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Gestion de clientele 11 outils du crm
Gestion de clientele 11 outils du crm
Gestion de clientele 11 outils du crm
Gestion de clientele 11 outils du crm
Gestion de clientele 11 outils du crm
Gestion de clientele 11 outils du crm
Gestion de clientele 11 outils du crm
Gestion de clientele 11 outils du crm
Gestion de clientele 11 outils du crm
Gestion de clientele 11 outils du crm
Gestion de clientele 11 outils du crm
Gestion de clientele 11 outils du crm
Gestion de clientele 11 outils du crm
Gestion de clientele 11 outils du crm
Gestion de clientele 11 outils du crm
Gestion de clientele 11 outils du crm
Gestion de clientele 11 outils du crm
Gestion de clientele 11 outils du crm
Gestion de clientele 11 outils du crm
Gestion de clientele 11 outils du crm
Gestion de clientele 11 outils du crm
Gestion de clientele 11 outils du crm
Gestion de clientele 11 outils du crm
Gestion de clientele 11 outils du crm
Gestion de clientele 11 outils du crm
Gestion de clientele 11 outils du crm
Gestion de clientele 11 outils du crm
Gestion de clientele 11 outils du crm
Gestion de clientele 11 outils du crm
Gestion de clientele 11 outils du crm
Gestion de clientele 11 outils du crm
Gestion de clientele 11 outils du crm
Gestion de clientele 11 outils du crm
Gestion de clientele 11 outils du crm
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Gestion de clientele 11 outils du crm

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  • 1. Systeme d’information marketing -CRM http://christophe.benavent.free.fr Professeur UPX
  • 2. Différents types de relations
  • 3.  
  • 4. Stratégie de gestion des clients
  • 5. A dynamic ressources approach <ul><li>Sources of competitive advantages comes from </li></ul><ul><ul><li>Capability to discriminate. </li></ul></ul><ul><ul><li>Capability to converse with the customer. </li></ul></ul><ul><ul><li>Capability to give them meanings and value. </li></ul></ul><ul><ul><li>Capability to organize them in community. </li></ul></ul>
  • 6. The Ressource Value Based Model <ul><li>Customer portfolio specificity and value </li></ul><ul><li>Fine-tuning learning processes </li></ul><ul><li>Organizational fit Marketing competencies as a competitive advantage and learning processes. </li></ul><ul><ul><li>Rare </li></ul></ul><ul><ul><li>Valuable </li></ul></ul><ul><ul><li>Inimitable </li></ul></ul><ul><ul><li>Non substituable </li></ul></ul>
  • 7. A technological view of CRM
  • 8. Un exemple : l’offre de Cap Gemini Know Target Service Sell Customer Intelligence and Segmentation Market Strategy Order Processing, Delivery and Billing Communication Centre Explore Find Enjoy Buy Understand Markets & Customers Develop Offer Retain Customers Acquire Customers Customer Data Warehouse Loyalty Programmes Service Force Effectiveness Marketing Programmes Sales Force Effectiveness Channel Integration Market-Focused Organisation
  • 9.  
  • 10. IS
  • 11.  
  • 12.  
  • 13. Functionnalist approach of IT <ul><li>Sensoring </li></ul><ul><ul><li>Call center, couponing, scanning, web, … </li></ul></ul><ul><li>Organizing </li></ul><ul><ul><li>Historical behaviors : response and stimuli, level of agregation </li></ul></ul><ul><li>Reporting and decision making </li></ul><ul><ul><li>Decisional tools, BI </li></ul></ul><ul><li>Testing </li></ul><ul><ul><li>The theory in use…from data mining to behavior modeling </li></ul></ul><ul><li>Operationnalizing </li></ul>
  • 14. Les évolutions <ul><li>- Bases de données </li></ul><ul><li>- Datamart & datawarehouse </li></ul><ul><li>- ERP </li></ul><ul><li>- Small size CRM </li></ul><ul><li>- Cloud computing </li></ul>
  • 15. Les buts généraux du CRM <ul><li>Économie : réduire les coûts de transaction par l’automatisation sans changer le niveau de qualité délivré (Automatisation). </li></ul><ul><ul><li>Economie de communication ( masse ->direct ->e-com) </li></ul></ul><ul><ul><li>Traitement des commandes et de la livraison </li></ul></ul><ul><li>Efficience : améliorer la qualité de la prestation (Enrichissement) </li></ul><ul><ul><li>Extensions de services annexes </li></ul></ul><ul><ul><li>amélioration des flux d’informations (interactivité, fenêtre) </li></ul></ul><ul><li>Efficacité : créer de la valeur client en réinventant l ’offre (créativité) </li></ul><ul><ul><li>CRM relationnel : institutionnalisation de la relation (valeurs, normes, règles). </li></ul></ul><ul><ul><li>CRM expérientiel : dramatisation de la consommation, écologie de la consommation </li></ul></ul>
