Customer relationship management case classic

Introduction: the earliest development of customer relationship management is the United States, in the early 1980's there is the so-called "contact management" (Contact Management), that is, specializing in the collection of all the information on customer contact with the company; 1985, Barbara Bender Jackson put forward the concept of relationship marketing, so that the study of marketing theory and a new stage; to 1990, it evolved into a call center support data analysis, including customer care (Customer care). In 1985, Barbara Bender Jackson put forward the concept of relationship marketing, so that people's research on marketing theory has taken a new step forward; in 1990, it evolved into a customer care (Customer care), including telephone service center support data analysis. The following is about customer relationship management case classic share, welcome to learn reference!

Customer Relationship Management Case Classics Part 1

A.S. Watson is the largest personal care store chain in Asia, and is currently one of the world's largest retailers of health and beauty products and perfume and cosmetics. A.S. Watson's has not only gathered many of the world's top brands in the field of "personal three-dimensional care and nursing care products", but also developed and produced more than 600 kinds of its own brands. The total number of stores in mainland China has already exceeded 200.

In its CRM strategy, A.S. Watson has found that in an increasingly homogenized and competitive retail industry, it is crucial to target its customer base.

A.S. Watson vertically intercepted a portion of the target consumer group of high-quality customers, and horizontally refined, fine-tuned, and complete the target customer market, advocating the business philosophy of "Healthy, Beautiful, Joyful", and locking the 18-35 years old young female consumer group, focusing on personal care and health care products. A.S. Watson believes that female consumers in this age group are the most challenging. They like to use the best products, seek novel experiences, pursue fashion and are willing to show themselves in front of their friends. They are more willing to use money to bring about big changes for themselves and are willing to make various new attempts. The reason why we focus more on consumers under 35 is because most of the older women already have their own fixed brands and lifestyles.

In-depth study of the psychology of the target consumer groups and consumption trends, private label products from the quality of the packaging to all aspects of customer needs, while reducing the cost of product development, but also create a price advantage.

With its own branded products and strong upstream production resources, Watson's is able to provide immediate feedback from the end-consumer market to the upstream production companies, which in turn allows it to continuously adjust its products. From the selection of raw materials to packaging, capacity and pricing, each step of the process is based on the needs of consumers, and the products provided are customized for the target customers. Even a bottle of distilled water can be seen as different from other Watsons products in terms of shape and color.

Private label is a unique category in Watsons stores, where consumers not only shop for other brands, but also for Watsons private label products. Each private label product launch is guided by the needs of the consumers and is based on the fundamental starting point, bringing fresh ideas to the consumers. Through private labeling, A.S. Watson's is always dealing directly with consumers, and is able to obtain timely and accurate information on consumer demand for products, as well as analyze and grasp the marketability of various types of products in a timely manner. In the process of implementing the private label strategy, the new product development and design requirements put forward by the retailer, compared with the manufacturer, has a short product project development cycle, production and marketing is not easy to disconnect and other characteristics, reduce the risk of reducing the cost of product development at the same time, but also to create a price advantage.

"Buy expensive and return the difference" "I swear to guarantee low prices" is a major price strategy of Watsons, but Watsons also through differentiation and personalization to enhance the value of the brand, has not been completely low-priced route. Recently, Watsons has introduced a VIP card to enhance value management for customers. With the VIP card, you can earn points for shopping and redeem points for any product in the store. The fortnightly VIP special offer offers 20% discount on some products. Members shopping every ten dollars to get a point reward, each point is equivalent to 0.1 yuan of consumption. They can be redeemed at will, with a wide range of products to choose from, or accumulated to experience the joy of higher-value exchanges. There are also extra point products, VIP discounts and VIP exclusive offers. It is believed that it will bring more consumption fun to customers.

Customer Relationship Management Case Classics Part 2

Suning Appliances is the leader of 3C (home appliances, computers, and telecommunications) home appliance retail chain in China. As of the end of December 2005, Suning Appliances has nearly 300 chain stores in more than 90 cities in 27 provinces and municipalities directly under the central government in China, with more than 70,000 employees. According to the statistics of the Ministry of Commerce, Suning's sales in 2005 amounted to nearly 40 billion yuan. Suning is one of the 20 large commercial enterprise groups in China. More commendable is Suning's informatization work, was selected as "2005 China's top 500 enterprises in information technology", ranked 45th, becoming the only one of the top 100 enterprises in the top 100 retail enterprises. With SAP/ERP as the core of Suning's informatization platform is the first in the domestic commercial retail field.

