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* * * * * * * * * Customer Segmentation:Foundation for Differentiated CRM Wilson Lo, Head of Business Planning CRM Consumer Banking, Hong Kong, DBS 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 The Great Expectation * CRM - Strategy for Relationship Building 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 Customer Analytics for Developing CRM 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 * No One Scheme Fits All Product Transaction Usage Behaviour Value- Based Segments of One Knowledge of Customers High Low Number of Segments Few Many Needs- Based * Segmentation - Know Your Customers 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 * Dynamic Segmentation Segmentation Models Segment Performance Changing Business Needs … a continuous and ever-evolving process More Segments will be generated Some Segments will become obsolete Customer Needs are Ever-changing A New Practical Course Attributes Multi-Dimensional Accessible Heterogeneous Evolving Actionable * Dynamic Segmentation in Practice … it