著名DM公司：NCR香港星辰银行客户细分方案(ppt 16).pptVIP

Customer Segmentation:Foundation for Differentiated CRM Wilson Lo, Head of Business Planning CRM Consumer Banking, Hong Kong, DBS The Great Expectation CRM - Strategy for Relationship Building Customer Analytics for Developing CRM No One Scheme Fits All Segmentation - Know Your Customers Dynamic Segmentation Dynamic Segmentation in Practice Segmentation Modeling for CRM Program Unfolding the Technical Enablers Use Data to build CRM Analytics Utilizing Knowledge in Customer Contact Acquisition - Focusing the Relevant Increase Segment Value Improvement with Structured CA Customer Intelligence as Foundation Abundance of CRM Fiasco Projected Benefits and Returns not there Low to “no” usage Not in pace with changing business needs Qualitative Creativity still predominant Data Warehouse CRM Initiatives Front-end Platform Analytics Program Learning Retention Acquisition New Customer Management Customer Relationship Management Repositioning 0 3-6 months Extend into life-time CRM Lifecycle Growth Strategy - Lifetime Relationship Management Servicing Strategy Enabler Strategy Customer Strategy Business Objective Retention Acquisition New Customer Management Customer Relationship Management Repositioning Segmentation 0 3-6 months Extend into life-time CRM Success Factors Different customers have different needs Understand your customers Serve them as they wish Segmentation Dynamic Modeling Annotate customer characteristics Cover the entire customer base Product Transaction Usage Behaviour Value- Based Segments of One Knowledge of Customers High Low Number of Segments Few Many Needs- Based Conventional Homogeneous within Segment and Heterogeneous among Segments Stable Balanced distribution Mono-dimensional Internally focused (for data availability) Dynamic Both homogeneous and Heterogeneous BUT Actionable Evolving Hierarchical - Pigeon-hole Multi-dimensional Total Customer View - incorporating external data Segmentation Models Segment Performance Changing Business Needs … a