CRM的基本精神與實施 by馬智宏

一、 何謂客戶關系管理（CRM）？
◆CRM是英文Customer Relationship Management的縮寫。
◆CRM就是以現代信息技術為手段，以客戶為中心，以最大限度滿足客戶需求為目的，對企業的市場策略、各部門的功能職責、工作流程進行重新設計，從而使企業收益最大化的一系列的設計過程。

二、 為什麼要開發客戶關系管理(CRM)？
目前企業的競爭已經從產品質量、價格的競爭逐漸轉變為服務的競爭，這種競爭呼喚CRM。
1. Internet 改變了傳統的商業模式
(1) 客戶接觸方式
(2) 銷售方式
(3) 客戶服務方式

2. 客戶的期望值和需求越來越高
(1) 更好的產品與服務
(2) 隨時隨地的訪問
(3) 更便捷、更快速…

3. 短缺經濟向過剩經濟過渡

4. 壟斷經營向市場經營過渡

5. 從產品銷售轉向關系銷售

6. 3P(Product, Pricing, Promotion) aCRM

7. 永遠的商業驅動力

三. 客戶關系管理（CRM）的基本精神
(1 )什麼是客戶關系管理的基本精神？
方便(convenient)、親切(care)、個性化(Personalized)、立即回應(Real-time)即縮寫為CCPR(1) 讓客戶更方便(Convenient)要讓客戶更方便、更容易地取得企業的服務，就象住宅巷口的小店，想要什麼東西和服務可以隨時取得。

(2) 對客戶更親切(Care)這一點特別要注意。在實施CRM的過程中，如果過分重視科技和自動化，使得企業與客戶接觸的界面成了冰冷的自動販賣機，這就糟了。應該是人的"用心"和高新科技的結合，使顧客感到更親切。

(3) 個性化(Personalized)企業要把每個客戶當作一個永恒的寶藏，而不是一次交易，因此，必須了解每一個客戶的喜好與習慣，并適時提供度身定制的個性化服務。

(4) 立即回應(Real-time)企業對於客戶行為，必須透過每次接觸不斷學習，并且很敏感地立即回應。

四. 客戶關係的基本知識
1. 客戶關係的類型
(1) 基本型：銷售人員把產品銷售出去就不再於客戶聯係（賣冰棍）

(2) 被動型：銷售人員把產品銷售出去并鼓勵遇到問題或有意見時和公司聯繫（賣手機，移動通訊服務）

(3) 負責型：銷售人員在產品售出後聯繫客戶，詢問對產品和服務的意見，使之更符合客戶需求（賣電腦）

(4) 能動型：銷售人員不斷的聯系客戶，提供有關改進產品及服務要求信息（賣Unix服務器）

(5) 伙伴型：不斷的和客戶共同努力，幫助客戶解決問題，實現共同發展（賣解決方案）

五. 如何實施CRM？ 五步曲
1. 統一思想認識，建立相應項目組織機構；
2. 明確企業戰略（定目標，找差距、尋類比）；
3. 組織構架重組（以客戶為核心，市場為理念調整部門職責）
4. 調整工作流程（依據新構架，調整相適應的工作流程）
5. 選擇CRM軟件（新的工作流程需要先進的流程管理/客戶關係管理工具來支持）

六. 實施步驟 分為兩個階段：
第一階段：準備階段：對CRM業務流程和信息系統進行診斷；
第二階段：實施階段：按"五步曲"進行

七. 項目成功關鍵因素
1. 最高管理決策層的堅決支持；
2. 各部門的密切合作，理解和支持；
3. 業務管理人員的直接參與；
4. 業務骨幹的全時參與；需要業務骨幹的全時全程參與，并保持連貫性，避免頻繁換人。
5. 全員參與和上下的溝通。注意CRM體係建設理念在整個企業範圍內的溝通，形式可以有內部溝通雜誌，郵件，研討會等，以及時獲得反饋，使實施航運公司的CRM建設成為整個企業共同關心的問題。

