屈臣氏是現階段亞洲地區最具規模的個人護理用品連鎖店，是目前全球最大的保健及美容產品零售商和香水及化妝品零售商之一。屈臣氏在“個人立體養護和護理用品”領域，不僅聚集了眾多世界頂級品牌，而且還自己開發生產了600餘種自有品牌。在中國大陸的門店總數已經突破200家了。 在顧客關係管理 (Customer Relationship Management)戰略中，屈臣氏發現在日益同質化競爭的零售行業，如何鎖定目標客戶群是至關重要的。
屈臣氏縱向截取目標消費群中的一部分優質客戶，橫向做精、做細、做全目標客戶市場，宣導“健康、美態、歡樂”經營理念，鎖定18-35歲的年輕女性消費群，專注於個人護理與保健品的經營。屈臣氏認為這個年齡段的女性消費者是最富有挑戰精神的。她們喜歡用最好的產品，尋求新奇體驗，追求時尚，願意在朋友面前展示自我。她們更願意用金錢為自己帶來大的變革，願意進行各種新的嘗試。而之所以更關注35歲以下的消費者，是因為年齡更長一些的女性大多早已經有了自己固定的品牌和生活方式了。 深度研究目標消費群體心理與消費趨勢，自有品牌產品從品質到包裝全方位考慮顧客需求，同時 降低了產品開發成本， 也創造了價格優勢。 靠自有品牌產品掌握了雄厚的上游生產資源，“屈臣氏”就可以將終端消費市場的資訊第一時間回饋給上游生產企業，進而不斷調整商品。從商品的原料選擇到包裝、容量直至定價，每個環節幾乎都是從消費者的需求出發，因而所提供的貨品就像是為目標顧客量身定制一般。哪怕是一瓶蒸餾水，不論是造型還是顏色，都可以看出“屈臣氏”與其他產品的不同。
自有品牌在屈臣氏店內是一個獨特的類別，消費者光顧屈臣氏不但選購其他品牌的產品，也購買屈臣氏的自有品牌產品。自有品牌產品每次推出都以消費者的需求為導向和根本出發點，不斷帶給消費者新鮮的理念。通過自有品牌，屈臣氏時刻都在直接與消費者打交道，能及時、準確地瞭解消費者對商品的各種需求資訊，又能及時分析掌握各類商品的適銷狀況。在實施自有品牌策略的過程中，由零售商提出新產品的開發設計要求，與製造商相比，具有產品專案開發週期短、產銷不易脫節等特徵，降低風險的同時降低了產品開發成本， 也創造了價格優勢。
“買貴退差價”“我敢發誓保證低價”是屈臣氏的一大價格策略，但屈臣氏也通過差異化和個性化來提升品牌價值，一直以來並不是完全走低價路線。最近屈臣氏推出了貴賓卡，加強了對顧客的價值管理。憑貴賓卡可以購物積分和積分換購店內任意商品，雙周貴賓特惠，部分產品享受八折優惠。會員購物每十元獲得一個積分獎賞，每個積分相當於0.1元的消費額。可以隨心兌換，有多種產品供您選擇，也可以累計以體驗更高價值的換購樂趣。還有額外積分產品、貴賓折扣和貴賓獨享等優惠。相信將給顧客帶來更多的消費樂趣
來源：http://www.rfidchina.org/readinfo-22286-133.html
Technorati Profile
Monday 17 March 2008
屈臣氏的顧客關係管理 (Customer Relationship Management)
By：
05840757S
At
15:39
美國沃爾瑪超市的顧客關係管理 (Customer Relationship Management)
By：
05840757S
At
15:35
關於顧客關係管理 (Customer Relationship Management)資料挖掘提供的最有趣的例子就是沃爾瑪啤酒加尿布的故事。
一般看來，啤酒和尿布是顧客群完全不同的商品。但是沃爾瑪一年內資料挖掘的結果顯示，在居民區中尿布賣得好的店面啤酒也賣得很好。原因其實很簡單，一般太太讓先生下樓買尿布的時候，先生們一般都會犒勞自己兩聽啤酒。因此啤酒和尿布一起購買的機會是最多的。這是一個現代商場智慧化資訊分析系統發現的秘密。這個故事被公認是商業領域資料挖掘的誕生。
沃爾瑪能夠跨越多個管道收集最詳細的顧客資訊，並且能夠造就靈活、高速供應鏈的資訊技術系統。沃爾瑪的資訊系統是最先進的，其主要特點是：投入大、功能全、速度快、智慧化和全球聯網。目前，沃爾瑪中國公司與美國總部之間的聯繫和資料都是通過衛星來傳送的。沃爾瑪美國公司使用的大多數系統都已經在中國得到充分的應用發展，已在中國順利運行的系統包括：存貨管理系統、決策支援系統、管理報告工具以及掃描銷售點記錄系統等。這些技術創新使得沃爾瑪得以成功地管理越來越多的營業單位。當沃爾瑪的商店規模成倍地增加時，它們不遺餘力地向市場推廣新技術。比較突出的是借助RFID技術，沃爾瑪可以自動獲得採購的訂單，更重要的是，RFID系統能夠在存貨快用完時，自動的給供應商發出採購的訂單。
另外沃爾瑪打算引進到中國來的技術創新是一套“零售商聯繫”系統。“零售商聯繫”系統使沃爾瑪能和主要的供應商共用業務資訊。舉例來說，這些供應商可以得到相關的貨品層面資料，觀察銷售趨勢、存貨水準和訂購資訊甚至更多。通過資訊共用，沃爾瑪能和供應商們一起增進業務的發展，能幫助供應商在業務的不斷擴張和成長中掌握更多的主動權。沃爾瑪的模式已經跨越了企業內部管理(ERP)和與外界“溝通”的範疇，而是形成了以自身為鏈主，鏈結生產廠商與顧客的全球供應鏈。沃爾瑪能夠參與到上游廠商的生產計畫和控制中去，因此能夠將消費者的意見迅速反映到生產中，按顧客需求開發定制產品。
來源：http://www.rfidchina.org/readinfo-22280-133.html
Improving customer relationship management (顧客關係管理) in banking with integrated delivery channels
By：
05840757S
At
15:28
The capability to integrate two or more delivery channels through shared technology has only recently been deployed in any significant way. Today, a handful of retail banks can boast of globally integrated delivery channels that are built on standard technology principles. These channels can, for example, deliver consistent balances regardless of the customer's location because of the consistent architecture. No institution, however, can claim to have all channels working on a common platform or claim even to share information or process across all channels.
