rudy moenaert - what do i know about my customers - human inference
Post on 13-Sep-2014
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Who is my customer, how does he behave? Where is he? Is my customer really who he says he is? Correct customer knowledge and up-to-date data that are of good quality is essential to companies. Especially when the economic outlook is not very positive.TRANSCRIPT
Visionary MarketingVisionary Marketing
and an and an
Integrated Customer ViewIntegrated Customer View
Prof. dr. Rudy MoenaertProf. dr. Rudy MoenaertTiasNimbas & Vision2BTiasNimbas & Vision2B
www.moenaert.bewww.moenaert.be
Science-basedScience-based
PracticalPractical
RobustRobust
ConciseConcise
MarketingMarketing==
BuildingBuildingSustainableSustainable
BusinessBusiness
MarketMarketMakingMaking
MarketMarketFarmingFarming
MarketMarketHuntingHunting
© © Moenaert , Robben & GouwMoenaert , Robben & Gouw
MarketMarketMakingMaking
MarketMarketHuntingHunting
MarketMarketFarmingFarming
Is about acquiring the right customers.Is about acquiring the right customers.
Is about retaining the right customers, and Is about retaining the right customers, and create up- and cross-selling.create up- and cross-selling.
Is about developing the customer value Is about developing the customer value proposition and determining the hunting proposition and determining the hunting grounds for your organization.grounds for your organization.
Customers’ Outlook on Differentiating Advantage(The CODA-model)
• Product/ServiceThe core functional product or service your The core functional product or service your company offerscompany offers
• Customer ProcessThe company/customer- interaction process, as The company/customer- interaction process, as perceived by the customer, by means of which perceived by the customer, by means of which your company identifies, builds and maintains your company identifies, builds and maintains relationships with its customers and delivers its relationships with its customers and delivers its offeringoffering
• PriceThe financial and non-financial costs your The financial and non-financial costs your customers make in order to own or consume customers make in order to own or consume your products/services your products/services
• ImageThe beliefs, images, ideas or impressions the The beliefs, images, ideas or impressions the market holds about your company and/or the market holds about your company and/or the products you offerproducts you offer
Customer Customer ProcessProcess PricePrice
ImageImage
Product/Product/ServiceService
© Moenaert, Robben & Gouw
NeedsNeedsEnvironmentalEnvironmental
SafetySafety
Styling &Styling &DesignDesign
FunctionalFunctionalperformanceperformance
CompatibilityCompatibility UserUserconvenienceconvenience ServiceabilityServiceability Pre-transactionPre-transaction
processesprocessesTransactionTransactionprocessesprocesses
SwitchingSwitchingcostcost
BrandBrandimageimage
CorporateCorporateReputationReputation
Reliability &Reliability &ConsistencyConsistency
AcquisitionAcquisitioncostcost
DisposalDisposalcostcost
OperatingOperatingcostcost
ProfessionalismProfessionalism
Post-transactionPost-transactionprocessesprocesses
Availability inAvailability inthe channelsthe channels
EmpathyEmpathy
User User communitycommunity
Bundling &Bundling &ComplementaritiesComplementarities
ProductProductServiceService
PricePrice ImageImage
CustomerCustomerProcessProcess
BenefitsBenefits OfferedOffered
ProductProductimageimage
Source: “Visionary Marketing” by: Moenaert, Robben & Gouw
SymbolicSymbolic
FunctionalFunctional ExperientialExperiential
CustomerCustomerNeedsNeeds
It requires hard work
to beaverage.
It requiressmart work
to bedistinctive.
Customer Lifetime Value
CustomerCustomerLifetimeLifetime
ValueValue
BaseBasePotentialPotential
GrowthGrowthPotentialPotential
NetworkingNetworkingPotentialPotential
LearningLearningPotentialPotential
cash flow fromcash flow fromproducts andproducts andservices thatservices thatform the coreform the core
of the relationshipof the relationship
cash flow fromcash flow fromcross-selling,cross-selling,uptrading, auptrading, a
higher ‘share-of-higher ‘share-of-wallet’ etc.wallet’ etc.
cash flow fromcash flow fromnew relationshipsnew relationships
through customer’sthrough customer’sword-of-mouth,word-of-mouth,
referrals, etc.referrals, etc.
