埃森哲客户关系管理案例.ppt
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埃森哲客户关系管理案例.ppt
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“Managingsalesforceandrevenuegrowthinglobalsalesforhigh-techbrandowners”,August2,2006Jerry.HVivian.CErina.Y,Copyright2006AccentureAllRightsReserved.,Accentureistheworldsleadingproviderofmanagementandtechnologyconsultingservicesandsolutions,OurMissionistohelpdeliverinnovationthatenablesourclientstobecomehigh-performancebusinessesandgovernments.,Withdeepindustryandbusinessprocessexpertise,broadglobalresources,andaproventrackrecord,Accenturecanmobilizetherightpeople,skills,andtechnologiestohelpclientsimproveperformance.,$15.55billion,NumberofOffices,110in48countries,TrainingandR&DExpenditures(FY05),$546millioninTraining$243millioninR&D,NumberofEmployees(asofFeb2006),129,000,NumberofClientsCurrentlyServing,morethan2,500,ProportionofFortunesGlobal100CompaniesthatareAccentureClients,84%,ProportionofFortunesGlobal500CompaniesthatareAccentureClients,over66%,RankinginBusinessWeeksBestGlobalBrands/Top100Brands,Ofourtop100clients(FY05),51,96areclientsforatleast5yearsand83foratleast10years,AccentureFacts,NetRevenues(FY05),Copyright2006AccentureAllRightsReserved.,AccentureresourcesarealignedwithIndustriesandCapabilityGroupstobringasolidunderstandingofbusinessissuesandtechnologiesaswellasdeepfunctionalskills.,IndustryGrouphelpscompaniesineachindustrysegmentstoseizetheopportunitiesofthedigitalworldandbridgeboundariestocreatethefuture.Designs,buildsanddeployscomplexsolutionsthattypicallyintegratebusinessprocesses,technologyandhumanperformancecomponents.CustomerRelationshipManagementCapabilityGrouphelpsclientsleverageandincreasethevalueoftheircustomerrelationships.CustomerRelationshipManagementplaysacriticalroleindrivingServiceEffectiveness.HumanPerformanceChangeManagementiscriticaltoachievingbusinessresults.OurHumanPerformanceteammembersdrivethechangeprogramonourTrendMicroprojects.,RelevantIndustryandCapabilityGroups,CircleditemsdenotekeyrelevantAccentureIndustryandCapabilityGroups,AccentureOrganizationStructure,Copyright2006AccentureAllRightsReserved.,Accentureisratedasthe#1CRMproviderbyGartner,Forrester&IDCAccentureisSiebelsleadingconsultingpartnerAccentureisSiebelslargestandlongeststandingbusinessintegrationpartner,withover500jointclientsandmorethan1,350implementationsworldwideAccentureisinvolvedinnineofSiebelstop15clientsAccenture-Siebelclientbaseincludes39%oftheFortune100Accenturehasover4,000SiebeltrainedprofessionalsLeadingimplementerofSiebelsnewrelease7.8AccenturehasoneofthebestqualityandclientsatisfactionratingsofallSiebelconsultingpartnersAccentureisoneofonly8ofSiebels270consultingpartnerstoreceivetheGoldStarofDistinctionforcustomersatisfactionandwehavewoniteveryquarterthatithasbeenawardedAccentureistheonlycompanytoreceivethe“SiebelPartnerofExcellence”awardinbothNorthAmericaandEuropeconcurrentlyAccenturehasahistoryofworkingwithSiebeltoco-developcriticalproductcomponentssuchasindustryverticalsandinfrastructurecomponentslikeUAN,AccenturehasconsistentlybeenconsideredastheindustryleaderforSiebelimplementations,Copyright2006AccentureAllRightsReserved.,AccenturehasconsistentlybeenrankedastheclearleaderinCRMProfessionalServices,Gartner,Inc.,Source:
2003,ForresterResearchInc.TechStrategyResearch:
ChoosingTheRightCRMConsultant,April2003.,ForresterResearch,“Takingtheleadacrosscurrentoffering,strategy,andmarketpresence,Accenturestandsapartfromtherestoftheconsultants.”,“AccenturecontinuestodemonstrateprowessintheCRMservicemarketthroughthefocusedexecutionofcriticalsolutionstoissuesinitstargetedindustries.Thecompanymaintainsastrongmarketpresence,intermsofthenumberofengagementsforwhichitcompetes,andclientsatisfactionscoresthatwereamongthehighestforallprovidersinthisstudy”,Source:
GartnerGroup,MagicQuadrantforNACRMServiceProviders,2006.F.Karamouzis,E.Thompson,M.Goldman,April3,2006.,Copyright2006AccentureAllRightsReserved.,Accenturesclientsspanthefullrangeofindustriesaroundtheworldandincludemorethantwo-thirdsoftheFortuneGlobal500and84oftheFortuneGlobal10093ofourtop100clientsinFY2005havebeenclientsforatleastfiveyears20ofourtop25clientsinFY2005havebeenclientsforatleast10yearsAll10ofourtop10clientsinFY2005havebeenclientsforatleast10yearsWithinCommunications&HighTechAccentureserves22ofthe24telecommunicationscompaniesintheFortuneGlobal500Accentureserves40ofthe55electronic&hightechcompaniesintheFortuneGlobal500Accentureserves7of9media&entertainmentcompaniesintheFortuneGlobal500Accentureserves100%oftheworldstop10carriersbymarketcapitalizationWehavedeliveredCRMsolutionsat19oftheTop20Communications&HighTechcompaniesWehavedeliveredCRMsolutionsatalloftheTop20CommunicationscompaniesWehavedeliveredBillingsolutionsat19oftheTop20Communicationscompanies,AccentureClients,Copyright2006AccentureAllRightsReserved.,ThescienceofCRMcreatesvaluethroughthreekeylevers.,CRMisaboutacquiring,developingandretainingsatisfied,loyalcustomers,toachieveprofitablegrowthandcreateeconomicvaluefromthecorporatebrand.,WhatisCRM?
