The document discusses transforming external relationships with customers through demand-driven supply chains enabled by information technology. It emphasizes the importance of customers, segmentation of customers based on their value contribution, and using IT to better serve customer needs through electronic catalogs, customer self-service systems, and effective channel management.

1. Transforming external relationships with customers P A E T R H C 7 報告者 : 964201055 黃元奎 964201059 賴靜文 指導老師： 蔡文賢老師 陳炫碩老師 許秉瑜老師

2. Transforming external relationships with customers P A E T R H C 7 The importance of customers The concept of a demand chain IT-enabled demand chains Electronic catalogues Customer self-service systems Channel management

3. Transforming external relationships with customers P A E T R H C 7 Business intelligence, data warehousing and data mining Customer relationship management Thinking strategically Case study

4. The importance of customers Sam Walton (CEO of Wal-Mart) There is only one boss. The customer. And he can fire everybody in the company…

5. The importance of customers 消費者的改變 充分的 產品資訊與知識 產品的 轉換成本低 價值敏感度高 偏好改變更快 要求快速回應

6. The importance of customers 供給與需求的改變 缺乏的不是產品，而是顧客 汽車廠每年可生產７５００萬輛 ＞市場所需的４５００萬輛 EC 上成千上萬找不到消費者的商店 上百個找不到觀眾的有線電視頻道 如何吸引消費者的注意力

7. The importance of customers 企業內不同的顧客對企業價值的貢獻差異很大 80-20 法則 Shereden 的 80-20-30 原則 企業價值 顧客 30% 50% 80% 20% 80% 20%

8. The importance of customers 企業內不同的顧客對企業價值的貢獻差異很大 信用卡２０年老顧客的流失率為第１年顧客的五分之一 信用卡新顧客第１年大部份平均皆為虧本生意 銀行新顧客占總資產的３０％，但占壞帳損失的７０％

9. The importance of customers 顧客區隔（ Customer Segmentation ） Potential customer Former customer customer Loyal customer 不要把重點放在只有貢獻一元的１００萬個顧客身上 而要把重點放在能夠貢獻１００萬的那一個顧客身上 Costs Benefits

10. The importance of customers 顧客區隔（ Customer Segmentation ） 信用卡公司平均每位顧客帶來的利益 10 50 0 -50 -100 -150 -200 0 1 2 3 4 5 6 Year Profit/customer

11. The importance of customers 顧客區隔（ Customer Segmentation ） 信用卡公司平均每位顧客帶來的利益累計趨勢 Year Profit/customer

12. The importance of customers 忠誠顧客的重要性與貢獻 獲取一位新顧客的成本為維繫一位老顧客的５～１０倍 為什麼保留顧客的忠誠度可以為組織帶來更多的利益？ 帶來新的顧客 會購買更多的產品和服務 較不具價格敏感度 較少的管理成本

13. The importance of customers 忠誠顧客的重要性與貢獻 顧客的取得成本 信用卡 DM 回應率為２％～３％ 吸引１０００位新顧客 發行３～５萬份 DM 新顧客信用評估、發卡 每人的取得成本為５０００美元

14. The importance of customers 忠誠顧客的重要性與貢獻 基本利潤 顧客支付的產品服務價格大於公司的成本部分 老顧客的存續時間長、買得多

15. The importance of customers 忠誠顧客的重要性與貢獻 顧客平均營收成長率 交叉銷售 (Cross Sell) ：吸引老顧客來採購公司其他的產品 進階銷售 (Up Sell) ：向顧客促銷本公司更新、更好、更貴的同類產品

16. The importance of customers 忠誠顧客的重要性與貢獻 營運成本 顧客的開發本與保留成本 財務規劃師對新顧客所耗費的時間老客戶的５倍 電腦軟體公司客服中心 (Call Center) 的７０％的電話皆來自新顧客

17. The importance of customers 忠誠顧客的重要性與貢獻 口碑推薦 一個滿意的顧客平均會向 5 位朋友推薦 企業訓練出來的業務員

18. The importance of customers 忠誠顧客的重要性與貢獻 溢價優勢 老顧客價格敏感度較低 新顧客易受其他品牌降價的影響

19. The importance of customers 顧客滿意度 ( Customer Satisfaction ) 沒有顧客滿意度，則不可能有顧客關係、顧客忠誠度、顧客獲利率 不滿意的客人，很難會再光顧一次 不滿意的顧客，９０％是不會再回來消費的

