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内容简介：In maximizing the benefits of CRM, the firm’s strategy defines the
playing field, but customer insights define the plays. Customer tastes,
habits, and expectations evolve rapidly, and meeting these changing
needs requires a formal approach to capturing insight into customers
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A New, More Strategic Approach to CRM
and patterns of demand. But we must first look at CRM from the
customers’ individual perspectives to truly understand how each of
them is different, and we must better understand the reasons for a
customer’s purchase.We must ask: How do they put our product or
service to use? Once this information is acquired it is possible to
identify opportunities that create meaningful value for customers. At
Wal-Mart, ongoing customer-insight efforts generate ideas for new
products and services. For example, the finding that 50 percent of
women shoppers have an undeveloped roll of film in their purse led
to the creation of an in-store, half-hour film processing service.7
For leading companies,CRM improvements tend to be customersegment
specific, due to the differences in needs and value of each
segment. Understanding the profit potential of each segment helps
prioritize efforts. Gaining customer insights is a continuing process
requiring formal methods for gathering feedback and translating that
information into action.
In conjunction with gaining the customer’s perspective, changes
in the marketplace and the nature of demand must be captured systematically.
Top-performing companies are in-tune with the types
and levels of customer demand and are highly responsive to this
information. High visibility into demand is the operational linchpin
of successful companies. Virtually all critical planning decisions—
from parts ordering to defining marketing campaigns, to hiring and
budgeting—are driven by forecasted revenue levels. The level, type,
and timing of demand are the critical pieces of the decision-making
puzzle. Accurate forecasting must be followed up by cross-department
planning processes designed to align each area of the firm to emerging
market realities.
18
CRM Unplugged
Despite the importance of demand visibility, most companies are
poor forecasters.This deficiency dooms them to subpar results regardless
of the strength of their strategies. Conventional wisdom tells them
that forecasting is impossible to get right and so they don’t focus on
improving it. Yet the companies that forecast successfully produce
consistent results and avoid nasty earnings and cash flow surprises. By
avoiding the distractions of ugly surprises, they can focus completely
on increasing value and strengthening their advantages over competitors.
At Wal-Mart, for example, demand sensitivity is a high priority.
They have invested millions in the RetailLink systems that communicate
a rolling two years of sales data to all suppliers on a weekly
basis. This data allows suppliers to use simple statistical tools to project
upcoming sales.8 In another example, Dell has built electronic links
with suppliers to communicate replenishment needs, in some partnerships,
on an hourly basis. In addition, forecasting is a vital part of the
job for Dell’s entire sales force. They are trained in how to walk customers
through standard questions and identify critical business
events that are likely to trigger sales.9
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