Post on 13-Apr-2017
May 08 Customers relationship Management
CRM : Customers Relationship Management
Sanaa TAZI SAOUD
May 08 Customers relationship Management
Definitions
«Managing the customers is a global approach which allows to create, maintain and expand the customer base »
CRM is not part of Marketing and Sales it is much widerCRM should not be relegated to information systemsCRM is a way of thinking and a way of managing relations with customersCRM requires to implement strategic plans CRM concerns all the company’s functions
May 08 Customers relationship Management
Definitions
CRM helps collect the data on the customers and on their consumption habits in order to analyze them and use them at all the company’s levels. CRM allows to understand the customers’ behavior and o predict their attitudesCRM allows to :
Conquer new customers Create customers portfolios carrying added valueTo understand the customers preferences
May 08 Customers relationship Management
Definitions
CRM allows to create high value added relations in a high tech environmentCRM manages the customer relations more effectively and allows to decrease the costs as well as by consolidating the product and services offerDon’t confuse strategy with technologyTechnology by itself doesn’t solve the problems The technology remains a tool servicing the company’s strategy and creating customer valueTo be successful you have to wonder
Who are your customers ? What do they want ?How to keep them ? Which information do we need to retain them ?
May 08 Customers relationship Management
The customers
There are beneficiary clients and others which are not
There are customers which give importance to long lasting relationships and other not
You need to be able to analyze the customer behavior
May 08 Customers relationship Management
Cultural Factors
Culture
Sub Culture
Buyer
Social Class
May 08 Customers relationship Management
Social Factors
Reference Groups
FamilyThe Roles
and the Status
May 08 Customers relationship Management
Personal Factors
Age, Family status
Life style
Occupation,
Financial Health
Personality and
self concept
May 08 Customers relationship Management
Psychological Factors
Motivation
Attitudes and beliefs
Perception Learning
May 08 Customers relationship Management
The Purchase Decision
Problem recognition
Information search
Evaluating the alternatives
Action : the purchase
Post buying behavior
May 08 Customers relationship Management
The fidelity
Richard Oliver 1997 : « a deep and regular engagement to purchase regularly a product or service more appreciate than the others however the circumstances are or whichever changing actions are undertaken, which can have an impact on the marketing proposition to create a behavioral change »
May 08 Customers relationship Management
The egg relation
Best customers
CRM strategy
The relationship is perceived as
highly profitable
High satisfaction on the customer
side
High fidelity
The relationship is highly valued by both sides
May 08 Customers relationship Management
The fidelity Diagram
Birth of the relation
Client conquest
Improvement of the relation
Fidelity of the customer
Strong couple
CRM
May 08 Customers relationship Management
Measuring the customers relationship
Example : Fidelity cards
The costs of acquiring customers are high and higher than those of maintaining customers
Customers rotation = clients kept / Total clients
May 08 Customers relationship Management
The fidelity map
Improvement of the relationship
Fidelity
Strong coupleCRM Strategy
Birth of the relationAcquiring customer
Improvement of the relationship
Fidelity
- +
-
+
Degree of faithfulness
Degree of profitability
May 08 Customers relationship Management
The Key Success Factors
Strong internal collaborationAll the employees must assemble a maximum of information on the customersThe CRM tools have to be easily accessible for the employees and the customersThere has to be feed back on the information used but as well the information reported has to be usedDon’t use high tech when low tech is enough
May 08 Customers relationship Management
The information
Too much information kills information
How can you get your way through so much information
There must be a specified objective to aim at and collect the information depending on this objective
May 08 Customers relationship Management
The profile Service / Sales Clients
1. Which CRM model are you trying to build ?
2. What is your current strategy ?
3. It does help to communicate with the others : 1. Sales is not CRM2. Customer service expend beyond the buyer (stakeholders)3. The sellers and the customer service are part of the same team
May 08 Customers relationship Management
Three Sales / Service Levels
Level 1 : The Initial Transaction
Level 2 : The repeated relationship
Level 3 : The customers advocates
May 08 Customers relationship Management
The Service / Sales Profil : The Pyramid
The customers advocates
The repeated relation
The Initial Transaction
May 08 Customers relationship Management
Le profile 2 : La sablier
Repeated Relation
Customers advocates
Initial Transaction
May 08 Customers relationship Management
Le Profile 3 : The hexagon
Initial Transaction
Repeated relations
Customers advocates
May 08 Customers relationship Management
The problems posed by the different profiles
The company risks to target only on part of the profile
May 08 Customers relationship Management
Managing the Initial transaction
Level 1 is like an auditionYou need to keep it easy
How can you make the customers understand you ? How can you synthesize the transaction ? How can you make the environment more agreeable and more welcoming ?