20. The concept of a demand chain 需求驅動的供應鏈 推式 模型 （建立庫存後銷售） 預測或產品需求的最佳猜測 產品是被「推向」顧客 拉式 模型 （需求驅動模型或接單後生產 ） 實際顧客的下單或購買成為驅動供應鏈的事件

21. The concept of a demand chain 需求驅動的供應鏈 Manufacturer Supplier Distributor Retailer Consumer Supply chain perspective Product/service flows Customer demand flows Demand chain perspective

22. IT-enabled demand chains 供應鏈管理及高效率的顧客回應系統 數位化公司 供應商 零售商 消費者

23. IT-enabled demand chains 供應鏈管理及高效率的顧客回應系統 Wal-Mart 因為低價位及良好的上架、補貨系統成為美國零售業的領導廠商 顧客購買貨品 記錄每一項 售出商品的條碼 訂單彙整 訂單資料 供應商 結帳 自動銷售終端機 威名百貨總部的中央電腦 各零售店 銷售與存貨資料

24. IT-enabled demand chains 供應鏈管理及高效率的顧客回應系統 零售產業的營運成本平均占銷售的 20.7% Sears 則將銷售所得的 24.9% 來支付各項費用 威名百貨僅用收入的 16.6% 來支付費用

25. Electronic catalogues Baxter International 公司的零庫存及訂單系統 提供了美國醫院所需的藥品將近三分之二的品項 利用院內的桌上型電腦，透過專屬的軟體或是網站的方式，連結至 Baxter 公司的電子目錄 自動產生送貨單、帳單、發票及存貨資訊，提供顧客預期送貨的日期 Baxter 在美國設立超過８０個配送中心 不再是把一箱箱的藥品送到收貨區然後入庫 直接送到醫院的走廊 Baxter 就像是醫院的倉庫 -- 醫院可以做到「零庫存」

26. Customer self-service systems 企業在傳統上，人員只在交易與有維修服務需求的時候與客戶互動 IT 的支援 ，與顧客「雙向互動」 Amazon 在網站上搜尋特定的書本 看書本的摘要和目錄還有價格 在線上下訂單和付款 對已訂購的書本做追蹤查詢 利用客戶的購買資訊，對客戶做進一步的產品推薦和建議做附加的購買 做進階和交叉銷售

27. Customer self-service systems 使用網站和電子郵件來回答顧客的問題 網頁上的顧客 自我服務應用程式 可以為公司大量節省成本 航空公司 已經建立可以讓顧客查詢航班的到達和起飛時間、座位表與機場後勤支援，檢查飛行里程和線上買票等資訊的網站 UPS 的顧客利用網站來追蹤貨運、計算貨運成本、決定運送時間及安排包裏提領 （ FedEx ．．． ） 整合網路和客服中心 -- 以電話或其他方式回應客戶服務問題 ,ex: 按就講

28. Customer self-service systems

29. Channel management 去中間化 (disintermediation) 的問題 因為 Internet 的科技，使得製造商採取直接銷售的 EC 通路 (Direct Sell) 而去除了傳統中間商 ( 包括仲介商、代理商、批發商、零售商 ) 的現象。 製造商 批發商 零售商 顧客 直接銷售取代通路商 $35 $30 $40 $50

30. Channel management 反對去中間化的理由 消費者需求觀點 ：一站購足 (One Stop Shopping) 交易成本的觀點 ：中間商可替顧客先行篩選品質、聲譽好的產品、負責賠償損失來保障消費者的權益、降低消費者風險並提供實體的運送安裝與維修的方便服務等 製造商的意願觀點 ：製造商有其重要的核心能力需要其去專注發展 通路衝突的觀點 ：傷害到原來穩定獲利的通路模式與夥伴

