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Consulting_approach_CRM(英文版).
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B. Project objectives and scope 12

C. Approach 16
C.1 CRM target setting 19
C.2 CRM strategy and technology concept 34
C.3 CRM implementation 74

D. References 77

E. Appendix: Supporting tools to implement CRM 81
E.1 The Internet as a supporting CRM tool 82
E.2 The call center as a supporting CRM tool 93
A. Introduction
The importance of an integrated Customer Care approach receives increasing awareness at top management level all over the world
In the future, a company's value will increasingly depend on the value of its customer base
The value of the customer base is determined by the key factors individual customer value and size of the customer base
The market value of the leading InfoCom companies clearly exceeds that of OEMs – the customer base is the key success factor
Managing the customer relationship is a key lever to increase shareholder value
CRM is a strategy designed to increase individual customer value by establishing a long-term and systematic customer relationship

The key lever for CRM success is the Internet innovative options for individual customer contact
B. Project objectives and scope
The strategic goals aim at sustainable growth and profitability
The project objectives aim at a seamless implementation of CRM from vision to systems integration
The project covers the entire business-channel matrix with CRM applications to attract, penetrate and retain customers
C. Approach
The approach to define and implement Customer Relationship Management consists of three phases
The customer relationship management strategy can be ready for implementation in 4.5 months
C. Approach C.1 Target setting C.2 CRM strategy and technology concept C.3 Implementation
Key questions „target setting“

What customer segments are addressed by the CRM strategy and what are the segment-specific customer requirements?

Which benchmarks and best practices can be derived from automotive and non-automotive CRM applications?

How is current customer information deficit to be tackled?

To what extent can the project build upon existing CRM measures in the Group?

What is the vision as the guideline to define the CRM strategy?

What are quantified and measurable targets to evaluate business options and to track the implementation process in a consistent way?

What overall business potential (additional revenues and improved margins) is associated with the implementation of CRM?


The „target setting“ phase can be completed within 4 weeks (1)
The „target setting“ phase can be completed within 4 weeks (2)
The analysis of customer requirements will deliver segment-specific CRM related needs
Benchmarking and best practice analysis will reveal feasible and attractive CRM opportunities
Transferable best practices can also be derived from non-automotive benchmarking targets
Particularly the airline industry is leapfrogging the development in customer retention programs including personalized services for target segments
The points-of-contact analysis is supported by specific tools and results in a rough estimate of how CRM functions can be optimally applied
Existing CRM activities will be evaluated in terms of their potential of being integrated into the overall CRM strategy
The vision will define the future positioning towards the customer relationship

… that will translate into a scorecard required in the first phase to evaluate business options
The individual weights of the targets will be defined interactively and represent their relative importance
In the course of the actual potential estimation, parts of the customer strategy development have to be anticipated
C. Approach C.1 Target setting C.2 CRM strategy and technology concept C.3 Implementation
Key questions „CRM strategy and technology concept“

What are the opportunities to intensify the dialogue with the customer and improve customer knowledge to increase customer loyalty and cross-selling?

What are the most promising business options to develop personalized customer benefits through customized offers and value added services?

What are the most promising business options to establish an ongoing customer relationship through customer retention programs?

What are the necessary adaptations in processes and organizational structure to implement CRM?

What is the main impact on the existing IT-Infrastructure due to “translating” strategy definitions in IT-Logic?

Which functionality could be implemented by choosing “best of bread” software components?

What efforts have to be done to reach quick and lasting results in a stable IT-environment?

D.2.1 CRM strategy
The CRM strategy can be completed within 14 weeks
Four steps will derive a winning CRM strategy
How to individualize customer contact: Personal customer dialogue
Key questions „Personal customer dialogue“

Based on the customer contact analysis of phase I: At which contact points should the customer dialogue be intensified? Are the current contact points sufficient? What are additional opportunities to contact the customer in the most efficient way to further increase customer loyalty and cross-selling?

What are the data requirements for an efficient customer dialogue? Which techniques should be applied in order to forecast customer buying behavior?

What are the necessary adaptations among the different companies within the Group in terms of customer contact points, content and contact frequency in order to ensure maximum efficiency of the customer dialogue?

