More Related Content Similar to Profitabel toplinjevækst gennem mer- og krydssalg: Sådan analyserer du potentialet af kundebasen (Thomas Ritter & Henrik Andersen) (20) More from CBS Competitiveness Platform (20) Profitabel toplinjevækst gennem mer- og krydssalg: Sådan analyserer du potentialet af kundebasen (Thomas Ritter & Henrik Andersen)1. 1
CBS Competitiveness Day
© Andersen & Ritter 2015
Præsentation & Invitation til Forskningsprojekt
Profitabel Toplinjevækst
gennem Mer- og Krydssalg
Thomas Ritter
Professor of Market Strategy and Business Development
Department of Strategic Management and Globalization
Copenhagen Business School
Kilevej 14a – DK-2000 Frederiksberg
+45 3815 2121 – ritter@cbs.dk
Henrik Andersen
Direktør
Andersen&Partners
Frederik 7 vej 25
DK-3450 Allerød
+45 4828 3125– han@andersenpartners.com
2. 2
CBS Competitiveness Day
© Andersen & Ritter 2015
The starting point of every business is its customers
– and an understanding of these customers’ needs
Arthur Ashe
Customer type 1
Customer type 2
Customer type 3
Role 1
Role 2
Role 3
Scene
1
Scene
2
Scene
3
What is the customer
thinking?
What is the customer
doing?
Where is the customer?
How is the customer
related to us?
3. 3
CBS Competitiveness Day
© Andersen & Ritter 2015
ABC Customer Classification anno 2015
Sales volume
Low (50%) Middle (30%) Top (20%)
Profitmargin
Low(50%)Middle(30%)Top(20%)
A A+
A
B
B
B
C
CC-
1
2
3
4
5
1
2
3
4
5
We must grow with our best
customers, our A+ customers!
But do A+ customers have growth potential?
We must build lasting relationships
with our best customers!
But do they want a relationship?
We must make all customers
profitable!
But can they all become profitable?
4. 4
CBS Competitiveness Day
© Andersen & Ritter 2015
Growth in top line, in loyalty and in bottom-line go hand in hand –
provided we can deliver to customers’ satisfaction!
Beverages Tobacco Groceries Leisure HouseBeautyCustomer A
Beverages Tobacco Groceries Leisure HouseBeautyCustomer A
Beverages Tobacco Groceries Leisure HouseBeautyCustomer A
Beverages Tobacco Groceries Leisure HouseBeautyCustomer A
Beverages Tobacco Groceries Leisure HouseBeauty
Fulfilling
customers'
needs:
product groups
+ Topline
+ Loyalty
+ Bottom-
line
Swing
Selective
Ready to cook
True loyal
5. 5
CBS Competitiveness Day
© Andersen & Ritter 2015
Battle for customer share and market share:
Allocation of scarce resources
Current sales
Additional sales at
current customers
Customer acquisition -
Potentials at
non customers
Total marked
• Up-sales
• Additional sales
• Replenishment
• Cross sales
6. 6
CBS Competitiveness Day
© Andersen & Ritter 2015
The business case for cross sales is compelling!
Cross selling amplifies the overall profit
+ 9 %
Topline $ Customer profitability %
+ 3%
+ 3%
+ 3%
x%
Selective Swing Ready to cook True loyal
7. 7
CBS Competitiveness Day
© Andersen & Ritter 2015
Six-Pack Customer Portfolio Model
– finding the right box and the right strategy for a customer
Skeptics
Cherry
pickers
Potentials
True
loyalists
Cowboys Time banditsNon-profitable Customers
Profitable Customers
Additionalsales
Loyalty
(Ritter & Andersen , 2014)
8. 8
CBS Competitiveness Day
© Andersen & Ritter 2015
Calculating additional sales potentials based on
”worst demonstrated practice”
27% 20% 12% 13% 6% 14% 3% 0% 0% 5%
Customer
Country
market
Type
TotalNOKs
FendersF01-F4
BuoysA0-A4/HL1-HL3
FendersF11-F13/BuoysA5-A7
FendersF5-F8
BuoysCC/CCE/CCD
Gseries
Other
Floats/tablets
Flowsafe/Tess
Fenderlists
Marina d.o.o. Kroatia Bo Lo 2013sales 707.526 189.324 133.801 211.836 64.400 0 98.879 9.285 0 0 0
Kroatia Bo Lo Max sales 0 0 211.836 0 0 0 0 0 0 0
Kroatia Bo Lo Potential 1.738.140 467.653 355.578 211.836 221.133 96.382 242.687 48.547 0 0 94.325
Kroatia Bo Lo Additional sales 1.030.614 278.329 221.777 0 156.732 96.382 143.807 39.262 0 0 94.325
Kroatia Bo Lo % Add sales/pot 59% 60% 62% 0% 71% 100% 59% 81% 0% 0% 100%
Kroatia Bo Lo Ver. Add. Sales 1.030.614 278.329 221.777 0 156.732 96.382 143.807 39.262 0 0 94.325
True loyal sales distribition
9. 9
CBS Competitiveness Day
© Andersen & Ritter 2015
Golden Opportunities
• segment
Segment: Water
Customer type: End-user (agent, distributer, contractor, consultant, )
Six-Pack: Portfolio overview
Sales & Marketing – Learning & Relating
Marked: NL
Sales & Marketing
– Prioritizing & Shaping
Skeptics
Cherry
pickers
Potentials
True
loyalists
Cowboys Time banditsNon-profitable Customers
Profitable Customers
Additionalsales
Loyalty
10. 10
CBS Competitiveness Day
© Andersen & Ritter 2015
The profitability/growth trap
- leave non-profitable customers to competitors
% of sales
Customer profitability0
11. 11
CBS Competitiveness Day
© Andersen & Ritter 2015
The ABC trap
- allocation of scarce resources
A BC
Decreasing
profitability
but increasing
additional sales
potentials
12. 12
CBS Competitiveness Day
© Andersen & Ritter 2015
Invitation til et forskningsprojekt
Skeptics
Cherry
pickers
Potentials
True
loyalists
Cowboys Time banditsNon-profitable Customers
Profitable Customers
Additionalsales
Loyalty
HEAT Growth Project: Harvesting Existing Accounts’ Turnover Potential
Profitabel toplinjevækst gennem mer- og krydssalg:
Optimeret udnyttelse af virksomhedens eksisterende kundebase
Projektet er delt op i 4 faser fordelt på kompetenceudvikling og erfaringsdeling på fællesmøder
med deltagelse af de øvrige deltagere samt på individuel coaching i egen virksomhed.