IT managers within the bank, as well as business managers that rely on the delivery channels to service their products, know deep down that integrating the channels is the right thing to do because some benefits of channel integration are intuitive if not scientifically provable. The example of inconsistent account balance information is one that integrated delivery channels can solve and that most bankers agree is a source of frustration for the customer. Quantifying the effects of fixing this problem proves to be tricky, however.
Service and sales processes made more predictable
Still, many banks have implemented, or are in the process of designing, integrated delivery channel architectures based on these soft benefits as well as on the goal of maintaining and deepening the customer relationship in the face of competitive pressures. The implementation of integrated delivery channels has to date focused on the service side of the relationship equation.
On the sales side, marketing and product line managers have benefited greatly from a relatively plentiful source of analytics systems in the market. Bankers are getting better at knowing how to calculate customer profitability, predict propensity to buy, and even recognize attrition behaviors thanks to the segmentation and focus of solution providers in the analytics markets.
Customer knowledge databases and analytics engines have made the selling process more predictable then ever before. But the actual use of the information from these systems has been limited to mail campaigns and outbound telemarketing, both of which traditionally have had low response rates. Although, these rates have improved somewhat with the improved customer knowledge in hand.
Thus, for banks, neither the chicken nor the egg came first. Both arrived at the same time. The opportunities to combine these powerful capabilities are built-in to the very systems that enable them individually. But the marriage of integrated delivery channels and customer knowledge is not a trivial arrangement. For once, perhaps, technology is not the problem.
Effective use of information builds key customer benefits
The issues surrounding the collaboration of knowledge and delivery have to do with the management of the data and processes involved as well as some very emotional aspects of the customer's relationship with the bank and the extent to which individual customers perceive the bank as a threat to their privacy. To build on the full strength of this collaboration, banks need to completely understand the issues surrounding the use of knowledge, and then tread lightly.