31. Channel management 再中間化問題 e 化時代資訊仲介商 (Infomediary) 的出現 例如： e 化的人力仲介 傳統的中間商受到 e 化仲介商的打擊，而產生被去中間化的現象 傳統的中間商由於掌控長期累積、不容易模仿的重要互補資產

32. Channel management 虛實合一的各種通路策略 Nicolemiller.com 服飾店 ：在網路上提供各種高級服飾的資訊，但消費者只能在店面試穿與採購。 Home Depot 家用工具的消費者可在線上進行所有的活動，包括配送到家；也可隨意地互換虛實通路，例如在線上訂購但到店面取貨。

33. Channel management 通路衝突的問題 打擊到原有的實體通路或合作的通路商 激起通路商的抵制與反擊 Levi’s 牛仔褲公司 -- 面對通路衝突大通路商 J.C. Peny 的強大抵制

34. Channel management 面對通路衝突的問題 依顧客區隔來劃分通路 ： PC 廠商以大型企業及中型企業為 EC 的直營客戶，而仍保留通路商來服務個人工作室、家庭、辦公室與一般消費者 依產品劃分通路 ：量身訂製、高級、獨特的服飾，由實體商店專人服務，而屬一般的標準型服飾則可放置於 EC 上大量銷售 新品牌 ：寶鹼 (P&G) 在線上以 Reflect.com 的品牌販售高級量身訂製的化妝品，而與原有傳統的清潔用品有所區別 重新定義通路商的角色 ：英國汽車業的 Vauxhall 公司由製造商直接線上接訂單，而通路商則轉型扮演展示、測試、裝配、維修產品的角色

35. Channel management 面對通路衝突的問題 訂單轉給通路商： Levi’s 與 Maytag( 美泰家電 ) 在 EC 上只進行促銷活動，而採購仍轉給通路商 放棄： 線上不銷售原有通路商的產品，而轉為發展其他新產品或服務。 企業也應有下列的思考 你不淘汰沒效率的自己，則換別人來淘汰你 線上所吸引到的顧客常不同於原有的通路：例如《紐約時報》

36. Channel management 通路管理系統 (Channel management systems) 通路計畫管理 (Channel Planning Management) 記錄與儲存所有合作通路夥伴詳細的 Profile 控制廠商案源 (Lead ，亦即有潛力、有興趣的顧客 ) 的指派 系統並可過濾出最適合的合作夥伴 透過線上學習的方式來訓練教育通路夥伴 案源 ( 潛在顧客 ) 管理 (Lead Management) 發現一個潛在的顧客或購買機會時，將案源傳遞至每個處理流程中最適當的負責人

37. Channel management 通路管理系統 (Channel management systems) 銷售生產力工具 (Sales Productivity Tools) 強化通路商各項行銷、銷售、服務的知識與資訊 協助其完成更多的銷售數量，與提供更好、更專業的服務 即時回應顧客的問題 透過通路夥伴，蒐集各個市場的意見與資訊 需求預測 (Forecasting) 需求預測的可靠度便極度依賴通路夥伴對市場需求資訊的收集與處理

38. Case study The General Insurance Company of Australia(GICA): A CRM story 澳洲最大的房屋和汽車保險商 銷售團隊遍佈於澳洲的各個城市，市中心和鄉村 每年有１億兩千萬的營業收入和兩千伍佰萬的利潤

39. Case study The General Insurance Company of Australia(GICA): A CRM story 收益一年下跌１％到２％ 愈來愈多的大型的保險公司形成激烈的競爭 IT 的創新和改變，是 GICA 所缺乏的 缺乏顧客服務的創新 成立 CRM 團隊

40. Case study The General Insurance Company of Australia(GICA): A CRM story The CVI ‘Customer 1’ implementation 顧客關係管理和自動化行銷的一套系統 行銷活動管理系統 -- 推銷部門的直銷部份為主 銷售資訊系統 -- 銷售部門的行動計算

41. Case study The General Insurance Company of Australia(GICA): A CRM story The CVI ‘Customer 1’ implementation 行銷活動管理系統 -- 幫助管理銷售活動 自動回覆 e-mail 直銷決策和活動進行評價 銷售資訊系統 -- 遠距離的完成銷售業務 裝配小型行動計算裝置 上傳下載適當的銷售和顧客資訊

