顯示包含「Marketing」標籤的文章。顯示所有文章
顯示包含「Marketing」標籤的文章。顯示所有文章

2/08/2011

Gartner: Four CRM trends to watch - and how your firm must respond

With CRM high on the agenda again this year, Gartner has outlined its CRM predictions for 2010 and beyond.
Gartner has forecast that customer relationship management will remain high on the agenda this year, as the analyst outlines its key predictions and advice for the CRM space.
According to the Gartner Executive Programs (EXP) 2010 CIO Agenda survey, attracting and retaining new customers will be the fifth biggest business priority for CIOs in 2010. And as a result, they are keen to explore how CRM technologies and processes can help them meet these goals.

Furthermore, the proliferation of social media tools has created new opportunities for businesses to engage with customers – though this will add another layer of complexity to organisation’s customer strategies.

"For most organisations, the single most logical way to differentiate the business is through great customer experiences, rather than having the lowest cost or most innovative products and services," says Ed Thompson, vice president and distinguished analyst at Gartner. "However, gaining a clear understanding on which specific customer-centric initiatives will prove decisive and merit investment will require coordination across departments."

Gartner has identified four key trends that it believes will emerge from 2010 and beyond and has provided its advice on how businesses should respond.

  • With the number of social tools expanding, marketers and customer service functions should focus on the three or four networks that will dominate specific languages. Facebook, for instance, will emerge as the number one social network in all but 25 countries by the end of this year, according to Gartner – but will not be the leader in India, China or Japan. "Facebook membership hit 300 million in September 2009, and is roughly doubling each year," says Thompson. "It is reasonable to assume that it will attain a membership of 600 million (including inactive accounts and a small number of users with multiple accounts) by the end of 2010 based on the trajectory in 2009."
  • With CFOs demanding greater marketing accountability, marketers must leverage marketing resource management (MRM) and enterprise marketing management (EMM). Through 2010, marketing budgets will remain flat in more than 90% of companies, despite a return to growth. Furthermore, CFOs are demanding increasing accountability from marketing departments, often exerting unprecedented pressure to link programmes to sales results and ROI. "As a result, marketing organisations will need to automate operational processes and learn how to leverage technology to measure areas previously left unmeasured, enabling them to do more for less and articulate business value," says Kimberly Collins, managing vice president at Gartner. "MRM will become a top priority for marketing organisations, and EMM will take on new meaning as a vehicle for strategic planning, collaboration and measurement."
  • While many firms are struggling to make a clear business case for social media, the largest growth in this area will be by firms using social tools to improve customer relationships. Although the hype around any and all social media activities will continue through 2010, companies are struggling to find a business case, including hard metrics and specific business outcomes, using general social activities and generic social applications. Nevertheless, social projects evaluated by Gartner show that those with a clear and direct mutual purpose (benefits for both company and customer) were the ones likely to show measurable results. The analyst believes that by the end of 2010, more than 80% of market growth in social applications will centre around a business use case for improving external customer relationships – rather than improving internal collaboration. Gartner says that the social application vendors that make the transition from general purpose to support for specific business, with use cases and key performance indicators, will see double- or triple-digit growth in 2010.
  • Marketers are ramping up their online marketing activity and will enable firms to save significant money as a result of the online channel’s precise attribution metrics. By the end of 2011, more than 90% of Fortune 1000 marketing campaigns will include online marketing, up from 50% in 2009, according to Gartner. Marketers are responding to the expansion of the internet by investing in addressable branding and advertising, and contextual, community and transactional marketing. Gartner predicts that marketers will see a 10-20% savings in marketing communications as a result of precise attribution metrics for campaigns. "Being online gives marketers greater access to response attribution metrics to help determine what is working and what isn't working in a campaign," says Adam Sarner, research director at Gartner. Online marketing will enable faster testing and campaign refinement, and help avoid the continued waste of funding a failed campaign, while engaging in more-thorough campaign testing prior to launch. It will improve the overall success of all marketing objectives. Both speed of analysis and response will be critical to success.

7/07/2009

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