Copyright2006AccentureAllRightsReserved.,CustomerRelationshipManagement(CRM)isthecorecapabilityofanoverallcustomerstrategytounderstandwhoyourcustomersare,whatshouldyouoffer,howdoyouinteract,andhowtointegratethiscapabilityacrosstheenterprise.,Copyright2006AccentureAllRightsReserved.,1.5,13.0,13.0,12.0,10.0,9.5,9.0,9.0,8.0,7.5,6.0,5.5,5.5,5.0,5.0,5.0,4.5,3.5,2.5,2.0,3.0,Impactofmovingfromaveragetohighperformance($Mfora$1Bco.,USD),AccenturesCRMCapabilitiesResearchidentified21capabilitiesasmostprofitadding,regardlessofindustry.,Source-Accenture,HowmuchareCRMcapabilitiesreallyworth?
CrossIndustryResearchStudy,Copyright2006AccentureAllRightsReserved.,MajorityofsalesteamsarefocusedonminingexistingrelationshipsorexistingmarketsforopportunitiesFocusedonexpandingcurrentcustomersandmarkets(57%)Penetratenewcustomerandmarkets(21%)FocusingprimarilyoncuttingcostsseemstobeanineffectiveresponseDescribedsalesasbeingbelowaverage(33%)Changingsalesforcebehaviorsisakeyingredientinimprovingsalesforceperformance.Fortheorganizationalchangesthatrespondentsthoughtwoulddothemosttoimprovesalesperformance,thetopchoiceswere:
RefocusingthesalesforceonhighvalueopportunitiesBetterintegratingoursalesandmarketingfunctionsPersuadingthesaleforcetosellsolutions,notproducts,Source:
“SelectedresponsesfromJointAccentureandEIUSurveyof178executives(March2003),AccenturesunderstandingofthesellingchallengesfacingcompaniestodayissupportedbyresultsofajointAccentureandEIUsurvey,KeyFindingsfromAccenture/EIUResearchonSalesPerformance,Copyright2006AccentureAllRightsReserved.,Description,SalesTransformation,StandardizeSalesProcessEnhanceandDeploySalesToolstoDriveSalesVisibilityandProductivityPrioritizeTechnologyInvestmentsviaCustomerAnalyticsFocusSalesResourcesontheRightOpportunitiesDeploySalesMessagesandStrategiesBasedonCustomersAttributes,SalesBehavior,SalesCapabilities,SalesAlignment,SalesInsight,DefinetheRequiredBehaviorsNecessarytoActualizetheBusinessStrategyEvaluateSalesResourcesAgainstDesiredBehaviorsandIdentifyGapsDevelopSkillandBehaviorDrivenPerformanceManagementInitiativesImplementPerformanceManagementthroughDefinedMetricsandRewards,IdentifytheRightCustomersandProspectsAlignDirectandIndirectChannelsBalanceCustomerValueandCostofSalesProposeSolutionsBasedonCustomerDefinedOpportunitiesAlignSalesMethodologiesandProcessestoCustomerBuyingProcess,IdentifyCustomerPoint-of-viewthroughPrimaryResearchIntegrateExistingCustomerInformationtoCreateaHolisticViewoftheCustomerSupplementCustomerInformationwithExternallyAvailableInformationIdentifyPropensities,Risks,Opportunities,andCorrelations,Webelieveourclientsshouldfocusonfourareastoimprovetheirsellingperformance;
(1)SalesInsight,
(2)SalesAlignment,(3)SalesBehavior,and(4)SalesCapabilities.,Copyright2006AccentureAllRightsReserved.,StagesofEvolutionofaTypicalProduct-basedCompany,Products,StageI,ProductissolefocusTypicaltechnologyorengineeringfocusedcompany,Services,StageIII,FullofferingofservicestocomplementproductLackofbundledofferingsServicesandproductorganizationmayhaveseparate:
P&LProcessesCapabilities(e.g.,KM,Sales,Marketing,SupplyChain).,Products+,StageII,SomesupportservicesaddedServicesviewedas“necessaryevil”Break-fixservices,Solutions,StageIV,ServicesandProductorganizationsaretightlyintegrated“Designforservices”,Time,Offerings,Copyright2006AccentureAllRightsReserved.,SolutionSalesintegratesproductsandservicestocreatesolutionsthatmeetyourcustomersneeds,WhatisSolutionSales?
CustomerBusinessObjectives,ValuePropositionChanges,Product,Bundle,Product&Services,IncreasedMargins,IncreasedSales,ProductSelling,SalesActivity%,Time,SolutionSelling,100,0,Copyright2006AccentureAllRightsReserved.,SalesorganizationsshouldevaluateandaddressthesalestransformationcomponentstoALIGNthesalesforce,changesalesforceBEHAVIOR,andprovideleadingsalesCAPABILITIES.,Alignment,Behavior,Capabilities,Alignment,Behavior,Capabilities,Copyright2006AccentureAllRightsReserved.,CaseStudies,CaseI-DrivingSalesProductivityCase
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- 埃森 客户关系 管理 案例