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-1-Discussion_Paper_SAG.pptRolandBerger&PartnerGmbH–InternationalManagementConsultantsBarcelona–Beijing–Berlin–Brussels–Bucharest–Budapest–BuenosAires–Delhi–Detroit–Düsseldorf–Frankfurt–Hamburg–Kiev–KualaLumpur–LisbonLondon–Madrid–Milan–Moscow–Munich–NewYork–Paris–Prague–Riga–Rome–SãoPaulo–Shanghai–Stuttgart–Tokyo–Vienna–ZurichCRM––Munich,June2000-2-Discussion_Paper_SAG.pptThisdocumentwascreatedfortheexclusiveuseofourclients.Itisnotcompleteunlesssupportedbytheunderlyingdetailedanalysesandoralpresentation.ItmustnotbepassedontothirdpartiesexceptwiththeexplicitpriorconsentofRolandBerger&Partners.A.3B.12C.16C.1CRM19C.2CRM34C.3CRM74D.77E.:CRM81E.1CRM82E.2CRM93-3-Discussion_Paper_SAG.pptA.-4-Discussion_Paper_SAG.ppt:ForresterResearch,50050“?“?““48%44%6%2%2%10%52%36%-5-Discussion_Paper_SAG.pptSource:RolandBerger&Partners-6-Discussion_Paper_SAG.ppt–/12345678++x%Basis:RolandBerger&Partner-7-Discussion_Paper_SAG.pptOEM–Basis:RolandBerger&Partner,Analysis449011218922830037640542806740142820904001,128VWGMFordYahoo!MannesmannVodaphone/AirtouchAOLNokiaMicrosoft12/99DM12/99DM1,000/DM1,000/DM1,100/DM1,100/DM1,700/DM1,700/DM4,700/DM4,700/DM16,300/DM16,300/DM10,700/DM10,700/DM18,800/DM18,800/DM4,500/DM4,500/DM2,800/DM2,800/••/•/•••-8-Discussion_Paper_SAG.ppt()()0.412/991.000()0.63.61.500()-9.000():400.000Source:RolandBerger&Partners-9-Discussion_Paper_SAG.pptCRM/22334411•••00,•••••Source:RolandBerger&Partners-10-Discussion_Paper_SAG.ppt“”CRMSource:Hagel/Armstrong;RolandBerger&Partners••••/••••/•••()••••••ExamplesExamplesExamples1.2.3.-11-Discussion_Paper_SAG.pptCRM−312//:••,my.com•1:•/•2:••()3Source:RolandBerger&Partners-12-Discussion_Paper_SAG.pptB.-13-Discussion_Paper_SAG.pptCRMSource:RolandBerger&Partners-14-Discussion_Paper_SAG.pptCRMCRMCRMCRMCRMCRMCRMCRMCRMCRMSource:RolandBerger&Partners-15-Discussion_Paper_SAG.pptCRMCRMOwnconcessSIVAINTERBANCOCOMEPOR3rdpartyconcess.MULTIRENTInter-bancoMulti-rentLGASIXTRETALHO√√√√√√√√√√√√√√√√√√√√√√√√√√√√√√√√Source:RolandBerger&Partners-16-Discussion_Paper_SAG.pptC.-17-Discussion_Paper_SAG.pptCRMCRMCRM123•••CRM•CRM•Source:RolandBerger&Partners•CRM–––•CRM•CRM•CRM()-18-Discussion_Paper_SAG.pptCRM41234Source:RolandBerger&Partners512.CRM3.IT-IT4.-19-Discussion_Paper_SAG.pptC.C.1C.2CRMC.3-20-Discussion_Paper_SAG.ppt„“•CRMcustomersegmentssegment-specificcustomerrequirements•CRMbenchmarksandbestpractices•customerinformationdeficit?•CRMexistingCRMmeasures•CRMvision•quantifiedandmeasurabletargets•CRMoverallbusinesspotentialSource:RolandBerger&Partners-21-Discussion_Paper_SAG.ppt„“4(1)1234„“1.CRMCRM2.RB&P3.CRM––CRMSource:RolandBerger&Partners-22-Discussion_Paper_SAG.ppt“4(2)„4.CRMCRM5.1234Source:RolandBerger&Partners-23-Discussion_Paper_SAG.pptCRMB2BB2BB2CB2C••••••••••••/••1)Source:RolandBerger&Partners-24-Discussion_Paper_SAG.ppt…CRM:CRM••••cookie••••••••Source:RolandBerger&Partners-25-Discussion_Paper_SAG.ppt/CRMSource:RolandBerger&Partners-26-Discussion_Paper_SAG.ppt••1995www.aa.com•19981.71999500•Earningmiles:–(CathayPacific,Finnair,Iberia,QuantasAirlines,)•/•AA3500170/–(BestWestern,HolidayInn,etc.)–Alamo,Avis,Hertz,etc.)–(Golf,Dining,etc.)•Usingmiles:–••35%•1998:170Source:RolandBerger&Partners-27-Discussion_Paper_SAG.pptCRMABCpointsofcontactinformation//utilizedfurtherpointsofcontact(analysisresults)?(customerprofiles)?/?Source:RolandBerger&Partners-28-Discussion_Paper_SAG.pptSource:RolandBerger&PartnersCRMCRM/()II/III()///VIPOEMCRM-29-Discussion_Paper_SAG.pptCRMCdemandrangemanypartsAddresspartners/owncurrency(“Miles,Buxx)PersonalizeofferInternet()2005:“”CRMBCRMACD/PersonalizedofferSource:RolandBerger&Partners-30-Discussion_Paper_SAG.ppt….CRM(1)Source:RolandBerger&Partners-31-Discussion_Paper_SAG.ppt…CRM(2)111…2…0,50,20,050,10,30,150,12233……………Source:RolandBerger&Partners-32-MUC-0260-90099-02-72a.ppt(31%)(35%)(34%)•(7%)•(6%)•ROI(6%)•(6%)•(6%)•(8%)•(7%)•(7%)•(6%)•(7%)•/(9%)•(7%)•(6%)•(5%)•(7%)Source:RolandBerger&Partners-33-Discussion_Paper_SAG.ppt[]/ABCD//N/SegmentABCD//NChannels(CRM)(CRM)CRMCRMSource:RolandBerger&Partners-34-Discussion_Paper_SAG.pptC.C.1C.2CRMC.3-35-Discussion_Paper_SAG.ppt„CRM“•customerknowledge•personalizedcustomerbenefits•customerretentionprograms•CRMprocessesorganizationalstructure•ITITIT-Infrastructureimpact•“bestofbread”softwarecomponents•ITstableIT-environmenteffortsSource:RolandBerger&Partners-36-Discussion_Paper_SAG.pptD.2.1CRM-37-Discussion_Paper_SAG.pptCRM14“CRM”Source:RolandBerger&Partners12345678910111213141.––2.––3.––4.-38-Discussion_Paper_SAG.ppt///–My.com(/)///CRMCRMSource:RolandBerger&Partners-39-Discussion_Paper_SAG.ppt:-40-Discussion_Paper_SAG.ppt„contactpointsadditionalopportunities•datarequirementsforecastcustomerbuyingbehavior•adaptationsamongthedifferentcompanieswithintheGroupappropriatecontrolmeasuresSource:RolandBerger&Partners-41-Discussion_Paper_SAG.ppt61234561.(/)2./3.4.Source:RolandBerger&Partners„“-42-Discussion_Paper_SAG.pptCRM123Source:RolandBerger&Partners-43-Discussion_Paper_SAG.pptSource:RolandBerger&Partners…123-44-Discussion_Paper_SAG.ppt