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This perspective is no longer sufficient The powerful forces of industry globalization The value movement Rapid advances in technology Shift in the balance of power toward customers have coalesced to change the rules for business success
The traditional marketing paradigm (the 4 Ps) is losing some of its influence among marketers. It focuses on the transaction and the core product, taking a short-term perspective; customer attraction (conquest marketing) is the overriding goal. The 5th P is people more important!
With the cost of customer attraction escalating, companies are paying more attention to holding on to their existing customers Long-standing customers are less expensive to reach and less expensive to serve Customer relationships are assets that should be evaluated and managed as rigorously as any financial or physical assets Relationship marketing not only focuses on customer retention, but also takes a long-term perspective
The cornerstone of marketing is getting close to customers in order to better identify and satisfy their needs Realize that marketing is responsible for more than just the sale
Continuum of Relationships
Core Product
Augmented Product
Flaring - Out
Unbundling Strategy
Pure
Whereas the goal of traditional marketing is customer acquisition, under relationship marketing the focus shifts to creating value The objective is to create more value through interdependent, collaborative relationships with customers, the outcome is customer retention Relationship marketing is ongoing, constantly looking for opportunities to generate new value Retaining customers requires marketers to exhibit care and concern after they have made a purchase The sale often represents only the beginning of the relationship between the buyer and seller
Sellers can resist the natural tendency toward decline and complacency by developing what we refer to as relationship enablers It is the sellers responsibility to nurture the relationship beyond its simple dollar value Using the relationship enablers sellers can minimize relationship decay and strengthen the bonds that lead to long-term, perhaps even lifetime associations
COMMITMENT
INFORMATION EXCHANGE
DEPENDENCE
Johnson, W. and Weinstein, A. (1999) Based on a study of Motorola and Lucent Marketing Managers.
Partnership Relationship
Transaction Selling
TransactionBased Relationship
FC IN NL A I A
L O W
L O W
SL O C I A
M E D I U M
M E D I U M
ST T U M- H H RR E H UA D I CL I U M G I G H
as Collaboration
CRM is about collaborating with customers and partners so they receive superior value
Interactions with customers regardless of the sales channel should be constantly managed to optimize the value of those relationships Effective CRM systems provide a 360 degree view of the customer, including the frequency, response, and quality of customer interactions
Automation/Productivity/Efficiency Competitive Advantage Customer Demands and Requirements Increased Revenue Cost or Price Reduction Speed/Saving Time Keeping Track of All Aspects of Business Customer Support Inventory Control/Resource Management Better/Expanded Communication Integration Customer Satisfaction Accessibility ConformityStandardization
0%
33%
22% 15% 14%
10% 9%
7%
7% 6% 6% 6% 6% 4%
4%
5% 10% 15% 20% 25% 30% 35%
Source: AMR Research, 2002
Figure 11.5 Customer Relationship Model Figure 11.5 Customer Relationship Model
CUSTOMER STRATEGY Customer centric strategy MARKETING KNOWLEDGE BADI Competitors value proposition RFM Customer Lifetime Value Acquisition costs Retention Rates
Clear value proposition Channel bonding Dominate the segment (DTS) Dominate the cycle (DTC) Integrated marketing processes (internal) Supply chain network coordination
Planning
Control Adapted From Levine, S (1998) Selling Smart Americas Network, Sept. 1, p. 3
Behaviors (how often and where customers visit) Attitudes (customers satisfaction, service
quality assessments) Demographics Insights (share of market, share of wallet)
a customer-centric orientation a clearly defined value proposition alignment with key channel partners dominating the segment (focused on a particular market segment) or cycle (dominate the evolving value proposition aimed a group of customers) internal and supply chain process integration. the coordination and practice of relationship marketing activities
Careful planning Appropriate use of people in the organization Get supply chain members involved Using customer-driven processes Have a sound platform for introducing CRM systems and activities
New technology enables efficient customization of products and services, even when the customer base is quite large
These value webs now represent the new economy supply chains The key to creating superior value in the new economy resides in understanding and leveraging the power of supply chain network relationships Value is created (or captured) by a firm moving upstream or downstream in the supply chain
A value web can be described as an inchoate network of customers, suppliers, complementors, allies and competitors whose services either enhance or drain a firms value These relationships can be vertical or horizontal (or both) and are less enduring than in traditional supply chains Unlike conventional supply chains, adding more users to a value web actually creates more, not less value
The Value Web: Uses and Applications Value webs are optimized to the extent a firm
understands its relationship with other actors in the web, how its activities will affect the network and how the other actors will respond
True value creation takes place when several organizations in the value web share common technologies and/or intellectual capital
eBay Suppliers
Competitors
A final key to practicing relationship marketing is to track each relationship LTV is simply a projection of what customers are worth over a lifetime of doing business with them Calculating LTV is important because of the impact of retention levels on profitability Companies successful at practicing relationship marketing look for opportunities to add value through their business relationships, offering new features, services or customized offerings
The top 6% of the UK cola users represent 60% of all consumption 25% of cars are rented by the top 0.02% of clients
Source: Watt Solutions, Inc., 2002