cash flow fromcash flow fromknowledge createdknowledge createdthrough interactionthrough interaction
within thewithin therelationshiprelationship
BaseBaseBusinessBusiness
ExtendedExtendedBusinessBusiness
LeveragedLeveragedBusinessBusiness
““Between 65% and 85%Between 65% and 85%of customers who defectof customers who defectsay they were satisfiedsay they were satisfied
with their former supplier”with their former supplier”
ReichheldReichheld
Loya
lty
Satisfaction
Non-competitive
Zone
Highly Competitive
Zone
“Marketers cannot afford to be democratic. They must invest their efforts and budgets where they will produce the most return. The most valuable customers deserve special treatment to build and retain their loyalty. The risk of not giving it to them is great. If a marketer treats high-profit consumers like everyone else, they will treat the marketer’s brand like any other”
(Hallberg in All customers are not created equal”)
Pre-Pre-ConsumptionConsumption
ActivitiesActivities
Consumption Consumption of Core Offeringof Core Offering
Post-Post-ConsumptionConsumption
ActivitiesActivities
Make decision forMake decision forHimalaya trekHimalaya trek
Information searchInformation searchon trekking organizationson trekking organizations
Making a reservationMaking a reservationwith a trekking organisationwith a trekking organisation
Journey to NepalJourney to Nepal
Trekking, eating and lodgingTrekking, eating and lodgingin Himalaya regionin Himalaya region
Journey homeJourney home
Experience pictures Experience pictures and videosand videos
Stories to family Stories to family and friendsand friends
Visit to Visit to KathmanduKathmandu
Evaluation of alternativesEvaluation of alternatives
Get together withGet together with trekking teamtrekking team
Plan next trekPlan next trek
Administrative formalitiesAdministrative formalities(visa, insurance, currency,...) (visa, insurance, currency,...)
Buying (additional)Buying (additional)trekking equipmenttrekking equipment
Get-together withGet-together withtrekking teamtrekking team
RBVRBV
(Resource-Based View)(Resource-Based View)
Competitive advantage
and resources
are two sides
of the same coin
EfficientEfficient& Customized& Customized
ConvenienceConvenience24/724/7
CompetitiveCompetitivePricesPrices
Image :Image :The proactive, The proactive,
trustworthytrustworthyPhonebankPhonebank
AwarenessAwareness(45 %)(45 %)
PressPresscampaignscampaigns
QualityQualityawardsawards
Word-of-Word-of-mouthmouth
recommendationsrecommendations
SuccessfulSuccessfultrack recordtrack record
CustomerCustomerSatisfactionSatisfaction
(delight)(delight)
Leeds WorkforceLeeds Workforce(empathy; language)(empathy; language)
StaffStaffRecruitment &Recruitment &
TrainingTraining
TeamsTeams
RotationRotation
EmployeeEmployeesatisfactionsatisfaction
Cross-Cross-SellingSelling
LimitedLimitedStaffStaff
ACD : AutomaticACD : AutomaticCall DistributionCall Distribution
MidlandMidlandTechnologyTechnologyBase (ATM)Base (ATM)
HealthyHealthyCustomerCustomer
Base (50 %Base (50 %Acceptance)Acceptance)
LeedsLeedslocationlocation
BRs handle 85%BRs handle 85%of inquiriesof inquiries
HotHotdeskingdesking
CentralizedCentralizedofficeoffice
MINDMINDICTICT SupervisorsSupervisors
Business Innovation
Realizing
extraordinary objectives
with
ordinary people
Launched player-card program (Total Gold) in 1997
Discovered that 26 % of gamblers generate 82 % of revenuesThose high-value customers do not match stereotypesHigh value customers are triggered by gambling offers
Very happy customers increase gambling spending by 10 %/yearUnhappy customers decrease gambling spending by 10 %/year
Differentiate service for Gold, Platinum and Diamond cardholdersIntegrated transactional data from all 26 sitesDeveloped and patented technology to do it
Linked employee rewards to customer satisfaction
““To really deliver on the brand promise, we've got to beTo really deliver on the brand promise, we've got to beable to capture the hearts and the minds of people. We able to capture the hearts and the minds of people. We focus on four things: greeting customers warmly, callingfocus on four things: greeting customers warmly, calling
them by name every time, thanking them for the businessthem by name every time, thanking them for the businessand asking them if there is anything we can do to help and asking them if there is anything we can do to help
them. them.