Realize integrated real-time online management of procurement, warehousing, sales, finance, settlement, logistics, distribution, after-sales service, and customer relationship based on the dedicated ATM network. Adapt to the requirements of managing and processing increasingly large market data, and establish a comprehensive, unified, scientific daily decision-making analysis reports, query system. Effective control of logistics inventory, significantly improve the turnover rate, inventory capital consumption reduction, inventory timely and effective. Computerized regional distribution dispatch. Improve the after-sales service system (delivery management, installation management, maintenance management) to provide a strong basic service platform for customer service centers. Through the multi-dimensional analysis model, commodity life cycle analysis model and other modern analysis means, the comprehensive use of data warehousing, on-line analysis and processing, data mining, quantitative analysis model, expert system, enterprise information portal and other technologies, to provide for the home appliance retail industry operations necessary for the business analysis decision-making model, to explore the potential value of data.

The industry supply chain constructed by BtoB, BtoC, and direct linkage between banks and enterprises realizes data-based marketing. Collaborative working relationships oriented to consumer demand and market competitiveness were established with suppliers such as Sony and Samsung. Knowledge management and database marketing have become the basic working methods, marking the extension of supply chain management of Chinese home appliances and consumer electronics products from upstream manufacturers to retail channels. Suning took the lead in realizing B2B docking with Sony and Motorola, and completed B2B docking with LG, Samsung, Haier and other upstream enterprises, so that the information system for linking up and down the industrial value chain took shape. Based on the sales information platform, the supply and marketing parties decide on the procurement and supply and terminal promotion, realize the function of supplier management inventory, strengthen the industrial chain informatization cooperation, establish the e-commerce platform and the perfect combination of the existing SAP/ERP system, the inter-industry B2B docking, the real-time transmission and exchange of data on the order, shipment, warehousing, and sales summary, and significantly reduce the business communication costs; establish a perfect customer service system As well as information data collection, mining, analysis, decision-making system, analyzing consumer data and consumption habits, the results of the study will be fed back to the upstream production and ordering process, to set production by sales.

Suning's customer service centers in more than 100 cities across the country have built a centralized and distributed customer relationship management system using internal VOIP networks and call center systems, and established 50 million customer consumption databases. The establishment of video, OA, VOIP, multimedia monitoring system composed of enterprise auxiliary management system, including image monitoring, communication video, information convergence, command and scheduling, intelligence display, alarm and other functions, the national chain of stores and logistics centers real-time image monitoring, headquarters and regional remote multimedia monitoring center is responsible for the real-time monitoring of the chain of stores, logistics warehouses, after-sales outlets and the operation of important places, the national chain of networks, the national chain of stores, logistics warehouses, after-sales outlets and important places of operation. "The company's main goal is to provide a full range of remote management services without having to leave your home.

The realization of full membership sales and cross-regional, cross-platform information management, unified inventory, unified customer information, the implementation of a card sales. Suning realizes more than 20,000 terminals operating synchronously, greatly improving management efficiency. Suning's customer service centers around the world are based on the CRM system as the basis of operation. Customer service centers have a huge set of information systems such as CRM. The CRM system incorporates a number of functions such as automatic language answering, intelligent queuing, online calling, voicemail, fax and language recording functions, e-mail processing, automatic screen pop-up, reporting functions, integrated Chinese TTS conversion functions, integrated SMS short message service, etc., and establishes a nationwide unified external service and internal The company has also established a nationwide unified external service and a comprehensive and intelligent internal management platform.

Relying on the digital platform, Suning's membership service has been comprehensively upgraded, and the store has been fully upgraded to a membership (CRM) sales model, which greatly simplifies consumer shopping and facilitates customer convenience. Now, accumulated points can be offset against cash, becoming an important factor in attracting consumers to Suning. At present, Suning is targeting member consumers by launching special service contents such as member price goods, member alliance merchants and member special services.

For example, after a limited special price of a product, the customer honor card records the customer's information, Suning can notify these customers in advance of the intention to buy this product, the preferential concessions to them, without the need for them to queue.

In addition, Suning's personalized offers for customers become practical, such as Suning can give some customers with a good purchase record direct cash discounts, but also according to each other's purchasing habits packaged in bundled sales, which all bring practical benefits to customers. And concessions are visible and real-time, more favorable than large-scale untargeted promotions.

Customer Relationship Management Case Classics Part 3

Germany Metro Group (METRO) is now Europe's third and the world's fifth trade and retail group, with six independent sales formats, of which, Metro Cash & Carry (METRO C&C) the most competitive and distinctive features of its sales accounted for about 50% of the group's sales, ranked in the world's major cash-and-carry business groups. METRO C&C is the most competitive and distinctive company. Jinjiang Metro Cash & Carry Co., Ltd. invested by Metro Group in China has opened 26 Cash & Carry shopping centers in China, and has attracted more than 3 million members in a short period of 10 years in China, which is getting bigger and bigger.

