Title: CVM Customer Value Management
1CVMCustomer Value Management
2Structure of the Presentation
- Our Vision
- Our Focus
- Our Philosophy
- Our Product
- Our Process
3Our Vision
market position, profitability and corporate
value
4Our Focus
The Customer
Success
The Company
The Community
5Our Philosophy
Customer
Customers are the very reason why companies exist.
Community
The digital revolution is profoundly impacting
every aspect of doing business.
Company
All organisations have a hidden human potential
which can be unleashed.
6Our Philosophy (cont.)
In order to be successful, all companies must
manage well
- Its heart and soul - which are the people and
their attitudes, values and principles. - Its body and brain - which are the resources and
the organisations competence and experience. - Its energy - which is the relationship and
interaction with the customers.
7Our Contribution
Success Indicators
Stronger market position and competitive advantage
Increased profits
Increased value of the company
8Our Process
We work with
we do
we deliver
we implement
CVRA A complete Customer Value and Relationship
Audit
CVRMP A Customer Value and Relationship
Management Program
CVRMS A Customer Value and Relationship
ManagementSystem
With partners
Check point
Check point
Start
Delivery
9CVRA - Checklist
The Customer
The Company
The Community
Customer Knowledge
Sales Marketing
Trends Forces
- Analysis
- Understanding
- Requirements
- CRM
- Branding
- Communication
- Investments
- Systematization
- Availability
Customer Communication
The Resource Base
The Digital Revolution
- Support
- Information
- Advantages
- Corporate Value
- Profitability
- Structure Capital
- Network Value
- New Business Concept
- Customer Loyalty
Customer Satisfaction
Human Resources
The Competition
- Measurements
- Personalization
- Assessment
- Culture Values
- Hidden Potentials
- Performance
- Hypercompetition
- Customer Power
- New Competitors
10The Customer
CustomerKnowledge
- Analysis
- Understanding
- Requirements
TheCustomer
Customer Communication
Customer Satisfaction
- Support
- Information
- Advantages
- Measurements
- Personalization
- Assessment
11The Customer
- Customer knowledge
- refers to how effective an organisation is at
determining current and potential - customer requirements and how well the company
understands the relative - value that customers place on product/service
features. Here are a few - examples of how this information can be
gathered - Interviews with key customers
- Interviews with lost customers
- Won/lost analysis
- Understanding the customers business
- Study of customers business environment
- Analysis of competitors activities
12The Customer
- Customer Communication
- relates to how effective an organisation is in
- Handling customers inquiries and orders
- Providing customers with product and service
information - Technical supporting
- Utilizing the potentiality in the digital
revolution - Dealing with account queries
- Dealing with customers complaints
- Following up of transactions
- The more relevant information that can be made
available throughout an organisation, - the better positioned the organisation is to
satisfy their clients and gain a competitive - advantage over their competitors.
13The Customer
Customer satisfaction is a component that looks
at how an organisation determines customers
satisfaction or dissatisfaction. The methods
used will depend on the customer segment.
Customer satisfaction results should be
analyzed and acted upon by senior managers in
the organisation. This means that the whole
process from the companys suppliers, through the
own company and the distribution system, all the
way to the end user, must be analyzed. Key
accounts should, for instance, be visited
personally, in order to assess their
satisfaction or dissatisfaction.
14The Company
Sales Marketing
The Company
The Resource Base
Human Resources
- Corporate Value
- Profitability
- Structure Capital
- Culture Values
- Hidden potentials
- Performance
15The Company
- Sales and Marketing
- CRM
- Rapid advances in technology are creating
profound business changes in Sales and Marketing - functions. Customer Relationship Management (CRM)
is the new tool for integration of - markets, sales and service, into a platform for
enhanced customer collaboration. - Key functional areas include
- Marketing Automation - generating quality leads.
- Sales Automation - from leads to closing of
business. - Customer service - resolving customer issues.
- E-Commerce - handling the transaction on-line.
- Internet based CRM systems will provide a common
platform to deliver applications for use - by employees, partners and customers.
16The Company
Sales and Marketing The changing role of
branding The emergence e-business will change the
role and value of traditional brand equity as a
mean of retaining and attracting
customers. Companies will find that many
traditional brand building tools and strategies
will decrease in effectiveness or will not
simply be transportable to interactive
channels. Companies will have to experiment with
new branding media, strategies and tactics
for creating virtual branding equity and they
must reallocate a significant portion of
traditional brand spending to build loyalty in
electronic communities through superior customer
care and personalisation technologies.