Capture the opportunity e
May 08 Customers relationship Management
The repeated relation
This level allows a maximum profitsThe individual customer
Tracing back the steps of the relationAllow for variationsLooking for opportunities to expand the relation
Many buyersEstablish a relationDon’t link the relations one with the otherCompute the total customer value
May 08 Customers relationship Management
Managing customer advocates
You need to know what is important to talk about
You need to know which are the changes that you need to talk about
Asking from customers advocates to share their recommendationsYou may ask satisfied customer to recommend youAssembling and distributing testimonies
May 08 Customers relationship Management
Choosing the CRM Strategy
Establishing a mission, a vision and a strategic path to follow, even if it takes time and effort, it remains very important for the companyThe enterprise needs a well routed strategy and as well for CRMTry o collect the existing strategies
At top management levelAt departments levels
Set operational objectivesAt top management levelAt departments levels
Select your partners and you coworkers
May 08 Customers relationship Management
Establish a CRM Strategy
The CRM strategy is established after many meetings where the concerned people share their views on which strategy to follow
In order to establish a strategy you need the employees’ adhesion
May 08 Customers relationship Management
Selecting the most appropriate strategy
Criteria 1 Criteria 2 Criteria 3 Criteria 4 Criteria 5
Strategy 1 √√
Strategy 2√ √
Strategy 3√ √ √
Strategy 4√ √ √
May 08 Customers relationship Management
Managing information on the customers
Assembling information on customersIt is difficult to collect information on customers some of them simply resistIt is difficult to gather accurate information, sometimes you only collect junkYou have to ask the correct questionsYou need to decide on which information o keep or notThe personal are those who collect the information for you, you need to keep them up to dateYou need to knwo which information you can share and which tou need to keep for youselfYou cannot share all the information (discrecy)
May 08 Customers relationship Management
Managing the customer relation : from fidelity to dependency
Step 1 : Acquiring new customers
Deploy the sales forceTraining the employeesDeploying MarketingKey Success FactorsBenchmarkingQuestionnaires
May 08 Customers relationship Management
Managing the customer relations : From fidelity to dependency
Step 2 : Fidelity
SegmentationPositioningProduct Strategies
May 08 Customers relationship Management
Managing customer relations : From Fidelity to dependency
Step 3 : Strategic Customer Relationship Management
Information TechnologyImplementing The CRM Tools
May 08 Customers relationship Management
The 5 pillars of Strategic CRM
Defining Homogeneous Profiles
Segmentation
Information Collection
Technologic Investment
Managing Customers
May 08 Customers relationship Management
The CRM
The customer relationship must be established along with objectives to be aimed at
Corporate ObjectivesDepartment ObjectivesFunctional ObjectivesIndividual Objectives
In the CRM, the customer by itself is the creator, the innovator, and its from the information collection that the marketing offer is crafted
May 08 Customers relationship Management
La place de la technologie
La technologie est un outil très intéressantLa technologie simplifie la collecte de l’informationLa technologie permet le traitement efficace des informationsIl faut pouvoir maîtriser la technologie utiliséeLa technologie à elle seule n’est pas suffisanteSeule une stratégie bien pensée et bien mise en place garantie le succès du CRM
May 08 Customers relationship Management
Les étapes de la mise en place du CRM
1 Mobiliser et convaincre l’équipe
2 Evaluer la disposition au changement
3 Segmenter la clientèle
4 Etablir le profil de vos clients stratégiques
5 Ecouter la voix du client
6 Analyser les points faibles
7 Mobiliser l’équipe chargée des comptes stratégiques
8 Définir un plan d’action stratégique
9 Assurer la formation des équipes
10 Mettre en œuvre des stratégies en prévoyant toutes les fonctions
11 Vérifier les résultats et effectuer les ajustements nécessaires
May 08 Customers relationship Management
Acquisition de clients et CRM
Identification de grands segments
Définition plus précise des besoins et des comportements des clients et de leur potentiel
Relation étroite et individualisée avec les clients
May 08 Customers relationship Management
Phase 1
Segmentation en fonction de la rentabilité et traitement des clients actuels
Analyse élémentaire de la clientèle avec une certaine influence sur les produits, canaux, tarifs, services et actions de fidélisation ou d’élargissement de l’offre
En général les entreprises sont à structures cloisonnées
May 08 Customers relationship Management
Phase 2
Gestion proactive des clients actuels et des prospects, au moyen d’une analyse de segments définis selon la rentabilité et les comportementsInformation transmise aux points de contacts avec la clientèle (agences, centres d’appels…) afin de modifier le service clientèle et le marketing
May 08 Customers relationship Management
Phase 3
Profondes transformation des stratégies processus, structures et systèmesHaute capacité de prévision, favorisant l’acquisition e nouveaux clients et l’élargissement de l’offreInfluence sur les stratégies des concurrentsEvaluation, mesure et perfectionnement systématique des stratégies et tactiquesAcquisition permanente de connaissances Réorganisation des structures traditionnelles
May 08 Customers relationship Management
Développement de nouveaux produits
Création Evaluation Test Lancement
May 08 Customers relationship Management
Facteurs influençant le choix de nouveaux produits
Tendances de marché
PESTEL
Recherche et Développement
Alliés et concurrents
Porter
Personnel
Clients
May 08 Customers relationship Management
Avantages d’un produit / service
Avantages fondamentaux
Caractéristiques
ConceptionPrix
PackagingFonction
Services avant vente
Service vente
Service en court de vente
Livraison
Service / conseilDisponibilité
Finances
Garanties
RéputationImage
Valeurs perçues
Marques Qualité perçue
Recommandations
May 08 Customers relationship Management
Critères du Clients
Informations PrixService
CommunicationQualité InternetRecherche
Distribution
May 08 Customers relationship Management
Critères de l’entreprise
Couverture du marchéPlanification des scénariosInsatisfaction des clientsNouvelles technologiesContrôleConflits d’intérêtRentabilitéSoutien