Instead of individuals and families, Metro is targeting end-user retailers and institutions with bulk purchasing power through membership.

One of the key factors in the success of the membership-based cash-and-carry system is its strong customer relationship management system, with solid data analytics in place that are well ahead of local competitors, and the high level of integration of the GMS customer management and merchandise inquiry system with the customer development department (CC), and the mall as a whole, has contributed greatly to Metro's success.

GMS Customer Management and Merchandise Inquiry System is ahead of its peers

All METRO Cash & Carry malls around the world use a customized GMS Customer Management and Merchandise Inquiry System developed by ORACALE, which is a computerized system for managing and controlling customer data, merchandise sales and inventory data, automatically forecasting sales and making purchasing decisions based on historical information. It can automatically forecast sales, make purchasing plans, and generate orders based on historical information, and is a powerful decision support system second only to Wal-Mart's in the global retail trade group, providing strong information support for comprehensive customer relationship management. Each shopping mall has set up an EDP computer department, which is responsible for the daily maintenance of the GMS system. The study of reports is one of the main daily tasks of management at all levels.

A variety of annual, quarterly, monthly, weekly, and daily sales reports generated by the GMS system, including inventory reports, sales total reports for each period, categorized sales statistics reports for each period, comparative reports on sales of all types of merchandise for the same period in each year, comparative reports on the number of categorized customers and the number of bills for the same period in each year, comparative reports on the horizontal and vertical sales of various time zones, correction reports, and the list of merchandise modifications and so on, are used to integrate the data into useful information from multiple perspectives. The consolidation of data into useful information is an important basis for shopping centers and headquarters to forecast demand, adapt to changes, and provide customers with timely and responsive products and services.

GMS customer management system interface includes customer unit number, name, address, telephone number, fax number, cardholder name, date of opening the card, the type of customer belonging to, the amount of money purchased in various types of commodities in each year statistics, detailed purchase records.

GMS merchandise query system interface includes product number, product description, supplier number, supplier description, price, arrival date, arrival quantity, total sales, inventory, VAT rate, whether in the advertisement period, whether monopoly goods, whether retail goods, whether restrictions on goods, the minimum order quantity (weight, volume), the validity of the number of days, belonging to the sales department, the type of ordering recommendations and other detailed information. The information is detailed in the following table.

Each purchase by the customer by the POS scanning commodity bar code as a drive are automatically recorded in the system, inventory and other dynamic commodity data, the relevant purchase information is automatically generated into the commodity management system, and at the same time to generate customer purchase information, the amount, type of the customer's purchase of statistical data recorded in.

As the GMS system is connected in real time between the departments of the mall, the malls, the regional headquarters, the national headquarters and the German headquarters, and is generally available in both English and the language of the country, it is very easy to view the data, and it is easier for the top management of the group to grasp and control the overall situation.

Full coordination between human and system

Full coordination between human and automated system, the customer development department of Metro Cash & Carry malls is supported by the GMS system, which not only serves as a bridge of information, but also pays more attention to the management purpose of providing professional customers with high-quality commodities and systematic business solutions at the lowest possible price. Fully embodies and professional customers *** with the development, create win-win advanced customer relationship management ideas, different from other shopping malls of similar departments.

The customer development department (CC) is an important portal for customer relationship management in Metro's cash-and-carry shopping malls. In order to fully guarantee the GMS system to be more effective in customer relationship management, Metro's customer development staff will call the "ME600 table" every day before going out to visit customers to check the customer's history of consumption in the shopping malls, including the time of consumption statistics, types of statistics, amount of statistics, maximum turnover, etc., and the customer development department will also call "ME600 table" every day before going out to visit customers. Statistics, maximum turnover and so on, and combined with the price of goods in the shopping mall during the period for the customer to formulate a recommended purchasing plan in advance, often proactive and timely to meet the needs of customers. For bulk customers, the GMS system has more detailed sales statistics and analysis techniques. In addition, the customer development staff has to make detailed customer development plans on a daily, weekly, monthly and yearly basis based on various sales reports generated by GMS in real time, and the customer development department closely monitors the sales growth of customers in various categories and time zones, and road sections, and adjusts the plans at any time. At the end of each day, the customer development staff will update the customer data and sales proposals in the GMS system by filling out various forms based on the visit situation. And provide targeted services and information support.

