Kotler Krash Connecting With Customers

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Today companies face their toughest competition ever. Moving from a product and sales philosophy to a holistic marketing philosophy, however. given them a better chance to outperforming the competition. And the cornerstone of a well conceived marketing orientation is strong customer relationship. In this presentation, we discuss how companies can win customers expectations. We also discuss the use of database marketing for customer relationship management

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  • It was announced in Aug 2013, India is now world’s third largest Internet user after U.S., ChinaInternet users: 205 million as of Oct and saw a 40% growth in the last year itself , the only country to grow faster then India was Brazil. China has the world’s biggest online presence; Its Internet users outnumber Indians by a ratio of 5: 1
  • Total number of registered brands in India: 14000Total number of registered brands in USA: 800,000Tata Group itself has 131 brands registered while HUL owns 45
  • Customers estimate which offer they believe—for whatever reason—will deliver the most perceived value and act on it.
  • Suppose the buyer for a large construction company wants to buy a tractor for residential construction from either Caterpillar or Komatsu. He wants the tractor to deliver certain levels of reliability, durability, performance, and resale value. The competing salespeople carefully describe their respective offers. The buyer decides Caterpillar has greater product benefits based on his perceptions of those attributes. He also perceives differences in the accompanying services—delivery, training, and maintenance—and decides Caterpillar provides better service as well as more knowledgeable and responsive staff. Finally, he places higher value on Caterpillar’s corporate image and reputation. He adds up all the economic, functional, and psychological benefits from these four sources—product, services, personnel, and image—and perceives Caterpillar as delivering greater customer benefits.Suppose Caterpillar concludes the buyer sees its offer as worth $20,000. Further, suppose Caterpillar’s cost of producing the tractor is $14,000. This means Caterpillar’s offer generates $6,000 over its cost, so the firm needs to charge between $14,000 and $20,000. If it charges less than $14,000, it won’t cover its costs; if it charges more, it will price itself out of the market.
  • The value proposition consists of the whole cluster of benefits the company promises to deliver; it is more than the core positioning of the offering. For example, Volvo’s core positioning has been “safety,” but the buyer is promised more than just a safe car; other benefits include good performance, design, and safety for the environment. The value proposition is thus a promise about the experience customers can expect from the company’s market offering and their relationship with the supplier. Whether the promise is kept depends on the company’s ability to manage its value delivery system. The value delivery system includes all the experiences the customer will have on the way to obtaining and using the offering. At the heart of a good value delivery system is a set of corebusiness processes that help deliver distinctive consumer value.
  • In general, satisfaction is a person’s feelings of pleasure or disappointment that result from comparing a product’s perceived performance (or outcome) to expectations. If the performance falls short of expectations, the customer is dissatisfied. If it matches expectations, the customer is satisfied. If it exceeds expectations, the customer is highly satisfied or delighted. Customer assessments of product performance depend on many factors, especially the type of loyalty relationship the customer has with the brand. Consumers often form more favorable perceptions of a product with a brand they already feel positive about.
  • How do buyers form their expectations? Expectations result from past buying experience; friends’ and associates’ advice; and marketers’ and competitors’ information and promises. If marketers raise expectations too high, the buyer is likely to be disappointed. If it sets expectations too low, it won’t attract enough buyers (although it will satisfy those who do buy). Some of today’s most successful companies are raising expectations and delivering performances to match. Korean automaker Kia found success in theUnited States by launching low-cost, high-quality cars with enough reliability to offer 10-year, 100,000 mile warranties.
  • Many companies are systematically measuring how well they treat customers, identifying the factors shaping satisfaction, and changing operations and marketing as a result. Wise firms measure customer satisfaction regularly, because it is one key to customer retention. A highly satisfied customer generally stays loyal longer, buys more as the company introduces new and upgraded products, talks favorably to others about the company and its products, pays less attention to competing brands and is less sensitive to price, offers product or service ideas to the company, and costs less to serve than new customers because transactions can become routine. Greater customer satisfaction has also been linked to higher returns and lower risk in the stock market.
  • MEASUREMENT TECHNIQUES Periodic surveys can track customer satisfaction directly and ask additional questions to measure repurchase intention and the respondent’s likelihood or willingness to recommend the company and brand to others. Companies need to monitor their competitors’ performance too. They can monitor their customer loss rate and contact those who have stopped buying or who have switched to another supplier to find out why. Companies can hire mystery shoppers to pose as potential buyers and report on strong and weak points experienced in buying the company’s and competitors’ products. Managers themselves can enter company and competitor sales situations where they are unknown and experience firsthand the treatment they receive, or they can phone their own company with questions and complaints to see how employees handle the calls.
