经典客户关管理(英文).pptVIP

Process and organizational implications * 第六十一页，共一百零四页。 ? Key questions ?Process and organizational implications“ What are current or future core competencies to be safeguarded respectively further extended? What are possible areas for integrating external service providers to complement the companie’s competencies, based on a make-or-buy decision? How do future CRM processes and their interlinkages with the existing marketing and sales processes look like? What are the necessary process adaptations? What are the implications on the organizational structure? What is the role of change management to ensure a smooth transformation towards the implementation of CRM? Source: Roland Berger Partners * 第六十二页，共一百零四页。 The module “Process and organizational implications” can be completed within 4 weeks Project week Activity 11 12 13 14 1. Definition of the optimum degree of vertical integration Definition of core competencies Make-or-buy analysis Screening potential external partners 2. Assessment of core CRM processes and process changes Definition of core CRM processes in terms of information and transaction Analysis of interlinkages with the existing marketing sales processes Derive necessary process adaptations 3. Implications on the organizational structure Definition of necessary functional competencies and capacities Integration of CRM into existing marketing sales organizational structure Work schedule ?Process and organizational implications“ Source: Roland Berger Partners * 第六十三页，共一百零四页。 CRM is a key process within marketing sales Maximum value creation per customer for all products/services Maximize market value Zero-defect delivery Increase loyalty/ conquer target customers Minimum processing time with maximum demand satisfaction Brand management Product-/services lifecycle management Customer relationship management Sales planning/control and order-to-delivery Services ET/accessories ... NSC, importer Retail New/pre-owned vehicles Sales + Servic