Data acquisition through customer interaction is determined by the delivery channels, themselves, or through some integrated channel management architecture. Institutions are already collecting most of the available information today such as customer identity, accounts, channels, transactions performed, time of day, and all the pieces of information that have some value to the institution. Such basic information is included in the transactions that are sent to the core banking system or to some external system such as a credit processor. For now, there seems to be no need to collect additional information that is not currently acquired. What is required is the use of the data in managing the relationship with the customer in a more fulfilling way.
The shift to the existing use of data comes in the form of the centralized acquisition (or processing) of this information outside of the transactional sense. Along with the use of transactional information by the systems that perform the basic units of work, specialized applications collect and analyze information about the customer interaction, itself, to give insight into customer behavior. Banks can also collect and store information about nontrivial transactions to provide continuity among customer contacts. So if a customer has an unresolved problem, that information is available at all appropriate channels (see Exhibit).
While many institutions are currently performing such analysis within a given channel (online banking navigation behavior, for example), the next step includes analysis of the customer's behavior across all delivery channels in the network. This enables gauging behavior in a broader context, analysis of all external providers of service, and analysis of how the customer uses these products.
The following list presents a few examples of this information management strategy:
• Using channel analysis to model and predict demand at the delivery channels after marketing campaigns or to gauge the impact of channel downtime on service or revenue, tying downtime to a quantified loss.
• Using customer preference to understand the individual customer's favorite channels for specific transactions.
• Keeping certain transactions open-ended to maintain continuity of service. This is done by having recent problem reports or unresolved account applications available at all delivery channels to present the agent with what may be peripheral yet important information about the current state of the customer relationship. This information can also be made available to the automated channels to keep the customer aware of the status of problems or account applications.
By itself, this management of information from the delivery channels offers many benefits to the institution and the customer. But the real value in the effective use of customer information at the point of interaction comes from the customer knowledge systems that are becoming pervasive in most retail banks.
Powerful customer knowledge systems for the future
The pace of implementation of integrated delivery channel architectures will quicken and eventually prevail at top banks. The deployment of powerful customer knowledge systems will also increase as more and more useful information can be distilled from the myriad of resources in the bank IT network.
As these two infrastructures evolve, the integration between them will also increase. Already, many institutions use information gleaned from customer knowledge systems to suggest new products to customers at the branch teller. Nonetheless, TowerGroup believes that much of the use of information between the knowledge systems and the delivery channels has yet to be fully realized. With most of the technology in place, banks must begin to form strategies around the use of information in the day-to-day contact with its customers.
As the capability to build on this flow of information grows, it has the potential to outpace the customer's acceptance of the bank's knowledge. Privacy is an emotional issue and, so, not entirely rational. Technology and policy can only go so far in ensuring that the use of information at the point of contact is not intrusive to the customer's comfortable level of privacy. Relationship training is more important than before as banks begin to learn more about their customers and use that information to bring financial value to them.
Ultimately, the management of customer information at the point of interaction is about service, about keeping the customer happy, and, simply put, about keeping the customer. It's about strengthening the relationship and showing the customer that the bank's knowledge can lead to real benefit. It's about increasing the bank's benefit as well, and doing it in a way that does not sacrifice the customer's long-term well-being. Finally, it's about trust as a result of knowing the customer and not as an excuse for misusing information.
IT managers within the bank, as well as business managers that rely on the delivery channels to service their products, know deep down that integrating the channels is the right thing to do because some benefits of channel integration are intuitive if not scientifically provable. The example of inconsistent account balance information is one that integrated delivery channels can solve and that most bankers agree is a source of frustration for the customer. Quantifying the effects of fixing this problem proves to be tricky, however.
Service and sales processes made more predictable
Still, many banks have implemented, or are in the process of designing, integrated delivery channel architectures based on these soft benefits as well as on the goal of maintaining and deepening the customer relationship in the face of competitive pressures. The implementation of integrated delivery channels has to date focused on the service side of the relationship equation.
On the sales side, marketing and product line managers have benefited greatly from a relatively plentiful source of analytics systems in the market. Bankers are getting better at knowing how to calculate customer profitability, predict propensity to buy, and even recognize attrition behaviors thanks to the segmentation and focus of solution providers in the analytics markets.