And we measure that; And we measure that; currently we're up over the 90 percent level"currently we're up over the 90 percent level"
Judith HatleyJudith Hatleyvice-president, Marketing & Customer Managementvice-president, Marketing & Customer Management
Internal MarketingInternal MarketingMaking promises possible!Making promises possible!
External MarketingExternal MarketingMaking promises!Making promises!
Interactive MarketingInteractive MarketingDelivering the promises!Delivering the promises!
CustomerCustomerSegmentSegment
VolumeVolumeofof
purchasespurchases
ContributionContributionto profitabilityto profitability
LifestyleLifestyleand valuesand values
WebsiteWebsiteinloginlog
addressaddress
BannerBannerreactionsreactions
ProfileProfileof purchasedof purchased
productsproducts
LifetimeLifetimevaluevalue
ClickstreamClickstream
MailingsMailingsto customerto customer
RecencyRecencyofof
purchasespurchases
LocationLocationof purchasesof purchases
Share ofShare ofcustomercustomer
CustomerCustomersatisfactionsatisfaction
WarrantyWarrantytermsterms
Exit ofExit ofwebsitewebsite
CustomerCustomersizesize
Length ofLength ofwebsitewebsite
visitvisitCustomerCustomer
demographicsdemographicsand and
classificationclassification
IdentifierIdentifierand and
AddressAddress
CustomerCustomercontactcontact
personnelpersonnel
FrequencyFrequencyofof
purchasespurchases
TermsTermsofof
paymentpayment
MailingMailingresponseresponse
PaymentPaymenthistoryhistory
ServiceServicelevellevel
agreementsagreements
Legal statusLegal statusof customerof customer
Finance/resource allocationFinance/resource allocation
ControlControl
Procurement/vendor selectionProcurement/vendor selection
Channel designChannel design
Order fulfillmentOrder fulfillment
LogisticsLogistics
Channel relationship managementChannel relationship management
PricingPricing
Selecting target marketsSelecting target markets
Operations/manufacturingOperations/manufacturing
Technology developmentTechnology development
ICT-implementationICT-implementation
Managing brand equityManaging brand equity
Human resource managementHuman resource management
Service deliveryService delivery
Strategic planningStrategic planning
Selling and communicationsSelling and communications
Customer relationship managementCustomer relationship management
Market sensing and intelligenceMarket sensing and intelligence
Strategic partnering and alliancesStrategic partnering and alliances
New product/service developmentNew product/service development
0% 10% 20% 30% 40% 50% 60%
20072007
20032003
19991999
Making a profit
is not an option.
Making a profit
is a duty.
Making a profit
is not an option.
Making a profit
is a duty.
LearningLearningandand
GrowthGrowth
InternalInternalBusinessBusinessProcessesProcesses
Vision &Vision &StrategyStrategy
FinancialFinancialResultsResults
CustomerCustomerResponseResponse
ValueValue@@
Your CompanyYour Company
ValueValue@@
Your CustomerYour Customer
RunningRunningyouryour
BusinessBusiness
ChangingChangingyouryour
BusinessBusiness
© Moenaert, Robben & Gouw
My name is Rudy Moenaert (1961) and I am a professor of strategic marketing at TiasNimbas Business School (University of Tilburg - TU Eindhoven) and a part-time professor of marketing at Nyenrode Business University. My research interests focus on strategic marketing (‘business roadmapping’) and the management and marketing of technological innovation in B2B settings.
I consider my business to be the business of fun. As a scholar, teacher and consultant in the field of strategic marketing, I try to develop science-based knowledge that is relevant to the business community. I have won the TiasNimbas best teacher award twice, and have published in journals such as the Journal of Product Innovation Management, Management Science, R&D Management, IEEE Transactions on Engineering Management, and the Journal of Management Studies.
Together with Henry Robben, I have published ‘Visionaire Marketing’ (Lannoo, 2003, 2006). Henry Robben, Peter Gouw and myself have now published 'Visionary marketing. Building sustainable business’ (LannooCampus, 2008).
In addition to research, I enjoy family life, diverse sports, fine cuisine, good wine, and motor biking.
Please visit www.moenaert.com or www.visionarymarketing.nl for resources on business roadmapping or advice on and supervision of business roadmapping projects.