42. Case study The General Insurance Company of Australia(GICA): A CRM story The CVI ‘Customer 1’ implementation 銷售人員產生抗拒 系統難以學習和使用 難於配合他們已建立的銷售程序 銷售收入增加 5% 一年之後銷售沒有增加 銷售員要求停止這個系統

43. Case study The General Insurance Company of Australia(GICA): A CRM story The review of the CRM initiative – view 1 成本的增加，沒有較好的銷售收入為前期必然現象 行銷活動教學 ，改變銷售活動管理程序 企業流程創新 新的訓練和推動講習 新的獎勵機制

44. Case study The General Insurance Company of Australia(GICA): A CRM story The review of the CRM initiative – view 2-1 整個 CRM 的方法是錯的 CRM 是關於顧客的，不是 IT 產品和服務的顧客價值 改進公司的價值 GICA 需要更顧客導向

45. Case study The General Insurance Company of Australia(GICA): A CRM story The review of the CRM initiative – view 2-2 一個汽車保險顧客 家庭保險和健康保險顧客 交叉銷售 資料倉儲 去除公司的產品導向企業流程

46. Case study The General Insurance Company of Australia(GICA): A CRM story The review of the CRM initiative – view 3 我們是否真的需要這麼做 同意要更著重顧客 後勤部門的 IT 獲得利益，讓銷售流程更有效率 交叉銷售 著重顧客面的訓練課程 為何要毀壞這些被證明為成功的產品作業結構

47. Case study The General Insurance Company of Australia(GICA): A CRM story The review of the CRM initiative – Wayne Bennett 會議裡沒有有效的方法來建立 CRM 尋求顧問諮詢公司 對於建立 CRM ，你會怎麼建議 Wayne Bennett ？

48. Case study What would be your advice to Wayne Bennett regarding the CRM initiative? 保險靠公司形象、聲譽及顧客的信任才能永續經營 對客戶誠信與責任的承諾 保險與顧客互動的主要原動力是人為因素 -- CRM 系統盡量以業務人員、互動式ｅ化及ＩＴ來執行 要求高階主管參與ＣＲＭ的討論並獲得支持

49. Case study What would be your advice to Wayne Bennett regarding the CRM initiative? 加強 Data Mining 做顧客區隔，分析配對產品服務。 有潛力顧客 收入豐厚保障很低的客戶 經濟狀況良好收入高且穩定者 目標客戶的專案商品行銷 業務人員的教育訓練須加強 業務人員的落實程度不足 保險業的業務頃向投資型保單的經營

50. Case study What would be your advice to Wayne Bennett regarding the CRM initiative? 流失的保戶資料管控 行銷活動要和顧客的需要連接起來 讓全體員工對 CRM 達成共識，迅速導入 企業焦點從產品轉至顧客身上 整合各介面訊息到同一個資料庫，整合各事業體的客戶訊息，交叉運用與結合。 隨時改善顧客抱怨的處理系統

51. Case study What would be your advice to Wayne Bennett regarding the CRM initiative? 南山人壽電話客服中心，為不使消費者花費過多時間於電話的層層轉接，結合全省保戶服務、保單行政、收費管理、保戶申訴等部門及業務人員，籍由先進的客戶關係管理電腦系統資訊整合及追蹤，由客服中心（ Call center ）照會全省的服務品質，期盼一通電話即能滿足消費者的需求。

52. Case study What would be your advice to Wayne Bennett regarding the CRM initiative? 電話客服中心 (Call Center) 掌握客戶來電資料 增設電話行銷 充份利用客戶基礎的資料庫處理客戶服務 潛在客戶的發掘 加快服務速度 -- 電腦電話整合系統 (CTI) 網上客服人員 -- 呼叫線上客服專員 語音系統 -- 隨時按０、查詢率最高

53. Case study What would be your advice to Wayne Bennett regarding the CRM initiative? 電話客服中心 (Call Center) 為業務人員代勞很多客戶服務電話 建立完備的客戶資料庫 Data warehouse