Customer knowledge databases and analytics engines have made the selling process more predictable then ever before. But the actual use of the information from these systems has been limited to mail campaigns and outbound telemarketing, both of which traditionally have had low response rates. Although, these rates have improved somewhat with the improved customer knowledge in hand.
Thus, for banks, neither the chicken nor the egg came first. Both arrived at the same time. The opportunities to combine these powerful capabilities are built-in to the very systems that enable them individually. But the marriage of integrated delivery channels and customer knowledge is not a trivial arrangement. For once, perhaps, technology is not the problem.
Effective use of information builds key customer benefits
The issues surrounding the collaboration of knowledge and delivery have to do with the management of the data and processes involved as well as some very emotional aspects of the customer's relationship with the bank and the extent to which individual customers perceive the bank as a threat to their privacy. To build on the full strength of this collaboration, banks need to completely understand the issues surrounding the use of knowledge, and then tread lightly.
Data acquisition through customer interaction is determined by the delivery channels, themselves, or through some integrated channel management architecture. Institutions are already collecting most of the available information today such as customer identity, accounts, channels, transactions performed, time of day, and all the pieces of information that have some value to the institution. Such basic information is included in the transactions that are sent to the core banking system or to some external system such as a credit processor. For now, there seems to be no need to collect additional information that is not currently acquired. What is required is the use of the data in managing the relationship with the customer in a more fulfilling way.
The shift to the existing use of data comes in the form of the centralized acquisition (or processing) of this information outside of the transactional sense. Along with the use of transactional information by the systems that perform the basic units of work, specialized applications collect and analyze information about the customer interaction, itself, to give insight into customer behavior. Banks can also collect and store information about nontrivial transactions to provide continuity among customer contacts. So if a customer has an unresolved problem, that information is available at all appropriate channels (see Exhibit).
While many institutions are currently performing such analysis within a given channel (online banking navigation behavior, for example), the next step includes analysis of the customer's behavior across all delivery channels in the network. This enables gauging behavior in a broader context, analysis of all external providers of service, and analysis of how the customer uses these products.
The following list presents a few examples of this information management strategy:
• Using channel analysis to model and predict demand at the delivery channels after marketing campaigns or to gauge the impact of channel downtime on service or revenue, tying downtime to a quantified loss.
• Using customer preference to understand the individual customer's favorite channels for specific transactions.
• Keeping certain transactions open-ended to maintain continuity of service. This is done by having recent problem reports or unresolved account applications available at all delivery channels to present the agent with what may be peripheral yet important information about the current state of the customer relationship. This information can also be made available to the automated channels to keep the customer aware of the status of problems or account applications.
By itself, this management of information from the delivery channels offers many benefits to the institution and the customer. But the real value in the effective use of customer information at the point of interaction comes from the customer knowledge systems that are becoming pervasive in most retail banks.
Powerful customer knowledge systems for the future
The pace of implementation of integrated delivery channel architectures will quicken and eventually prevail at top banks. The deployment of powerful customer knowledge systems will also increase as more and more useful information can be distilled from the myriad of resources in the bank IT network.
As these two infrastructures evolve, the integration between them will also increase. Already, many institutions use information gleaned from customer knowledge systems to suggest new products to customers at the branch teller. Nonetheless, TowerGroup believes that much of the use of information between the knowledge systems and the delivery channels has yet to be fully realized. With most of the technology in place, banks must begin to form strategies around the use of information in the day-to-day contact with its customers.
As the capability to build on this flow of information grows, it has the potential to outpace the customer's acceptance of the bank's knowledge. Privacy is an emotional issue and, so, not entirely rational. Technology and policy can only go so far in ensuring that the use of information at the point of contact is not intrusive to the customer's comfortable level of privacy. Relationship training is more important than before as banks begin to learn more about their customers and use that information to bring financial value to them.
Ultimately, the management of customer information at the point of interaction is about service, about keeping the customer happy, and, simply put, about keeping the customer. It's about strengthening the relationship and showing the customer that the bank's knowledge can lead to real benefit. It's about increasing the bank's benefit as well, and doing it in a way that does not sacrifice the customer's long-term well-being. Finally, it's about trust as a result of knowing the customer and not as an excuse for misusing information.
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