Metro also actively establish a stable information channel, through telephone visits, counselor visits, mailing Metro Post, letter contact, customer exchange meetings and other forms to promote information feedback, understanding of the market, to amend its business strategy and management decisions.

Customer Relationship Management Case Classics Part 4

The story of Y.C. Wang's sale of rice, the work of a number of entrepreneurs have seen the story of the growth of the work, but the most memorable, or Formosa Plastics founder, Y.C. Wang's story of selling rice.

Wang YongqingYongqing 15-year-old graduated from elementary school, to a millet store as an apprentice. The next year, he opened his own millet store using 200 yuan borrowed from his father as capital. In order to compete with the Japanese rice store next door, Wang Yongqing took a lot of trouble.

At that time, rice processing technology is relatively backward, the sale of rice mixed with rice bran, sand, small stones, etc., buyers and sellers are not surprised. Wang Yongqing is more of a mind, every time before selling rice in the rice in the debris pick clean, this extra service is very popular with customers.

Wang Yongqing sells rice more than rice home delivery, he was in a book on a detailed record of how many people in the customer's family, how much rice a month, when the payroll and so on. Calculating the customer's rice should be eaten up, then send rice door to door; wait until the customer payday, and then door to collect the rice money.

When he delivered rice to customers, he didn't just deliver it. He first helped people pour the rice into the rice bowl. If there is still rice in the jar, he pours out the old rice, brushes the jar clean, and then pours in the new rice and puts the old rice on top. In this way, the rice would not spoil because it had been left out for a long time. This small gesture made many customers y touched, iron heart to buy his rice.

In this way, his business is getting better and better. Starting from this millet store, Y.K. Wang eventually became the "leader" of Taiwan's industrial sector today. Later, when he talked about the experience of opening a rice store, he said with emotion: "Although at that time, we could not talk about any management knowledge, but in order to serve the customers to do good business, it is necessary to grasp the needs of the customer, I did not think that the pursuit of the actual need for a little bit of small ideas, but as a basis for the beginning, and gradually expand and evolve into the logic of business management.

This story gave me a deep inspiration and even moved me. The same is to sell rice, why can Wang Yongqing business to this realm? The key is that he used his heart! With the heart to research customers, research customer psychology, research customer needs, research how to meet customer needs. Not simply sell customers a simple product, but the customer's needs into their own service programs, with the product to give customers.

From this we can see the value of service. Customers can buy rice from other rice stores, but from the Wang Yongqing rice store to buy rice, will feel that their income is more than the value of the product, which is more than the value of the service. Touching service is not only covered by a smile, it is integrated in every detail of the work. If you go to measure the 'words, the standard of measurement is: whether you are in every aspect of the interaction with customers are carefully for the convenience of the customer and the customer's interests? What we should understand is that: in today's highly developed technology, product convergence situation, an enterprise if you want to survive and develop, there must be beyond the product so that customers are willing to support the reasons. Only willing to give the convenience to others, give the benefits to others, give the warmth to others, give the service to others, in order to shape the unique charm of the enterprise, to win the hearts of customers.

Customer Relationship Management Case Classics Part 5

Shanghai Jinfeng E-House is a real estate group that integrates leasing, sales, decoration and property management. Due to the increasingly fierce competition in the field of real estate, the practice of spending a large sum of money to build a model room in the exhibition to solicit customers has been difficult to play a good effect, in the tide of e-commerce swept, many real estate companies are considering new ways to attract customers.

The customer relationship management platform provided by ACE for Jinfeng E-House includes the front-end "integrated customer service center UCC" and the back-end data analysis module. The front-end adopts Aike UCC3.20, which is a comprehensive application platform that integrates multi-channel, multi-media communication and multi-method analysis system such as telephone, Web, fax, etc. Between the front-end and the back-end, there is an integrated customer service center (UCC). Between the front-end and the back-end is the database, which is like an information reservoir that can categorize the information received from various channels, such as basic customer information, transaction information and behavioral records. The back-end adopts Aike OTO2.0, which is used for data analysis to find out the relationship between products and products. According to different purposes, it extracts the corresponding data from the database in the middle and derives the results, and then returns to the database. Thus, from the front end, you can see the marketing suggestions or market guidance plan, which constitutes a real-time one-to-one marketing platform from front to back. Through this platform, it solves most of Jinfeng E-House's needs.

CRM Case Classics Part 6

The products of the home appliance industry are medium-value durable consumer goods, and although they are not directly customer-facing in the same way as other small-value consumer goods, the demand for after-sales service is relatively large, with a lot of repairs, spare parts management, replacement, and other typical after-sales service business needs. Therefore, the home appliance industry's CRM needs will be mainly focused on the CRM three business areas of customer service and customer marketing this piece.