  • 16. I.T. and segmentation <ul><li>1 # Segments n </li></ul>Cost of segmentation Benefit of segmentation
  • 17. Sensibilité à l'action ( Rust and verhoef) <ul><li>La durée et l'intensité de l'expérience de consommation réduisent à long terme l'effet des sollicitations </li></ul><ul><li>L 'appartenance à un programme augmente cette sensibilité. </li></ul><ul><li>L'age et le revenu augmentent la sensibilité </li></ul><ul><li>La personnalisation est la clé du succès (pb de modèle) </li></ul>
  • 18. Operation, Collaborative and Analytical CRM
  • 19. CRM system : the marketing functions
  • 20. The I.T. implication s <ul><li>The consumer side : </li></ul><ul><ul><li>Giv ing a transactional advantage ( Differenciation ) </li></ul></ul><ul><ul><li>Reinforcing relationship ( Personnalization ) </li></ul></ul><ul><ul><li>Developing the experience ( Sense meaning , valuation ) </li></ul></ul><ul><li>The company side </li></ul><ul><ul><li>Reducing transaction cost s and increasing scope economies ( Economy ) </li></ul></ul><ul><ul><li>Increasing the control of customer s ( Domestication ) </li></ul></ul><ul><ul><li>Building a new community ( Socialization ) </li></ul></ul>
  • 21. Giv ing a transactional advantage <ul><li>Purposes : influencing preference and choice. </li></ul><ul><li>Means : </li></ul><ul><ul><li>Personnalisation </li></ul></ul><ul><ul><li>More soft benefits (training, information) </li></ul></ul><ul><li>Example s : </li></ul><ul><ul><li>A service/solution-oriented approach of … that give more benefit to the patient and the practitioner (Faq, website….). </li></ul></ul>
  • 22. Reinforcing the relationship <ul><li>Purposes : Locking the customer through high switching-cost or high level of commitment </li></ul><ul><li>Means : </li></ul><ul><ul><li>Build interactive communication channels. </li></ul></ul><ul><ul><li>Developing practices community. </li></ul></ul><ul><li>Examples : </li></ul><ul><ul><li>Website designed to follow-up the patients by the practi ti oner. </li></ul></ul>
  • 23. Developing the Experience <ul><li>Purposes : Developing more value from experience. </li></ul><ul><li>Means : </li></ul><ul><ul><li>E-Training and information </li></ul></ul><ul><li>Example : </li></ul><ul><ul><li>A e-training program designed for GP, specialist. </li></ul></ul><ul><ul><li>Research program with an involvement of some patients and GP. </li></ul></ul>
  • 24. Reducing transaction cost s <ul><li>Purposes : increasing the commercial productivity . </li></ul><ul><li>Means : </li></ul><ul><ul><li>Order on-line (where possible) </li></ul></ul><ul><ul><li>Micro-marketing project </li></ul></ul><ul><li>Example : </li></ul><ul><ul><li>Wide use of datamining to target pharmacies and GP </li></ul></ul><ul><ul><li>Direct marketing program designed for heterogeneous targets. </li></ul></ul>
  • 25. Increasing control <ul><li>Purposes : Improving the capability to react to change at the patient, GP, Pharmacy level. </li></ul><ul><li>Means : </li></ul><ul><ul><li>A tightened cost analysis system </li></ul></ul><ul><ul><li>Tracking systems </li></ul></ul><ul><ul><li>Quality of life monitoring </li></ul></ul><ul><li>Example : Faradis + </li></ul>
  • 26. Building new communities <ul><li>Purposes: organize the stakeholder in one broad and interactive community around the brand. </li></ul><ul><li>Means : </li></ul><ul><ul><li>Changing the role of sale force : not only promoting or informing but being real go-between </li></ul></ul><ul><li>Example : </li></ul><ul><ul><li>Creating a new role : e-moderator </li></ul></ul>
  • 27. CRM metaphor <ul><li>CRM as a media : </li></ul><ul><ul><li>Richness et reachness </li></ul></ul><ul><ul><li>Interactivity </li></ul></ul><ul><li>CRM as a decision tool : </li></ul><ul><ul><li>Data-mining and analytics </li></ul></ul><ul><li>CRM as an operational tool </li></ul><ul><ul><li>SFA </li></ul></ul><ul><ul><li>DM campaign management </li></ul></ul><ul><ul><li>Multichannel… </li></ul></ul><ul><li>CRM as competency </li></ul>
  • 28.  
  • 29. A general model of performance
  • 30. Learning hypothesis Global local Generation +++ - Retention + +++ Diffusion ++ + Use + +++
  • 31. Control Hypothesis Global Local Results + ++ Behaviors = ++ Value and Norms ++ =
  • 32. <ul><li>Etude secteur des services </li></ul>
  • 33. I.T. and Knowledge Centralized Decentralized Unformal Formal The theory in-use model The fragmented Knowledge Model The reporting Model The Know how Model
  • 34. Control/learning Interactions

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