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Relationship Management 10.1 Information Systems Retailing Strategy Retail Market Strategy Financial StrategySite Location Retail Locations Organizational.

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Presentation on theme: "Relationship Management 10.1 Information Systems Retailing Strategy Retail Market Strategy Financial StrategySite Location Retail Locations Organizational."— Presentation transcript:

1 Relationship Management 10.1 Information Systems Retailing Strategy Retail Market Strategy Financial StrategySite Location Retail Locations Organizational Structure and HR Management Customer Relationship Management “customer-centric retailing”

2 Relationship Management 10.2 Customer Relationship Management A business philosophy and set of strategies, programs, and systems that focus on identifying and building loyalty with a retailer’s most valuable customers. What is loyalty? Liking a retailer? Frequently shopping a retailer?

3 Relationship Management 10.3 A Loyal Customer...  Is committed to purchasing merchandise and services from a retailer  Resists efforts of competitors to attract the loyal customer  Has an emotional attachment to retailer  Personal attention  Memorable positive experiences  Brand building communications programs

4 Relationship Management 10.4 CRM Process Collect Customer Data Develop CRM Programs Analyze Customer Data & Identify Target Customers Learning Implement CRM Programs Action

5 Relationship Management 10.5 What Customer Data to Collect?  Data Mining – technique used to identify patterns in data  Market Basket Analysis  Identifying Market Segments  Identifying Best Customers

6 Relationship Management 10.6 Collecting Customer Data  Types of Information in the Customer Database  Approaches for Collecting Information  Privacy Concerns

7 Relationship Management 10.7 Information About Each Customer in the Database  History of purchases  Purchase date, price paid, SKUs bought, whether or not the purchase was stimulated by a promotion  Customer contacts by retailer (touch points)  Visits to web site, inquires to call center, direct mail sent to customer  Customer preferences  Descriptive information about customer  Customer’s responses to promotions

8 Relationship Management 10.8 Approaches for Collecting Customer Information Need to have information connected with a specific customer identifier  Ask for identifying information  Telephone number  Name and address  Use frequent shopper cards  Link checking account number and/or third party credit cards to customer

9 Relationship Management 10.9 The Customer Purchase Cycle Customer How the customer relates to the retailer: Uncover a need/ problem Dis cov er whe re pro ble m can be solv ed Visit stor es Pur cha se pro duct / serv ices Con sum e pro duct / serv ices The Key: Consistent execution of your “promise”  Builds trust. Customer trust that your store will always deliver  Loyalty. BUT, your store’s “promise” is only as strong as your weakest link. “Lock-in”

10 Relationship Management 10.10 What is a customer centric relationship?  A relationship is more than good customer service. Though that is vital…  Efficient, simple, 360°, constant, unobtrusive, consistent with store “promise”  It is more than intelligent one-off interactions. Though these are valuable…  Every time you interact with a customer a loyalty contact is being made  Relationships are longer term and broad-based. They create loyal advocates…  You design, configure and promote products specifically for me  You understand my past behavior - and you reward me for it  You consult me on my needs - but you also pre-empt and surprise me  You respect my permission - and you develop it, given my preferences Relationship Right Person Customer Contact Right Message Right Media Right Time respected and developed consulted but pre-empted understood and rewarded specific to me, ever-changing Lifetime of Value My Products My Behavior My Needs My Permission

11 Relationship Management 10.11 CRM problems in retailing Customer How the customer relates to the retailer: Retailer How retailers try to match the customer’s purchase cycle: But here are the problems: Difficult to manage customer data Customer & Business Analysis Time consuming, non-targeted campaigns Inconsistent Execution at Stores Disjointed or “single visit” selling process Inconsistent field service process Cost-center mentality Marketing Programs/ Campaigns/ Offers Store Operations/ Execution Selling Process Delivery, Setup, Installation Scheduling Customer Service Process Uncover a need/ problem Dis cov er whe re pro ble m can be solv ed Visit stor es Pur cha se pro duct / serv ices Con sum e pro duct / serv ices

12 Relationship Management 10.12 Successful Customer Centric Strategies: 4 Key Elements CRM Strategy Components Consistency Across Functions Execution Performance Monitoring Effective Segmentation Customer Experience Business Processes Right Skill Sets & Mindsets Right Technology Marketing Sales Service Vendors, etc. Implementation Planning Setting Goals Agents of Change in Management Measuring Progress Rewarding Results

13 Relationship Management 10.13 Customer Segmentation Effective Segmentation Customer Experience Business Processes Right Skill Sets & Mindsets Right Technology CRM Strategy Components  Enables an organization to understand:  Which customers / segments are most profitable  How to most effectively market to, sell to, and provide service to these customers  With this knowledge, a company can determine which segments will drive the greatest returns  Segmentation begins with the development of the customer profile:  Demographics  Purchasing history  Customer Life Cycle information  Key Questions:  Who do we want to target, and why?  What’s the value of “owning” this segment?  What data do we have? Quality? Expenses & benefits to improve?