八、 客戶關系管理的目標
1. 提高經濟效益
(1) 提高市場競爭力
(2) 留住老客戶，拓展新客戶
(3) 關注和發現利潤區

2. 密切客戶關係
(1) 與客戶成為伙伴型關係
(2) 進而結成客戶聯盟

3. 提高客戶的滿意度和忠誠度
(1) 提供多個渠道的客戶服務方式：網絡、電話呼叫、上門服務等，為客戶提供最大的方便；
(2) 加快客戶請求的響應時間；
(3) 為所有客戶需求建立一致性的聯系方式
(4) 針對性的客戶

九. 項目實施的成功經驗
1. 組織要落實
2. 計劃要落實
3. 經費要落實
4. 技術要落實
5. 監督和反饋要落實

Embracing New Media To Reach Customers By Chuck Sink

Social networking sites like Facebook, Twitter, LinkedIn, My Space and others are a new frontier in marketing opportunities. People offer demographic information online that can be used by sales and marketing people to target precise audiences in an intimate and familiar setting. But best practices are still yet to be defined.

As traditional media continues to lose audiences, businesses are increasingly focused on new media formats, such as Twitter, Facebook and LinkedIn, to connect with customers. The goal should be to reach your precise target audience.

New media allows marketers to activate the interested and turn them into campaigners for products and services. Advocates drive success. You may have the shiniest needle in the haystack, but without help, few will notice your podcast, blog, or Flash-enhanced Web site.

Once noticed, however, the best in any category will be discussed among the most passionate talkers and bloggers in that field. The trick is to learn where those people "hang out" and give them some-thing worth talking about (and forwarding to fellow aficionados).

Viral Marketing
How do you make viral marketing work for you? A good example is the Blendtec blender. The company's home blender sells for about $400 retail--a huge premium considering that most decent blenders sell for about $50. This is one tough blender, though. Tom Dickson, CEO of Blendtec hadn't even heard of YouTube in late 2006 before his marketing manager, George Wright, decided to try a viral marketing stunt by posting a few homespun videos on the Internet. Dickson actually became the main character in the "Will it blend?" videos.

In a matter of weeks, spending under $100, Blendtec generated rabid interest in its blender and increased sales dramatically because millions watched the company's YouTube videos.
The viral campaign worked like magic. Thousands of people rushed out to purchase a $400 Blendtec when a $39.95 Hamilton Beach blender would make just as fine a smoothie. In 2006, Blendtec sales were well under $10 million. By 2007, Blendtec sales exceeded $40 million. That astronomical growth resulted from giving the marketplace something unique, compelling and remarkable (as well as funny) to spread around.

E-Mail Marketing
E-mail marketing is almost like free direct mail. I'm a traditional salesman by trade, building business by cold calling, appointment setting, presenting, and bidding. That is the old way. Firms that make effective use of e-mail marketing may find they rarely make cold calls because they're too busy helping prospects and clients who call them instead. Your firm's e-mail list needs to be a high priority and treated like gold. An electronic newsletter can deliver high value to customers and potential customers. Request permission of every business contact to send them a newsletter and rarely use the list to promote yourself. Deliver value-based content that readers can use. They will remember this when in need of your services.

Here I Am!
Smart companies are shifting marketing dollars to the precise marksmanship of search engine marketing campaigns and search engine optimization (SEO). Organic search engine optimization is a complex process of convincing Google, Yahoo!, MSN or other search engines that your Web site is among the most relevant and respected sources to find information or products by key word searches. The search engine's goal is to deliver the most relevant and prominent Web sites to those conducting a search.

Effective SEO requires good key word strategy, consistent analytics, resubmission and reciprocal link-ability with other relevant sites. A relatively modest monthly or annual investment in a Web administrator's time or a paid SEO service can help move your Web site search rankings up significantly enough to be found by that precise target audience.

