顾客价值管理CVM课件

单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,Page,*,单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,CRM,Business School of Sichuan University,单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,Page,*,Weekly Syllabus,CRM,Business School of Sichuan University,单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,Page,*,CRM,Business School of Sichuan University,单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,Page,*,CRM,Business School of Sichuan University,单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,Page,*,Customer Value Management,Teacher,：,Li Shan,E-mail,：,Mob,：,139-8171-8889,Customer Value ManagementTeach,Customer Value Management,一,.Customer Value&Customer Relationship Value,客户价值与客户关系价值,二,.Customer Lifetime Value&Customer Profitability,客户终身价值与客户获利能力,三,.Customer Asset Management,客户资产管理,四,.Customer Pyramid Management,客户金字塔管理,Page,2,Customer Value Management一.Cu,Page,3,Customer Value Management,一,.Customer Value&Customer Relationship Value,1,、,Customer Value,（,CV,）,客户让渡价值,：,从客户出发的价值,客户关系价值,：,从企业出发的价值,customer delivered value,customer relationship value,Customer Value,Page 3Customer Value Managemen,Customer Value Management,Page,4,CDV,：,customer delivered value,顾客总价值减去顾客总成本的净值,CDV=TCV,TCC,1,Zero value,：,TCV=TCC,物有所值 价值相当，缺乏争力,2,Positive value,：,TCVTCC,物超所值 超额价值，竞争力强,3,Negative value,：,TCVTCC,物低所值 值低于价，淘汰出局,customer delivered value,1,、,Customer Value,（,CV,）,Philip Kotler,Customer Value ManagementPage,Page,5,Customer Value Management,TCV,：,total customer value,产品满足顾客需求的效用总和,TCV=f (Pd,、,Ps,、,I,、,S),P2IS,Pd,：,product value product,Ps,：,person value producers,sellers,I,：,Image value popularity,reputation,S,：,Service value pre-sale,sale,after-sales,1,、,Customer Value,（,CV,）,Page 5Customer Value Managemen,Customer Value Management,Page,6,TCC,：,total customer cost,顾客为获得与实现产品的价值所付出的代价总和,Mo,：,Money cost,：,Mi,：,Mind cost,：,T,：,Time cost,：,P,：,Physical cost,：,TCC=f(Mi,、,Mo,、,T,、,P),M2TP,1,、,Customer Value,（,CV,）,Customer Value ManagementPage,Page,7,customer delivered value,customer relationship value,Customer Value,Customer Value Management,CDV=TCV,TCC,2,、,Customer Relationship Value,（,CRV,）,Can be measured under the support of the perfection of accounting system.,Can you measure it,？,Page 7customer delivered value,Customer Value Management,Page,8,CRV,：,customer relationship value,customer relationship value,Enterprise establish,maintain and develop the relationship with customers.,Profitability,客户关系获利能力,Lifetime,客户关系寿命,Ability,客户能力价值,Recommendation,客户推荐价值,Potential,客户潜在价值,2,、,Customer Relationship Value,（,CRV,）,Customer Value ManagementPage,Customer Value Management,Page,9,Customer Value Management,二,.Customer Lifetime Value&Customer Profitability,1,、,Customer Lifetime Value,（,CLV,）,Enterprise may benefit from the customers in the future sum,which can be measured,。,CLV=,近似,CLV=,（,M-C,）*,(1+i)/(1-r+i)-AC,M,：,顾客在,t,时期创造的收入,income,C,：,企业,t,时期对顾客的营销沟通成本,communication costs,r,：,顾客保留率,customer retention rate,i,：,每个时期的折现率,discount rate,AC,：,顾客获取成本,customer acquisition costs,利润乘数,Customer Value ManagementPage,Customer Value Management,Example,（,P17,）,Problem1:,网络服务商每月收取,1,位顾客使用费,30,元，每月在这位顾客上花费的可变成本,10,元，每年对这位顾客的营销费用,30,元，顾客每月的转换率,2%,，每月折现率,1%,。问：顾客终身价值是多少？,Problem2:,网络服务商现在想降低每年的营销费用到,15,元，估计顾客每月的转换率会增加到,4%,。问：服务商是否应该降低营销费？,Page,10,近似,CLV=,（,M-C,）*,(1+i)/(1-r+i)-AC,Customer Value ManagementExamp,Customer Value Management,Key Factors for CLV:,（,now/future)Customer purchases,（,now/future)Customer profit/cost,Customer retention rate,Customer discount rate,（,P19,）,Page,11,1,、,Customer Lifetime Value,（,CLV,）,Customer Value ManagementKey F,Page,12,Customer Value Management,1,、,Customer Lifetime Value,（,CLV,）,5 stages:,获取、提升、成熟、衰退、离网(,A/B/C/D/E),对中国电信的启示,公众客户处于不同生命周期阶段对电信的价值及其需求均有所不同，也意味着电信对其管理与服务方式的不同,对公众客户的标准化管理与服务应基于不同的生命周期阶段,在不同生命周期阶段需考虑不同问题,如何发现并获取潜在客户？,阶段,A（Acquisition）：,客户获取,如何把客户培养成高价值客户？,阶段,B：,（,Build-up）,客户提升,如何使客户使用新电信产品?,如何培养顾客忠诚度？,阶段,C：,(Climax),客户成熟,如何延长客户“生命周期”？,阶段,D：,(Decline),客户衰退,如何赢回客户？,阶段,E：,(Exit),客户离网,客户价值,多种价值创造杠杆在不同时期应用,发现尚未使用电信产品或正使用竞争对手产品的客户,通过有效渠道提供合适价值定位获取客户,刺激需求的产品组合/服务,交叉销售,针对性营销,高价值客户的差异化服务,高危客户预警机制,高危客户挽留举措,高价值客户赢回方法,Example,Page 12Customer Value Manageme,Page,13,Customer Value Management,2,、,Customer Profitability,（,CP,）,客户能给企业带来的利润大小,Philip Kotler“A profitable customer is a person,household or a company that overtime,yields a revenue stream that exceeds by an acceptable amount the companys cost stream of attracting,selling and servicing the customer.,Unprofitable customers can have high customer lifetime values.,CLV,CP,Page 13Customer Value Manageme,Page,14,Customer Value Management,2,、,Customer Profitability,（,CP,）,（,1,）,Customer acquisition costs,顾客获取成本,=,获得,1,位顾客需要发送的目录数量,*,每份目录的成本,=,发出一份目录的成本,/,顾客回应率,Page 14Customer Value Manageme,Page,15,Customer Value Management,2,、,Customer Profitability,（,CP,）,说明：,从左表中我们可以看出，不对用户群特征进行研究，对,10%,的客户进行市场活动，获得的客户响应人数百分比只能是,10%,；,进行了用户群特征研究，我们对,10%,目标客户做市场活动，就可以获得约,53.4%,的顾客响应。,采用定向销售分析后，不仅提高了市场活动的命中率，也减少了市场活动的经费。,某移动全球通,GPRS,定向销售,回应率,曲线说明,Example,（,1,）,Customer acquisition costs,Page 15Customer Value