  • CUSTOMER COMPLAINTS Some companies think they’re getting a sense of customer satisfaction by tallying complaints, but studies show that while customers are dissatisfied with their purchases about 25 percent of the time, only about 5 percent complain. The other 95 percent either feel complaining is not worth the effort or don’t know how or to whom to complain. They just stop buying.
  • Satisfaction will also depend on product and service quality. What exactly is quality? Various experts have defined it as “fitness for use,” “conformance to requirements,” and “freedom from variation.” We will use the American Society for Quality’s definition: Quality is the totality of features and characteristics of a product or service that bear on its ability to satisfy stated or implied needs. This is clearly a customer-centered definition. We can say the seller has delivered quality whenever its product or service meets or exceeds the customers’ expectations. A company that satisfies most of its customers’ needs most of the time is called a quality company, but we need to distinguish between conformance quality and performance quality (or grade). A Lexus provides higher performance quality than a Hyundai: The Lexus rides smoother, goes faster, and lasts longer. Yet both a Lexus and a Hyundai deliver the same conformance quality if all the units deliver their respective promised quality.
  • Ultimately, marketing is the art of attracting and keeping profitable customers. Yet every company loses money on some of its customers. The well-known 80–20 rule states that 80 percent or more of the company’s profits come from the top 20 percent of its customers. Some cases may be more extreme—the most profitable 20 percent of customers (on a per capita basis) may contribute asmuch as 150 percent to 300 percent of profitability. The least profitable 10 percent to 20 percent, on the other hand, can actually reduce profits between 50 percent to 200 percent per account, with the middle 60 percent to 70 percent breaking even. The implication is that a company could improve its profits by “firing” its worst customers.
  • The “who” questions are first about identifying the real people, to adjust your strategy to get them to where you want them to be.And second, identifying their broader characteristics, such as demographics, so that you can focus your activities more on getting the right ones and less on getting the wrong ones.What?The “what” questions are all about your activities? What did you do to acquire a specific segment? How did you communicate with them to increase their value? What did you do wrong to decrease their value?Just some of the things I like to understand when working with multi-channel retailers:First product purchased and the terms of the offer (was it a heavily discounted offer or a regular offer?)Channel touch-points, down to the most granular level that still makes sense(for example, if we acquired a certain segment of high value customers with online lead generation campaigns, which specific campaigns generated the best customers and under what circumstances)Frequency and types of activities (looking at falling stars, perhaps a too high contact frequency via telemarketing or email started impacting their behavior negatively)Offers made (when converting one time buyers into frequent customers, it may not only be important to know what offers previous one timers responded to, but also what offers were made to those that haven’t gone higher up the quadrant)There’s much more. And it all depends on your business and customer specifics.As marketers, our responsibility isn’t really to be data scientists. No one expects us to do the data mining ourselves. No. Our responsibility is knowing:What questions to ask to get actionable insightsWhat variables in the business might impact customer behaviorIt Always Comes Down to SegmentsThe one thing to keep in mind, though, is that the 4 quadrants aren’t really homogeneous.One Timers aren’t really one group. They might be a dozen different groups.
  • Why is retaining existing customers so important? Consider these facts:
  • Companies are using information about customers to enact precision marketing designed to build strong long-term relationships.49 Information is easy to differentiate, customize, personalize, and dispatch over networks at incredible speed. But information cuts both ways. For instance, customers now have a quick and easy means of doing comparison shopping through sites such as Bizrate.com, Shopping.com, and PriceGrabber.com. The Internet also facilitates communication between customers. Web sites such as Epinions.com and Yelp.com enable customers to share information about their experiences with various products and services. Customer empowerment has become a way of life for many companies that have had to adjust to a shift in the power with their customer relationships.
  • Customer relationship management (CRM) is the process of carefully managing detailed information about individual customers and all customer “touch points” to maximize loyalty. A customer touch point is any occasion on which a customer encounters the brand and product— from actual experience to personal or mass communications to casual observation. For a hotel, the touch points include reservations, check-in and checkout, frequent-stay programs, room service, business services, exercise facilities, laundry service, restaurants, and bars.
  • Don Peppers and Martha Rogers outline a four-step framework for one-to-one marketing that can be adapted to CRM marketing as follows:Identify your prospects and customers. Don’t go after everyone. Build, maintain, and mine a rich customer database with information from all the channels and customer touch points. Differentiate customers in terms of (1) their needs and (2) their value to your company. Spend proportionately more effort on the most valuable customers (MVCs). Apply activity-based costing and calculate customer lifetime value. Estimate net present value of all future profits from purchases, margin levels, and referrals, less customer-specific servicing costs. Interact with individual customers to improve your knowledge about their individual needs and to build stronger relationships. Formulate customized offerings you can communicate in a personalized way. Customize products, services, and messages to each customer. Facilitate customer interaction through the company contact center and Web site.