My Space or Yours?
Social Networking sites like Facebook, Twitter, LinkedIn, My Space and others are a new frontier in marketing opportunities. People offer demographic information online that can be used by sales and marketing people to target precise audiences in an intimate and familiar setting. However, the bounds of appropriate contact with Facebook and other sites' users are still in question and best practices are yet to be defined. There are paid advertising opportunities on many of the social networking sites that can be effective with results that are easy to measure and track. Many organizations are having great success interacting with their target audiences by courting an active group of followers and having a constant discussion going on their pages.
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Meeting Economic Challenges with Customer Relationship Management Strategies

零售業經濟衰退下的生存策略：客戶關係管理

Content:
1. Introduction
2. Business Strategies for a Slowing Economy
3. CRM Strategies for a Slowing Economy
4. Shoring up the top line by increasing market penetration
5. Addressing the expense lines by emphasizing high-ROI investments
6. Reality Check: Managing CRM Investment Under Tight Budget Conditions
7. CRM System Case Studies

Introduction

New initiatives are often the first victims during times of economic stress, whether those difficulties are at the company level or come from the broader economy. Those cuts can be short-sighted, since new initiatives may be exactly the game-changers a company needs to pull it through hard times.

A prime example would be customer relationship management (CRM) initiatives. CRM strategies-whether new to a company or already installed-can make some critical differences that help a company survive economic setbacks.

Of course, the temptation to put off projects like installing CRM software is understandable when economic conditions are tight. New capital investments may be unpopular, and training initiatives to advance CRM adoption may be seen as stretching already strained resources. Even so, if a company were to analyze strategies for not only surviving a downturn, but possibly even benefiting from one, it may conclude that investment in a CRM system is an important component of a plan to return to economic health. This white paper will examine some basic business strategies for economic downturns, and discuss where a CRM emphasis fits into those strategies.

Business Strategies for a Slowing Economy

An economic slowdown may squeeze a company’s bottom line, but the cause generally can be traced to the top line of the financial statement, i.e., revenues. Despite this, the knee-jerk reaction when times are tight is to attack the expense lines of the corporate budget. While cutting expenses can provide temporary relief to the bottom line, it can also precipitate a downward spiral. A problem starts with shrinking revenues due to a contracting economy or market. The company cuts expenditures to preserve the bottom line, and as a result, diminishes its resources. These diminished resources lead to further revenue declines, so the pressure on the bottom line only becomes greater. A new round of expense cuts repeats the process, until the company is sliding toward bankruptcy.

While expenses should be scrutinized during a downturn, they should be cut with a surgical approach that targets fat rather than muscle. Moreover, since revenue shrinkage is generally the root cause of declining earnings during an economic slowdown, that aspect of the company’s finances should not be ignored.

Therefore, the following are some basic concepts for addressing both top-line and expense issues during a downturn:
‧ If top-line growth reflects a shrinking market, a potential solution is to increase penetration of that market. In other words, there are times when the only way to grow or even preserve revenues is to capture a bigger slice of a shrinking pie. Two ways of doing this are to pick up market share at the expense of weaker competitors, and increase penetration of existing customers.
‧ As for the expense line, it should be scrutinized based on return-on-investment (ROI). The vulnerability of earnings to a downturn is in inverse proportion to profit margin. For this reason, low-ROI expenditures should be targeted for cutting, but high-ROI expenditures should be preserved-or ramped up.

CRM Strategies for a Slowing Economy

Where do CRM systems fit into these business strategies for a slowing economy? The next economic downturn will give business leaders a chance to pioneer answers to that question.

According to the National Bureau of Economic Research, as of 2008 there had been only two official recessions in the preceding 25 years. One was from July 1990 to March 1991, when CRM software as we know it today did not really exist. The next was from March 2001 to November 2001, when CRM software was still going through its adolescent growing pains. According to a 2001 Gartner study, at that time some 55 percent of CRM projects had not yet met corporate expectations, and of course, CRM penetration was much lower then than it is today. Since then, CRM software capabilities have become more robust, delivery options have become broader, and recognition of the potential of CRM systems has become greater at both the executive and rank-and-file levels.

