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Systeme d’information marketing -CRM http://christophe.benavent.free.fr Professeur UPX
Différents types de relations
 
Stratégie de gestion des clients
A dynamic ressources approach <ul><li>Sources of competitive advantages comes from </li></ul><ul><ul><li>Capability to dis...
The Ressource Value Based Model <ul><li>Customer portfolio specificity and value  </li></ul><ul><li>Fine-tuning learning p...
A technological view of CRM
Un exemple : l’offre de Cap Gemini Know Target Service Sell Customer Intelligence and Segmentation Market Strategy Order P...
 
IS
 
 
Functionnalist approach of IT <ul><li>Sensoring  </li></ul><ul><ul><li>Call center, couponing, scanning, web, … </li></ul>...
Les évolutions <ul><li>- Bases de données </li></ul><ul><li>- Datamart & datawarehouse </li></ul><ul><li>- ERP </li></ul><...
Les buts généraux du CRM <ul><li>Économie  : réduire les coûts de transaction par l’automatisation sans changer le niveau ...
I.T. and segmentation <ul><li>1  # Segments  n </li></ul>Cost of segmentation Benefit of segmentation
Sensibilité à l'action ( Rust and verhoef) <ul><li>La durée et l'intensité de l'expérience de consommation réduisent à lon...
Operation, Collaborative and Analytical CRM
CRM system : the marketing functions
The I.T. implication s <ul><li>The consumer side : </li></ul><ul><ul><li>Giv ing  a transactional advantage  ( Differencia...
Giv ing  a  transactional  advantage <ul><li>Purposes   :   influencing preference and choice. </li></ul><ul><li>Means : <...
Reinforcing the relationship <ul><li>Purposes :  Locking the customer through high switching-cost or high level of commitm...
Developing the Experience <ul><li>Purposes :  Developing more value from experience. </li></ul><ul><li>Means : </li></ul><...
Reducing transaction cost s <ul><li>Purposes   :   increasing the commercial productivity . </li></ul><ul><li>Means : </li...
Increasing control <ul><li>Purposes   :   Improving the capability to react to change at the patient, GP, Pharmacy level. ...
Building new communities <ul><li>Purposes:   organize the stakeholder in one broad and interactive community around the br...
CRM metaphor <ul><li>CRM as a media : </li></ul><ul><ul><li>Richness et reachness  </li></ul></ul><ul><ul><li>Interactivit...
 
A general model of performance
Learning hypothesis Global local Generation +++ - Retention + +++ Diffusion ++ + Use + +++
Control Hypothesis Global Local Results + ++ Behaviors = ++ Value and Norms ++ =
<ul><li>Etude secteur des services </li></ul>
I.T. and Knowledge Centralized Decentralized Unformal Formal The theory in-use  model  The fragmented Knowledge Model The ...
Control/learning Interactions
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Gestion de clientele 11 outils du crm

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Gestion de clientele 11 outils du crm

  1. 1. Systeme d’information marketing -CRM http://christophe.benavent.free.fr Professeur UPX
  2. 2. Différents types de relations
  3. 4. Stratégie de gestion des clients
  4. 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>
  5. 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>
  6. 7. A technological view of CRM
  7. 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
  8. 10. IS
  9. 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>
  10. 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>
  11. 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>
  12. 16. I.T. and segmentation <ul><li>1 # Segments n </li></ul>Cost of segmentation Benefit of segmentation
  13. 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>
  14. 18. Operation, Collaborative and Analytical CRM
  15. 19. CRM system : the marketing functions
  16. 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>
  17. 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>
  18. 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>
  19. 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>
  20. 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>
  21. 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>
  22. 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>
  23. 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>
  24. 29. A general model of performance
  25. 30. Learning hypothesis Global local Generation +++ - Retention + +++ Diffusion ++ + Use + +++
  26. 31. Control Hypothesis Global Local Results + ++ Behaviors = ++ Value and Norms ++ =
  27. 32. <ul><li>Etude secteur des services </li></ul>
  28. 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
  29. 34. Control/learning Interactions

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