標客戶，創(chuàng)造獨特unique且可辯護defensible的價值主張valueproposition不同客戶所帶來的利潤差異確認投資在最能獲利的機會中執(zhí)行者應(yīng)花費同等的時間與精力在選擇及投資目標客戶,如同選擇與投資資產(chǎn)、房產(chǎn)、及設(shè)備避免嘗試成為所有可能客戶的最佳供應(yīng)者選擇客戶

CustomerSelection首先，按照特客戶細分

CustomerSegmentation客戶細分應(yīng)該以客戶價值主張為基礎(chǔ)客戶想要從產(chǎn)品或服務(wù)中獲得的好處細分方式舉例：使用強度useintensity：Heavy、light、none想要獲得的好處：價格、服務(wù)、表現(xiàn)、關(guān)系、品牌辨識度忠誠度：無、普通、強烈、死忠committed態(tài)度：不滿意、滿意、愉悅delighted客戶細分

CustomerSegmentation客戶細客戶細分

CustomerSegmentation因為客戶喜好難以直接觀察，因此通常以較易觀察到的特性取代。例如：–人口學因素Demographicfactor：年齡、收入、財產(chǎn)、性別、職業(yè)、種族–地理因素：國家、地區(qū)、城市、鄉(xiāng)下–生活型態(tài)：Value-oriented、luxury-oriented客戶細分

CustomerSegmentation因為客客戶細分

CustomerSegmentation

此種取代當然僅有在這些易觀察的特性與客戶的喜好有直接相關(guān)的時候才有價值Statisticaltechniques：–Clusteranalysis–identifyinghomogenouscustomersegments–Conjointanalysis–measuringcustomerpreferencesandneeds–Discriminantanalysis–separatingcustomersintodistinctsegments客戶細分

CustomerSegmentation選擇目標細分市場

Selecttargetedsegments

企業(yè)選擇的顧客會影響企業(yè)的能力；相對的，企業(yè)的資源、能力、策略也會決定其最佳客戶在典型的流程中，企業(yè)的策略會影響對顧客的選擇case選擇目標細分市場

Selecttargetedsegm選擇顧客之目標與測量指針

目標了解客戶區(qū)塊劃分篩選不會帶來利潤的客戶unprofitablecustomer目標對準高價值的客戶品牌管理

測量指標各區(qū)塊貢獻的利潤目標區(qū)塊的市場占有率不會帶來利潤的顧客比例NumberofStrategicaccounts顧客調(diào)查：Brandawarenessandpreferences選擇顧客之目標與測量指針目標爭取客戶

CustomerAcquisition爭取客戶是客戶管理中最困難且最昂貴的流程與經(jīng)過選擇之新目標客戶溝通價值主張使用入門產(chǎn)品(犧牲品、優(yōu)惠折扣商品)與客戶建立關(guān)系Inexpensiveenough產(chǎn)品解決問題的方式，在客戶心目中留下深刻印象品質(zhì)完美無瑕–避免顧客在首次購買就遇到問題產(chǎn)品可以因為增購公司的其它產(chǎn)品或是服務(wù)，產(chǎn)生升級的效果Case爭取客戶

CustomerAcquisition爭取客戶之目標與測量指標目標溝通價值主張Customizemassmarketing爭取新客戶發(fā)展和經(jīng)銷商之間的關(guān)系測量指標Brandawareness(survey)客戶對于活動的反應(yīng)狀況在行銷活動中試用產(chǎn)品的客戶數(shù)變成活動客戶的比例爭取每個新客戶的成本預估爭取到的新客戶未來一生中所創(chuàng)造的價值經(jīng)銷商記分卡經(jīng)銷商調(diào)查回饋爭取客戶之目標與測量指標目標測量指標保有顧客

CustomerRetention保有客戶比持續(xù)加入親客戶來代替老客戶花費便宜很多忠實顧客因為肯定品牌品質(zhì)與服務(wù)，不在乎花多一點點的價錢他們甚少換品牌，因此競爭者需要加大折扣的幅度才可以吸引他們的注意持續(xù)傳送基本的價值主張服務(wù)品質(zhì)保證設(shè)立客服中心響應(yīng)顧客的需求：訂貨、產(chǎn)品運送、問題解決、提供信息等保有顧客