What are the appropriate control measures to safeguard the achievement of the targets set in phase I?
The personal customer dialogue concept can be completed within 6 weeks
CRM business models will be defined for existing and new products and services
For the strategically most attractive action fields several business options will be developed
The business options developed are evaluated in qualitative terms in consideration of the target system
The evaluation according to the target system ensures stringent prioritization across all project modules
A customer data model allows high-quality data analysis and enormously reduces data maintenance work
The relationality of the customer database allows comprehensive data management
How to maximize customer benefits: Personalized offerings
Key questions „Personalized offerings“

What are the most promising products and services for personalization to maximize customer benefits and thus increase customer loyalty and cross-selling?

What is the optimum degree of personalization with regard to the requirements and potentials of the different customer segments?

How can the input from personal customer dialogue be utilized to forecast customer buying behavior and thus optimize the efficiency of the product’s/services’ customization?

To what extent should external partners be involved to complement the existing product/service range to further increase customer benefits?
The module “Personalized offerings” can be completed within 6 weeks
The Internet is a key lever for personalized offerings
Dependant on the perceived customer benefit and the necessary change effort the most promising business options for personalized offers will be selected

How to develop ongoing customer relationship: Customer retention
Key questions „Customer retention “

What are the most promising business options to establish an ongoing customer relationship through customer retention programs?

What are the criteria to be applied for customer segmentation to release the maximum potential of the customer retention program?

How does the ideal partnering concept look like to complement the companie’s program in terms of content, reach and fulfillment? What is the most promising branding concept?

What are the requirements in terms of database structure to most efficiently support the retention program and leverage the additional data generated with regard to a learning customer relationship?


The module “Customer retention” can be completed within 6 weeks
A successful customer retention program requires the use of smartcards
Lufthansa’s “Miles&More” is an example for a comprehensive and highly successful customer retention program
Communities like the “BMW drivercircle” are innovative, target group-oriented customer retention programs using the interactive potential of the Internet
A personalized portal is a powerful tool to increase customer loyalty as well as to attract and conquer new customers
Process and organizational implications
Key questions „Process and organizational implications“

What are current or future core competencies to be safeguarded respectively further extended?

What are possible areas for integrating external service providers to complement the companie’s competencies, based on a make-or-buy decision?

How do future CRM processes and their interlinkages with the existing marketing and sales processes look like? What are the necessary process adaptations?

What are the implications on the organizational structure?

What is the role of change management to ensure a smooth transformation towards the implementation of CRM?

The module “Process and organizational implications” can be completed within 4 weeks
CRM is a key process within marketing & sales
The core processes will be mapped in detail with special regard to the customer data flow
The necessary organizational structure will be derived in order to establish CRM
C.2.2 Technology concept
Key questions „Technology concept“

Which existing IT-Systems are directly affected by implementing a CRM-Strategy?

Are there any functionality concerning analysing consumer behaviour and transferring it into transaction oriented consumer response which could not be fulfilled by existing IT-infrastructure?

Is there a fit between customizing effort / integration effort and profound benefit analysis?

What additional IT-Systems should be implemented following a “best of bread” strategy?

Three steps are required to combine the CRM strategy with a sustainable technology concept
The technology concept can be completed in 14 weeks in parallel to the CRM strategy development
C.2.3 Business Case
All revenue, margin improvement, cost and investment effects are consolidated in to business plan based on different scenarios
Cost effects and investments are recorded in detail
C. Approach C.1 Target setting C.2 CRM strategy and technology concept C.3 Implementation
For each business model seven internal and external tasks need to be performed for implementation
e-partnering is the approach of Roland Berger & Partners to provide you with an effective partner management framework in Electronic Commerce
D. References

Strong internal teaming and external partnering provides one-stop-solutions to our clients
Due to its technical expertise, e-commerce experience and business view, the InfoCom CC provides indispensable support for CRM and e-commerce projects
E. Appendix: Supporting tools to implement CRM
E.1. The Internet as a supporting CRM tool










E.2. The call-center as a supporting CRM tool
The call center solution to be implemented must be oriented towards the cross-corporation, call center-specific demands of suppliers

Several requirements for technology solution and supplier must be taken into account


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