17The Company
- Sales and Marketing
- Outsourcing
- A clear trend is outsourcing of certain elements
of sales and marketing to new type of - virtual service companies and utilities that
deliver - Scale infrastructure and technical capacity as
Internet Service Providers (ISPs), Application
Service Providers (Asps), Storage Service
Providers (SSPs), Hosting, Transaction Engines
and Web Ad Serving. - Specialised expertise in e.g. Internet Ad design,
Web integration E-commerce strategy and Channel
intermediates. - Outsourcing of sales and marketing functions will
be essential in developing an - adaptive marketing cost structure that enables
state of the art capacity in core - strategic areas.
18The Company
- Human Resources
- Culture and Values
- Most organisations that have been around for some
time has a culture that, if not subscribe - by all, usually is understood as The way we do
things here. These values actually - practiced by the people is the clearest
expression of the real culture within the
organisation. - It is vital do define a clear set of professional
culture values to guide management behavior - and business relations at all levels.
- Examples of such expressed values are
- We are all in this together-company-suppliers-cust
omers. - Open and honest communication is essential for
us. - Everyone shall have access to all information on
all operations. - We focus on processes and not on individual work.
- There are no success or failure, just learning
experiences.
19The Company
- Human resources
- The Hidden Potentials
- Every organisation has a hidden human potential.
A successful opening and management of this - potential will in the end create increased value
in the company itself and for its customers. - The basics for the development of an
organisations human potential is to have - the right people
- working in the right environment
- focusing on the right objectives.
- And the management must have
- a shared vision
- complementary skills
- mutual trust and respect
20The Company
- Human resources
- Performance
- A company must regularly conduct surveys designed
to measure how well the people are - doing in supporting the principal of values,
through interaction within the organisation and - with people outside the company.
- Human resources management should also be used in
the context of concrete actions such as - Reducing personnel costs by lowering of absence,
recruitment costs and staff turnover. - Improving performance and productivity by
increasing skills, motivation and moral. - Improving the effectiveness of human resource
administration through increased efficiency,
faster response, more accurate reporting and
focused management. - Investing in knowledge creation and development.
21The Community
Trends Forces
- Investments
- Systematization
- Availability
The Community
The Digital Revolution
The Competition
- Network value
- New business concept
- Customer loyalty
- Hypercompetition
- Customer Power
- New Competitors
22The Community
- Trends Forces
- Trends and driving forces in a market or a branch
are increasing in complexity and - becomes more and more difficult to foresee and
anticipate. It is therefor crucial for a - company to systemise and invest in its
environment custody. Here are a few - examples of important topics to follow and
analyse - Public opinions
- Political changes and legislation's
- Environmental issues and restrains
- Innovations and technological break-throughs
- Shifts in capital and investment flows
- Mergers and acquisitions
23The Community
- The Digital Revolution
- The digital revolution is changing the logic in
most aspects of business. - The digitalization of products and services
creates new opportunities and challenges for all - companies. Basically there are three areas to
analyze carefully - The potential for increasing value for the
customer at a low cost. - The potential to create a continues income.
- The potential to build close customer relation -
one-to-one marketing. - An increasing larger part of the economy is
becoming less physical and more immaterial - (digital). With the clear distinction between
what can be delivered digitally and what must - be delivered physically.
- In the digital world the value chain is no longer
a chain but a network where values move - around in all directions and where the final
customer, as well, participates in the value - exchange.
24The Community
- Competition
- New competition will arise from companies
changing their business structure or moving into - a new branch.
- Key questions
- Who are my competitors today?
- From where is new competition emerging?
- The competition becomes an hypercompetition when
customers can compare products - and services easily and objectively. Computer
power, unlimited communication capacity, - portals, search-engines, etc. creates an eldorado
of comparisons. - The enormous quantity of information that will be
available in the digital global marketplace - will make gathering, processing and presentation
of information to a new business. - The fierce competition makes it absolutely
necessary to submit added value to the - customer and thereby creating a possibility to
get higher prices.
25Our working principals
We start when we have agreed on a workplan and
our client say OK. Lets go!
1
We work with our client and involve the people
in the company.
2
We keep a complete openness in the relation with
our client.
3
26What is our competitive strength?
Experience. The partners have 100 years of
combined experience from many branches and stand
with one leg in both the old and the new
economy.
1
Knowledge. The partners have combined 50 years in
management consulting business and have worked
with all kinds of consulting techniques.
2
Fantasy. The partners are creative persons with
sensitive ears and with curiosity and enthusiasm
as a part of their personalities.
3
Focus We focus on the moment of truth. What is
the product, who is the customer and where is
the money?
4