  • Often seen as the flag bearer for marketing best practices, P&G’s former chairman, A.G. Lafley, created shockwaves with his Association of National Advertiser’s speech in October 2006. “The power is with the consumer,” proclaimed Lafley, and “marketers and retailers are scrambling to keep up with her. Consumers are beginning in a very real sense to own our brands and participate in their creation. We need to learn to let go.” In support of his contention, Lafley pointed out how a teenager had created an animated spot for Pringles snacks that was posted on YouTube; how Pantene, the hair care products company, had created a campaign that encouraged women to cut their hair and donate the clippings to make wigs for cancer patients; and how sales of Cover Girl Outlast lipstick increased 25 percent after the firm put mirrored ads in women’s restrooms asking, “Is your lipstick still on?” and ran targeted five-second TV ads with the same theme.Although much has been made of the newly empowered consumer—in charge, setting the direction of the brand, and playing a much bigger role in how it is marketed—it’s still true that only some consumers want to get involved with some of the brands they use and, even then, only some of the time. Consumers have lives, jobs, families, hobbies, goals, and commitments, and many thingsmatter more to them than the brands they purchase and consume.Brand EvangelistsMarketers are helping consumers become evangelists for brands by providing them resources and opportunities to demonstrate their passion. Doritos held a contest to let consumers name their next flavor. Converse asked amateur filmmakers to submit 30-second short films that demonstrated their inspiration from the iconic sneaker brand. The best of the 1,800 submissions were showcased in the Converse Gallery Web site, and the best of the best became TV commercials. Sales of shoes via the Web site doubled in the month after the gallery’s launchTalks something about reviews
  • A satisfied tryer:Will become a loyal customerTalk favorably about the productPay less attention to the competitionWill be less price sensitiveBy giving her:An awesome productA super buying experienceIndividual attentionUpdates about new launches based on preferencesExclusive offers and discountsLoyalty programs
  • Marketers must know their customers. And in order to know the customer, the company must collect information and store it in a database from which to conduct database marketing. A customer database is an organized collection of comprehensive information about individual customers or prospects that is current, accessible, and actionable for lead generation, lead qualification, sale of a product or service, or maintenance of customer relationships. Database marketing is the process of building, maintaining, and using customer databases and other databases (products, suppliers, resellers) to contact, transact, and build customer relationships.Data Warehouses and Data MiningSavvy companies capture information every time a customer comes into contact with any of their departments, whether it is a customer purchase, a customer-requested service call, an online query, or a mail-in rebate card. Banks and credit card companies, telephone companies, catalog marketers, and many other companies have a great deal of information about their customers, includingnot only addresses and phone numbers, but also transactions and enhanced data on age, family size, income, and other demographic information.
  • Kotler Krash Connecting With Customers

    1. 1. Connecting With Customers
    2. 2. What Marketers See Slide 2 of 34
    3. 3. What Customers See Slide 3 of 34
    4. 4. Consumer Thinking Slide 4 of 34
    5. 5. Challenge Slide 5 of 34
    6. 6. Solution Connecting with Customers by Creating Long-Term Loyalty Relationships Slide 6 of 34
    7. 7. Connecting with Customers • How can companies deliver customer value and satisfaction? • What is the lifetime value of a customer, and why is it important to marketers? • How can companies cultivate strong customer relationships? • What is the role of database marketing in customer relationship management? Slide 7 of 34
    8. 8. Connecting with Customers • How can companies deliver customer value and satisfaction? • What is the lifetime value of a customer, and why is it important to marketers? • How can companies cultivate strong customer relationships? • What is the role of database marketing in customer relationship management? Slide 8 of 34
    9. 9. Customer Value and Satisfaction Shifting to a Holistic Marketing approach to deliver Customer Value and Satisfaction Holistic marketing approach: • Inform • Engage • Energize Slide 9 of 34
    10. 10. Traditional Org vs Modern CustomerOriented Org Shifting to a holistic marketing approach to deliver customer value, satisfaction, and loyalty Slide 10 of 34