Obviously, the establishment of a unified customer service center as the enterprise with the final customer interaction platform, based on which is equipped with CRM analytical applications and flexible promotional automation will be a major CRM software options.

After examining a number of domestic CRM software vendors, and balancing functionality and business requirements, Guangdong BBK chose the CRM product of Hangzhou Star in the field of equipment services, which is more mature. The product takes the customer service center as the basic platform, provides multi-contact channel integration capability, and comes with customer analysis function.

Customer Relationship Management Case Classics Part 7

In the U.S. aviation industry has circulated a story: Southwest Airlines met a passenger who missed his flight, and the passenger was going to participate in the most important business meeting of the year. So they specially allocated a light aircraft to send the passenger to the destination. It's this kind of "passenger pleasing" approach that has made this small airline one of the top four in the United States.

Aviation is a capital-intensive industry, and the amount of money spent on airplanes is enormous. In addition, airlines must provide superb service. Flight delays, lost baggage, overbooking, flight cancellations, and employees who fail to provide excellent service to passengers can quickly alienate passengers from a particular airline. For some companies, "customer centricity" is just a slogan. At Southwest Airlines, however, it is a goal that is pursued on a daily basis. For example, Southwest employees were quick to respond to a customer complaint: five students who commuted weekly by air to out-of-state medical schools told Southwest that the flight that was most convenient for them was always 15 minutes late. So, to accommodate these students, Southwest moved up the departure time of the flight by a full quarter of an hour.

Customer Relationship Management Case Classics Part 8

In August 2000, Haier launched the "My Refrigerator, My Design" Haier Refrigerator B2C product personalization campaign around the world. Harbin user Mr. Song Mingwei because of the room arrangement needs, want a left door refrigerator, he first thought of Haier, to the Haier website, there is a user customization service, the user can choose the refrigerator door opening mode and other 10 special needs, he placed an order according to the needs of the Haier Refrigerator Company immediately organized the technical staff to carry out technical research. In order to meet the user's personalized needs, Haier Refrigerator Division after intense on-site development and technological transformation, to overcome a series of technical problems, 4 days later finally produced a fully compliant with the quality standards of the left door Haier refrigerator.

At present, Haier's foreign customers as long as the local climate, voltage conditions and customs to order special refrigerators, Haier are able to come up with prototypes within a week, within a month to organize mass production. Haier e-commerce launched to solve the home appliances in the new economic era how to meet the consumer's individual needs of this problem, the real realization of the producers and consumers between the zero distance. "If you want a triangular-shaped refrigerator, you just need to open the Haier website on the Internet and design the product you need according to the modules provided online, then the refrigerator can be delivered to your home seven days later." Haier CEO Zhang Ruimin has had to cite this example on many occasions to illustrate Haier's management revolution centered on made-to-order production. Personalized products, such as washing machines that can wash groundnuts, washing machines that can beat ghee, and triangular-shaped refrigerators, have become a source of vitality for Haier's development.

Customer Relationship Management Case Classics Part 9

The secret of the success of Thailand's Oriental Hotel begins with a classic story.

Entrepreneur Mr. Zhang went to Thailand on a business trip and stayed at the Oriental Hotel, which was his second time to stay at the hotel. The next morning, Mr. Zhang walked out of his room and prepared to go to the restaurant, the floor waiter respectfully asked: "Mr. Zhang, are you going to have breakfast?" Mr. Zhang was surprised and asked rhetorically, "How do you know my last name is Zhang?" The waiter replied, "Our hotel rules require that we memorize the names of all guests at night." This surprised Mr. Zhang. Although he had traveled frequently around the world and stayed in countless high-class hotels, this was the first time he had encountered such a situation. Mr. Zhang happily took the elevator down to the floor where the restaurant was located, and when he just got out of the elevator, the waiter of the restaurant busily greeted him: "Mr. Zhang, please come inside." Mr. Zhang was very puzzled, and asked, "How do you know my name is Zhang?" The waiter smiled and replied: "I just received a call from the floor service, said you have gone downstairs."

When Mr. Chang returned to Taiwan, he received a card from the Oriental Hotel on his birthday, which read, "Mr. Chang, you haven't stayed at the Oriental Hotel for three years, and all of our staff miss you." As a result, Mr. Zhang was so touched that he vowed to stay at the Oriental Hotel when he came to Thailand in the future.

It is because of these services that the Oriental Hotel has become one of the top ten hotels in the world, where rooms can be booked at least three months in advance.