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1、Customer Value Management,Teacher：Li ShanE-mail：Mob：139-8171-8889,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,Page 3,Cust
2、omer 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 Value Management,Page 4,CDV：customer delivered value,顾客总价值减去顾客总成本的净值,CDV=TCVTCC1Zero value：TCV=TCC 物有所值 价值相当，缺乏争力2Positive value：TCVTCC 物超所值 超额价值，竞争力强3Negative value：TCVTC
3、C 物低所值 值低于价，淘汰出局,1、Customer Value（CV）Philip Kotler,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 productPs：person value producers,sellers I：Image value popularity,reputation S：Service value pre-sale,sale,after-sales,1、Customer Value（CV）
4、,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）,Page 7,Customer Value Management,CDV=TCVTCC,2、Customer Relationship Value（CRV）,Can be measured under the support of the pe
5、rfection of accounting system.,Can you measure it？,Customer Value Management,Page 8,CRV：customer relationship value,Enterprise establish,maintain and develop the relationship with customers.,2、Customer Relationship Value（CRV）,Customer Value Management,Page 9,Customer Value Management,二.Customer Life
6、time 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incomeC：企业t时期对顾客的营销沟通成本 communication costsr：顾客保留率 customer retention ratei：每个时期的折现率discount rateAC：顾客获取成
7、本customer acquisition costs,利润乘数,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 Management,Key Fac
8、tors for CLV:（now/future)Customer purchases（now/future)Customer profit/costCustomer retention rateCustomer discount rate（P19）,Page 11,1、Customer Lifetime Value（CLV）,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
9、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
10、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 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 c
11、ost stream of attracting,selling and servicing the customer.,Unprofitable customers can have high customer lifetime values.,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 15,Customer Value Management,2、
12、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 16,Customer Value Management,2、Customer Profitability（CP）,（2）Custome
13、r balance,Page 17,Customer Value Management,2、Customer Profitability（CP）,（3）客户终身价值分析,Page 18,Step#1:Avoid their acquisition in the first placeStep#2:Bear in mind potential rescue operationsStep#3:Catch the possibility of abandonmentStep#4:Draw up a costbenefit analysisStep#5:Ensure familiarity with
14、your environmentStep#6:Facilitate biting the bullet,Michael Haenlein andAndreas Kaplan(2009)propose a six-step approach for dealing with unprofitable customers,a framework they refer to as the ABCs of Unprofitable Customer Management,Customer Value Management,2、Customer Profitability（CP）,Customer Va
15、lue Management,三.Customer Asset Management,Page 20,Customer Value Management,三.Customer Asset Management,Three factors to influence:QualityPriceConvenient,Customer Value Management,三.Customer Asset Management,A brand is a name or symbol used to identify the source of a product.Brand equity is an int
16、angible asset that depends on associations made be the consumer.,Three factors:Brand awareness(Brand familiarity)Brand attitude(Brand association)Corporate Ethics,Customer Value Management,三.Customer Asset Management,Relationship assets between customers and company on behalf of the strength of the
17、relationship.,Loyalty rewards programsSpecial privileges planningCommunity development planningKnowledge accumulation plan,Customer Value Management,三.Customer Asset Management,Value of assets,Brand Equity,Relationship assets,质量、价格和便利的努力,广告价值提升,平衡战略,为当前客户提升价值,品牌激增方案,广告维持方案,威驰方案,Strategic triangle,Cu
18、stomer Value Management,四.Customer Pyramid Management,PlatinumGoldIronLead,Customer Value Management,四.Customer Pyramid Management,Platinum Segment CharacteristicsTypically,the platinum segment consists of the most loyal customers.These customers arent overly concerned with product price.These custo
19、mers are concerned with value and quality of the merchandise the purchaseThey also are the heaviest users of the products.These customers are the most likely to invest in and try new product.,Customer Value Management,四.Customer Pyramid Management,Platinum SegmentMost businesses keep platinum custom
20、ers by offering incentive programs.Store specific credit cardsDiscounts based on the amount of spendingFrequent shopper programsSpecial customer services,Customer Value Management,四.Customer Pyramid Management,Gold Segment CharacteristicsThe gold segment differs from the Platinum segment because mos
21、t gold segment customers are more price sensitive.Gold segment customers dont purchase as much as platinum segment customers.Gold segment customers arent as loyal to one retailer and will go to competitors if the price is right.,Customer Value Management,四.Customer Pyramid Management,Gold SegmentRet
22、ailers that would like to turn gold segment customers into platinum segment customers have a couple of different options.Frequent shopper programsReturn customer discountsPrice matching,Customer Value Management,四.Customer Pyramid Management,Iron Segment CharacteristicsIron segment customers most li
23、kely are not loyal to any one retail business.These customers are very price conscious and will shop many places to get the best price.These customers are not likely to spend much at any one store.Iron segment customers dont deserve any special treatment because of the small amount of business they
24、provide to a single retail business.,Customer Value Management,四.Customer Pyramid Management,Iron SegmentTurning an iron segment customer into a gold segment customer is very difficult.Some ways that might be accomplished include the following:Price matchingSales on specific merchandiseAdvertisingCo
25、mparable merchandise at discount prices,Customer Value Management,四.Customer Pyramid Management,Lead Segment CharacteristicsLead segment customers are the”problem”customers.These customers are the most likely to actually cost a business money by being customers.Lead segment customers demand a lot of
26、 attention for very little spending.In this segment,abuse of return privileges are very common.,Customer Value Management,四.Customer Pyramid Management,Lead SegmentThe lead segment has been a nuisance to retail business for years.Because of this many retailers have implemented difficult programs to
27、dissuade the lead segment customers.Tighter return policiesAssociated who have specifically been trained to deal with these“problem”customersCharging for services that most lead segment customers are abusing,Page 33,Customer Value Management,Reading materials：1 What Drives Customer Relationship Valu
28、e in Business-to-Business Exchanges?Robert W.Palmatier,2007 07-1182 Measuring Customer Relationship Value:The Role of Switching Cost,June 1,2006 Shane S.Dikolli Duke University-Fuqua School of Business William R.Kinney,Jr.University of Texas at Austin-Department of Accounting Karen L.Sedatole Michigan State University-Eli Broad College of Business,