54. Case study What would be your advice to Wayne Bennett regarding the CRM initiative? 電話客服中心 (Call Center) 從網路上買了南山人壽的保險 －－立刻建立資料庫 打電話到南山人壽客服中心 －－了解基金理財的內容 用傳真要保書 －－為子女購買壽險 e-mail 通知增加先前購買的保額 最後都透過南山人壽 Call center 的電腦來做整合 對客戶作出一致的行動方案

55. Case study What would be your advice to Wayne Bennett regarding the CRM initiative? 客戶王小姐出國回來赫然發現她信箱中有南山人壽寄來保費逾期未繳催告單，才記起出國前忘了繳保費，以為保險停效了，焦急的王小姐心裡嘀咕著怎麼保險業務人員沒提醒她，很生氣打電話到南山電話客服中心 (Call Center) 查詢。

56. Case study What would be your advice to Wayne Bennett regarding the CRM initiative? 運用 CRM 系統快速化解誤會 依其個人基本資料快速在電腦系統中查出記錄 業務人員簡經理聯絡王小姐多次 年繳自行劃撥件 建議適合的繳費管道 即時聯絡業務人員與追蹤 去電簡經理，請簡經理即刻為王小姐服務 追蹤處理狀況 進行再次行銷 -- 通知原業務人員到王小姐家中辦理加保

57. PRM Case Study Partner Relationship Management Yamaha Marketing Management Information System (YMMIS)

58. YMMIS Manages the relationship between YAMAHA and it’s downstream member Assist retailers to build up the CRM system with terminal customer Consist of 3 B2B system and 1 B2C system

59. YMMIS cont’ B2B eSale Manages orders, sales, and inventory eService Manages market claim and quality SPONS (Spare Parts Online System) Platform that helps to exchange parts with retailer and real-time part selling monitor B2C eMotorShop Record transactions of customer, increase custom satisfaction

60. CRM definition Abbreviation of “Custom Relationship Management” CRM is a combination of business process and technology that seeks to understand a company’s customers from the perspective of who they are, what they do, and what they like.

61. Significance of CRM CRM represents substantial investment, and care needs to be taken that organizations achieve reasonable returns on these investments and feel that adequate business value is being delivered. CRM represents a movement away from a production-centric to a customer-centric organization

62. Perspectives and tenets of CRM Concern developing individualized and personalized relationships with each customer Gain experience and information through this relationship and thereby to improve on the goods and services CRM is not all about technology . Strategy, organization orientation, and customer service delivery are all essential ingredients in CRM

63. Perspectives and tenets of CRM Previously, providing outstanding customer service based on personal contact can prove to be very expensive and is resource intensive The support of the application of sophisticated IT and the Internet enables interactions with customers to be conducted more cheaply and easily

64. Perspectives and tenets of CRM CRM does not imply that an organization should attempt to meet the needs and demands of all customers nor that all customers are equally valuable Find the most valuable 20% customers Good CRM initiatives might also recognize that an unprofitable customer might be an extremely profitable customer at a competitor organization

65. Perspectives and tenets of CRM Five major tenets: Customers must be regarded as assets Customers will exhibit their differences Not all customers are equally desirable Organization can tailor their product and service portfolio to customers according to contribution from customer IT and Internet-based technologies are both enablers and facilitators

66. Shifts in marketing activity The emphasis in marketing activity shifts from the acquisition of new customers towards the retention of customers and building their loyalty over time

67. Role of IT in CRM Interactivity Database technologies Mass customization technologies

68. Database technology Data Warehouse OLAP (Online Analytical Processing) Data Mining

69. Data Warehouse Data warehouse is a historical database that was extracted, cleaned, aggregated from specific themes.

70. Data Warehouse (cont’) Integrated Collect and formulate data from different source Subject-Oriented Historical Data Period, not all Read-Only data Store valuable data and append new data periodically

71. OLAP Online Analytical Processing Provides multidimensional , summarized views of business data and is used for reporting, analysis, modeling.

72. Data Mining An analytic process designed to explore data (usually large amounts of data - typically business or market related). Ultimate goal of data mining – prediction Three stages of data mining: Initial exploration Model building or pattern identification Deployment (i.e., the application of the model to new data in order to generate predictions).