CustomerRetention保有客戶比持保有顧客

CustomerRetention比customerloyalty更有價值的- customercommitment向其它人推薦他對公司的產(chǎn)品或服務(wù)感到滿意若是對公司有不滿意的地方，會將問題反映給公司，使公司有機會改進，而不是叛逃向競爭者。測量方式：–顧客提出的建議數(shù)–老顧客推介之人數(shù)–經(jīng)過老顧客推介后確實成為新顧客之人數(shù)保有顧客

CustomerRetention比cus保有顧客

CustomerRetention

Customerapostles(使徒、提倡者）-高度值得信賴且權(quán)威的committedcustomerWal-Mart’s推薦vs雜貨店推薦Toyota認可–低成本、零缺陷、交貨迅速Customerowner-讓客戶參與新產(chǎn)品的設(shè)計、推廣提升服務(wù)的方式Apostles以及owners所創(chuàng)造的終身價值比大量沒有能力延攬新客戶或是提供有效建議的忠實客戶更多保有顧客

CustomerRetentionCus保有客戶之目標與測量指標目標提供頂級客戶服務(wù)創(chuàng)造具加值效果的伙伴關(guān)系測量指標頂級客戶的人數(shù)頂級客戶對品質(zhì)的評價解決客戶問題或是抱怨所需要的時間客戶的要求無法在初次回應(yīng)達到使客戶滿意的比例單一來源合約產(chǎn)生的金額及其占收入比例保有客戶之目標與測量指標目標測量指標目標提供優(yōu)質(zhì)服務(wù)創(chuàng)造高忠誠度的客戶測量指標服務(wù)層次Servicelevels,bychannel各種項目客戶的花費數(shù)介紹新客戶之數(shù)量既有客戶介紹之新客戶人數(shù)Apostlecustomers的見證數(shù)忠實客戶對提升產(chǎn)品及服務(wù)的建議數(shù)保有客戶之目標與測量指標目標測量指標保有客戶之目標與測量指標發(fā)展顧客關(guān)系與價值

CustomerGrowth

客戶管理流程的終極目標-增加客戶的價值用入門商品獲得新顧客后，提供客戶其他更高利潤的產(chǎn)品來拓展顧客的終身價值Cross-sell：在貨物售出后，提供加值的特色及服務(wù)。Partner：針對目標顧客的需求發(fā)展specificsolutions。case發(fā)展顧客關(guān)系與價值

CustomerGrowth客發(fā)展客戶關(guān)系與價值之目標與測量指標測量指標每客戶使用產(chǎn)品數(shù)高于入門產(chǎn)品之商品所產(chǎn)生之利潤共同發(fā)展服務(wù)協(xié)議之數(shù)量售后服務(wù)產(chǎn)生之收入/利潤可提供附加價值服務(wù)之數(shù)量單一來源合約數(shù)量利益共享協(xié)議數(shù)量利益共享協(xié)議帶來的收入花在客戶身上的時間目標Cross-sellcustomersSolutionselling與客戶建立伙伴關(guān)系發(fā)展客戶關(guān)系與價值之目標與測量指標測量指標目標CustomerValuePropositionFigure4-3CaseMarineEngineeringSelectionAcquisitionRetentionGrowthInternalPerspectiveCustomerPerspectiveFinancialPerspectiveLowerLife-Cycle

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ProductivityCustomerValuePropositionFigu與客戶構(gòu)面之連結(jié)客戶價值主張品牌形象客戶關(guān)系選擇客戶保有客戶獲得客戶客戶成長與客戶構(gòu)面之連結(jié)客戶價值主張品牌形象客戶關(guān)系選擇客戶保有客戶CasesSelectionAcquisitionRetentionGrowthMarineEngineer目標客戶：想要和供應(yīng)者建立伙伴關(guān)系而非單純價格取向形象：超級系統(tǒng)整合者提供各個專案及服務(wù)整合性管理流程MetroBank目標客戶：HVCs形象：值得信賴的財務(wù)顧問提供需要專業(yè)顧問的客戶個人化的財務(wù)解答優(yōu)質(zhì)的客戶服務(wù)客戶使用更多的服務(wù)AcmeChemicals市場成熟潛力客戶極少目標客戶：擴展來自既有客戶之利益價格可以協(xié)商但是仍然具有競爭性客戶對leading-edge服務(wù)之需求建立雙贏關(guān)系CasesSelectionAcquisitionReten客戶構(gòu)面之目標與測量指標目標透過誘人的價值主張?zhí)嵘蛻魸M意度提升客戶忠誠度創(chuàng)造瘋狂追星族測量指標非常滿意之客戶比例客戶保有狀況客戶關(guān)系深度客戶介紹產(chǎn)生生意之比例客戶構(gòu)面之目標與測量指標目標測量指標與財務(wù)構(gòu)面之連結(jié)客戶價值主張品牌形象客戶關(guān)系選擇客戶保有客戶獲得客戶客戶成長創(chuàng)造新的收入來源增加客戶價值與財務(wù)構(gòu)面之連結(jié)客戶價值主張品牌形象客戶關(guān)系選擇客戶保有客戶財務(wù)構(gòu)面之目標與測量指標目標創(chuàng)造新的收入來源增加每位客戶的收入增加客戶獲利率降低銷售成本測量指標來自新客戶的收入來自新產(chǎn)品、新服務(wù)的收入客戶支出占率客戶獲利能力未創(chuàng)造利潤之客戶比例銷售支出/總收入各種不同管道之銷售成本使用電子交易之客戶比例財務(wù)構(gòu)面之目標與測量指標目標測量指標與學習成長構(gòu)面之連結(jié)