In short, the next economic downturn will define how CRM strategies can help in a slowing economy. Therefore, companies which are quick to realize the potential will have a jump on the competition. If, as described in the previous section, two fundamental business strategies in a slow economy are to increase market penetration and emphasize high-ROI investments, CRM systems may be able to help significantly:

1. Shoring up the top line by increasing market penetration. CRM systems can be used to increase market penetration in a couple of ways. One is to pick up market share at the expense of weaker competitors. When market data is gathered for entry into the CRM database, a key field should be the existing vendor or service provider for each potential customer. Economic downturns will bring news of service cutbacks and even bankruptcies. Using the CRM system to target customers of those troubled companies will put information in front of those customers right when they might be needing to make a change. Also, CRM systems can be used to increase customer penetration. Every service call can be turned into a cross-selling, up-selling, or at least a re-selling opportunity. Having access to as much information as possible about the customer during service calls will help representatives spot opportunities for additional sales to increase penetration.

2. Addressing the expense lines by emphasizing high-ROI investments. There are several examples of how CRM software can enhance ROI, but here are just three of them. First of all, CRM reporting capabilities can save significant labor hours in compiling reports. Standard reports can be available at the click of a mouse, and custom reports can be configured with little trouble. Second, CRM software can be used to automatically launch e-mail campaigns, saving not only labor but the cost of materials and postage that traditional mailings would incur. Finally, CRM systems can be used to enhance sales force productivity. Activity levels can be monitored on a timely basis, so any sub-standard efforts can be addressed appropriately. For representatives with sufficient activity but poor closing ratios, sales force automation techniques can be used to try to improve performance. According to a Harvard Business Review study, companies taking a more systematic approach to sales can see average productivity rise by 30 percent, with the most dramatic increases coming from the bottom-quartile producers.

Reality Check: Managing CRM Investment Under Tight Budget Conditions

The potential of CRM systems to help during a downturn may seem enticing, but tight budget conditions may demand a reality check. There are times when companies just don’t have the cash flow for new capital expenditures, even when they know those expenditures will enhance their business in the long run. However, the emergence of Software as a Service (SaaS) delivery has lowered the barrier to many new technology initiatives, including CRM.

Hosted CRM systems, in which the vendor houses and maintains the software and the data storage, have been a leading example of SaaS delivery. Hosted CRM systems drive down initial cost by eliminating the need for software installation and data storage capacity. They also minimize ongoing system administration costs. Finally, by providing instant scalability, hosted CRM systems help a firm adapt to the ups and downs of economic cycles.

While some companies may find it preferable in the long run to bring the CRM system on-site, hosted CRM systems are an option which can make CRM software more accessible under weak economic conditions.

CRM System Case Studies

The following are a few examples to illustrate some of the principles described so far in this paper:

‧ By training its sales force on Maximizer’s CRM system, Staffco, a manufacturing sales company, was able to automate reports that previously had to be compiled manually. The result was a savings of 30 hours per week in labor.

‧ By using NetSuite’s web-based tools, Virgin Money Australia avoided a large capital expenditure during a financially sensitive period when it was trying to penetrate the market.

‧ Commercial real estate firm Richards Barry Joyce & Partners realized dual efficiencies from its ACT! by Sage CRM. The firm has cited the cost effectiveness of ACT! as one of the product’s merits, and because it could transition seamlessly to upgraded versions, its CRM capabilities were readily scalable.

Conclusion

Given the potential for customer relationship management systems to increase top-line productivity while enhancing return on investment, perhaps the question should not be whether a company can afford to pursue these systems during a downturn, but whether it can afford not to invest.

Sources

ACT! by Sage

BusinessWeek, Spring, 2006 Making Sense of Sales

CRM2Day.com

Forbes, May 21, 2008, Powerful Enterprise Software Small Biz Can Afford

Harvard Business Review, September 2006 The New Science of Sales Force Productivity

Maximizer

National Bureau of Economic Research

NetSuite

New York Times, November 13, 2007, Software for Rent

About the Author

Richard Barrington is a freelance writer and novelist who previously spent over twenty years as an investment industry executive.

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