73. Interactivity IT and Internet offers opportunities for interaction with the customer and for records to be kept of this interaction Track the session of each connection Time spent on each web page Browsing behavior Number of click-through from trading partners and associates, what customers are doing and viewing on the website

74. Mass Customization Technologies Personal portal Individualize products and services that offered to each and every customer Every new connection to the Internet from an organization’s perspective creates a potential relationship Organization can also learn from it’s customer Way to customize products for user and design new products

75. Mass Customization Technologies Learn about customers Data analysis Information and knowledge acquisition Customer differentiation Customization Products / services Communications Channels Prices interactions interactions

76. Mass Customization Technologies Amazon Entrance of personal portal

77. Mass Customization Technologies Related Trainings Related Products Related Tags

78. Mass Customization Technologies iGoogle Gadgets Dictionary and Translator Customized news Weather Report Google Services (Mail, Map and Calendar)

79. Benefits and challenges in CRM Customer’s perspective Customer self-service system Personalize and customize products and services Organization’s perspective Increase customer loyalty and retention rates Identification and retention of profitable customers Recognize and adapt the changing requirements and preferences Cost reduction

80. Does CRM apply in all organization? Customer valuations Ｉ ＩＩ ＩＩＩ ＩＶ Airlines Hi-tech firms Petrol stations Bookshop Highly differentiated Uniform Uniform Highly differentiated Customer need Suited Suited Suited

81. Critical success factors in CRM Having an appropriate business and customer strategy in place before deciding on CRM Understand the goal of organization Throwing technology at a problem does not necessarily solve anything Change management Organization structure, system, business process, skill, training, job description, performance, measurement, reward mechanisms are changed after adopting customer-centric strategy

82. Thinking Strategically People of IT: Which provides the best service to bank customers?

83. Thinking Strategically Cast introduction: Davenport Marketing manager of the Bank of Australia Dean CEO for the bank of Australia Kerensky Partner of ValuData

84. Thinking Strategically Profits of the Bank of Australia had plateaued in the last five years. Dean request Davenport to investigate the possibilities and value of the database marketing approaches of some other rival banks. Davenport investigate the event-based marketing approach of ValuData, a data warehousing vendor and consulting company

85. Thinking Strategically Massively Parallel Processing (MPP), an event-based Data Warehouse product of ValuData which can store and examine every banking transaction every day, every minute, even every second MPP can focus on special events such as the deposit of large and significant amount of money from a customer

86. Thinking Strategically Davenport was not impressed in MPP. Because ‘All we need, is to know our wealthy customers – those who really contribute to revenue and the bottom line and then focus on them – offering them good, indeed premium service – that’s the key!’, Davenport said Classify customers into gold, silver and bronze levels

87. Thinking Strategically Kerensky doesn’t agree on Davenport’s approach. Kerensky’s suspect: Gold Gold Silver Bronze Silver Bronze Bank of Australia Rival Bank Shared Customers

88. Thinking Strategically Benefits of MPP: Watching transactions from apparent silver or bronze customer If a transaction contains huge amount of money, MPP will notice this unusual event and report to the manager Running about 400 campaigns a night instead of several a week

89. Thinking Strategically Davenport’s suspect: The MPP would drive our bank managers and call center personnel’s tasks and activities from this data warehouse IT director – Sharma’s suspect: This would be a large IT investment, how can we make sure it will be effective?

90. Thinking Strategically Question 1: Consider whether such an approach is a CRM approach. Could it be part of a CRM approach?

91. Thinking Strategically Yes, it could be part of CRM approach. In addition, there should be some extra services correspond to this MPP application. We should find out why our bronze level customer appears golden level customer of other rival banks. Find out the reason of why these customers contribute huge amount of profit in other banks than out bank

92. Thinking Strategically Question 2: Would you recommend that Dean should proceed with this investment? Why or why not?

93. Thinking Strategically Yes, if the MPP system can find out the potential customers and help decision making. Dean should proceed with this investment to break through the plateau situation. But this decision requires lots of IT investment. Can we reference experience of other user that uses MPP successfully?

94. Transforming external relationships with customers P A E T R H C 7 Thank you for your attention!