有效的客戶管理流程需要以下支持：員工能力、資訊系統(tǒng)、組織文化氣候HumanCapital新能力–數(shù)據(jù)庫行銷、datamining、顧客分析、 callcenters、customerinteraction center、網(wǎng)頁設(shè)計與學習成長構(gòu)面之連結(jié)有效的客戶管理流程需要以下支持：員HumanCapital-各個流程所需的能力流程能力Customerselection市場分析Customeracquisition溝通、談判技巧了解客戶環(huán)境、需求、提出價值主張Customerretention服務(wù)品質(zhì)管理、貨物配送管理溝通、快速解決客戶問題Customergrowth客戶關(guān)系關(guān)系了解客戶的組織、行業(yè)、特殊工作，提供優(yōu)秀的咨詢顧問、解決客戶問題HumanCapital-各個流程所需的能力流程能力CInformationCapital資訊技術(shù)以及相關(guān)的分析技術(shù)（datamining、activity-basedcustomerprofitabilitymeasurement)使組織得以提供客戶化、個性化的服務(wù)Land’sEnd–寄不同的目錄給不同顧客區(qū)塊的顧客1-800-F–自動提醒顧客重要日期A–監(jiān)測個人購買狀況并推薦與顧客購買書籍類似的書籍，以及同類型顧客購買的書籍InformationCapital資訊技術(shù)以及相關(guān)的分析InformationCapital流程能力CustomerselectionClusteranalysis–人口學特性、喜好Customeracquisition資料庫行銷databasemarketing、電子行銷telemarketingCustomerretentionCRMCustomerservicecentersCustomergrowth網(wǎng)際網(wǎng)絡(luò)

–提升教育、合作InformationCapital流程能力Custom組織資本

OrganizationCapital客戶管理流程需要新的組織氣候-以客戶為中心，不再以產(chǎn)品為導向。Teamwork-分享同樣的信息、朝相同目標邁進–Salesperson–進行交易–Solutionsengineer,relationshippartner–設(shè)計產(chǎn)品、服務(wù)之portfolio–Callcenter–提供follow-up組織資本

OrganizationCapital客戶管理流學習與成長構(gòu)面之目標與測量指標目標發(fā)展策略競爭力吸引并保有杰出的人才發(fā)展客戶管理資訊系統(tǒng)增加知識分享測量指標HumancapitalreadinessTurnoverofkeypersonnelCustomerapplicationportfolioreadiness擴展知識管理系統(tǒng)之使用人力資本資訊資本學習與成長構(gòu)面之目標與測量指標目標測量指標學習與成長構(gòu)面之目標與測量指標組織資本目標建立以客戶為中心的文化建立個人目標一致性測量指標EmployeeculturesurveyPercentofemployeeobjectiveslinkedtoBSCcustomerprocessandoutcomemeasures學習與成長構(gòu)面之目標與測量指標目標測量指標Understand

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marketingAcquire/convert

leadsDevelopdealer

networksCustomerAcquisitionPremiumcustomer

service“Solesource”

partnershipsServiceexcellenceLifetimecustomersCustomerRetentionCross-sellingSolutionsellingPartnership/

integrated

managementCustomer

educationCustomerGrowthInternalPerspectiveMarketresearchProfitabilityanalysisMarket

communicationCustomerdatabaseCustomeranalysisE-polling/samplingProfitabilityanalysisCustomer-focused

culturePer