14 Relationship Management 10.14 “Maximizing the Customer Experience”  It is the total of the interactions a customer has with a company’s products  It starts the moment a customer thinks of your product  It does not end until the customer is completely satisfied with it Source: “The Customer Experience,” Net Company, Fall 1999.

15 Relationship Management 10.15 Maximizing the Customer Experience Addresses 3 Questions How well do you meet customer needs? How smoothly do you solve your customers’ problems? How quickly do you anticipate what they’ll want next? Source: “The Customer Experience,” Net Company, Fall 1999.

16 Relationship Management 10.16 Maximizing the Customer Experience Effective Segmentation Customer Experience Business Processes Right Skill Sets & Mindsets Right Technology CRM Strategy Components  Customer Experience: Maximize the customer experience during the buying process  Capabilities: Use the right capabilities (people, process, and technology) to maximize the use of customer information  Understanding Customer Value Segmentation: Give each segment what they want  Financial Value: Understanding the financial value of executing the strategy successfully. It’s not an expense; it’s an investment  Key Questions:  How and where do my key segments interact with my brand?  Effectiveness/ efficiency of driving to different channels?

17 Relationship Management 10.17 Well Defined Business Processes Effective Segmentation Customer Experience Business Processes Right Skill Sets & Mindsets Right Technology CRM Strategy Components  Automating an ill-defined or inefficient business process will only accelerate the pace at which an organization achieves poor results  A CRM strategy must focus on designing processes based on customers’ perceptions & needs  Processes can include:  Marketing Campaign Designs  Store Layout  Pricing Strategy  Sales-floor Service Training  Order Management  Service Tracking  Returns Management Each of these processes needs to be coordinated with the other processes

18 Relationship Management 10.18 Skills & new mindsets Effective Segmentation Customer Experience Business Processes Right Skill Sets & Mindsets Right Technology CRM Strategy Components  A customer centric strategy will changes the dynamics of how people interact and how a company makes decisions  Managing this change is critical when implementing a customer centric strategy  The change management required entails the realigning of skill sets and mindsets  Example: Teaching selling skills without changing attitudes will lead to poor prospect-to-buyer conversion rates—& will not maximize the customer experience  To support the culture change required, many companies have found it necessary to:  Realign their reward systems  Reconfigure its compensation schemes

19 Relationship Management 10.19 Right Technology Effective Segmentation Customer Experience Business Processes Right Skill Sets & Mindsets Right Technology CRM Strategy Components  The right technology is the final linchpin in a CRM strategy  Enables an organization to track every customer interaction, regardless of where, when, or how the interaction occurs  The right technology will satisfy the following criteria:  Consolidated customer data source  Company & industry-specific functionality  Network availability & support  Scalable  Support for all devices (networked computers, handhelds, cash registers)

20 Relationship Management 10.20 Metrics linked to rewards can stimulate change AreaOld MetricNew Metric MarketingResponse Rate Cost per Response Lifetime Value by Segment % of Customer Base Buying ProductsGross MarginGM by Customer Segment % of Category Spending / Segment ServicesCost per Service% of Total Spend/ Segment Impact on Retention Store SalesSame Store SalesSame Customer Sales Referral Rate / Store CustomersNoneCustomers in Loyalty Program Customer Retention Rate

21 Relationship Management 10.21 Retailers’ Use of Frequent Shopper Programs

22 Relationship Management 10.22 Elements in Effective Frequent Shopper Programs  Tier Based on Customer Value  Offer Choices of Rewards  Non-monetary incentives  Reward all Transactions  Transparent and Simple

23 Relationship Management 10.23 Retailer Personalization

24 Relationship Management 10.24  Cross-selling  Add-on selling Converting Good Customers to Best Customers

25 Relationship Management 10.25 Implementing CRM Programs  Need systems, databases  Close coordination between departments – marketing, MIS, store operations, HR  Shift in orientation Product CentricCustomer Centric +


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