    11. 11. Delivering Customer Value
    12. 12. Customer Perceived value Total customer benefit Determinants of Customer Perceived Value Total customer cost Product benefit Monetary cost Services benefit Time cost Personal benefit Energy cost Image benefit Psychological cost Slide 12 of 34
    13. 13. Value Concepts Profit Customer Value $6,000 $20,000 -0- 5,000 19,000 $1,000 4,000 18,000 2,000 3,000 Worth to farmer: $20,000 Price 17,000 3,000 2,000 16,000 4,000 1,000 15,000 5,000 -0- 14,000 6,000 Cost to produce: $14,000 Slide 13 of 34
    14. 14. Value Proposition Core positioning: • Safety Other benefits: • Good performance • Design • Environmentally friendly Slide 14 of 34
    15. 15. Satisfaction
    16. 16. Customer Satisfaction Expectations Slide 16 of 34
    17. 17. Customer Expectations Previous purchases Friends advice Marketers’ / competitors Expectations Slide 17 of 34
    18. 18. Monitoring Satisfaction Influence of Customer Satisfaction Measurement Techniques Customer Complaints Slide 18 of 34
    19. 19. Measurement Techniques Customer Loss Rate Surveys Mystery Shopper Slide 19 of 34
    20. 20. Customer Complaints 54% - 70% 5% Buy again if resolved Complain 95% Tell 5 people If resolved quickly 25% Dissatisfied 95% Stop buying Tell 11 people Slide 20 of 34
    21. 21. Product and Service Quality Performance Conformance Quality Satisfaction Profitability Slide 21 of 34
    22. 22. Connecting with Customers • How can companies deliver customer value and satisfaction • What is the lifetime value of a customer, and why is it important to marketers? • How can companies cultivate strong customer relationships? • What is the role of database marketing in customer relationship management? Slide 22 of 34
    23. 23. Maximizing Customer Lifetime Value 20% of Customers 80% of Profits Customers Slide 23 of 34
    24. 24. High Low Potential Value Customer Lifetime Value Cycle Valuable customer Onetime buyer Most Valuable customer Onetime buyer Low High Actual Value Slide 24 of 34
    25. 25. Connecting with Customers • How can companies deliver customer value, satisfaction, and loyalty? • What is the lifetime value of a customer, and why is it important to marketers? • How can companies cultivate strong customer relationships? • What is the role of database marketing in customer relationship management? Slide 25 of 34
    26. 26. Customer Retention Acquiring new customers costs 5x more The average company loses than retaining current customers 10% Of its customers yearly Reducing customer defections by 5% can increase profits from 25% to 85% Slide 26 of 34
    27. 27. Cultivating Customer Relationships Customer Information • Differentiate • Customize • Personalize CRM • Share Slide 27 of 34
    28. 28. Customer Relationship Management (CRM) One-to-One Marketing Customer Empowerment Customer Reviews & Recommendations Slide 28 of 34
    29. 29. One-to-One Marketing 1. Identify prospects and customers 2. Differentiate customers 4. Customize 3. Interact with each customer Slide 29 of 34
    30. 30. Customer Empowerment Energizing customers Brand Evangelists Slide 30 of 34
    31. 31. Customer Reviews and Recommendations Purchase Personal circle influence • Online Ads • Offline Ads Brand identification • Friends • Family • Reviews • Forums • Product comparison Online research Slide 31 of 34
    32. 32. The Marketing Funnel Journey Partner Advocate Supporter Customer Tryer Prospects Slide 32 of 34
    33. 33. Index • How can companies deliver customer value, satisfaction, and loyalty? • What is the lifetime value of a customer, and why is it important to marketers? • How can companies cultivate strong customer relationships? • What is the role of database marketing in customer relationship management? Slide 33 of 34
    34. 34. Databases & Database Marketing Customer databases • Name, address, telephone # • Purchase history • Demographics • Psychographics Data Warehouses Data mining Slide 34 of 34
    35. 35. Evolution of Database marketing Metric Initial Optimized Retention automation Win by • Volume • Content • Data Key Metrics • List size • Send Volume • Open • Clicks • Conversions • Engaged subscriber • Churn ESP selection • Cost • Better Feature sets • • • • Segmentation • None • Available buy • Advanced limited • Purchase history • Automation Automation • None • None • • • • Cost Integration Segmentation Automation Post Purchase triggers Win back campaign Cross promotions Survey Slide 35 of 34
    36. 36. RFM(Customer value) Recency Frequency How often Monetary Value Points Order value Points Last purchase Points 3 months back 5 5 5 100$ 5 6 months back 4 4 4 80$ 4 9 months back 3 3 3 60$ 3 12 months back 2 2 2 40$ 2 15 months back 1 1 1 20$ 1 Customer who purchased a product worth 80$, 12 months back 214 RFM value Slide 36 of 34
    37. 37. Thank you
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