文档介绍：Customer Segmentation: Foundation for Differentiated CRM
Wilson Lo, Head of Business Planning & CRM
Consumer Banking, Hong Kong, DBS
Abundance of CRM Fiasco
Projected Benefits and Returns not there
Low to “no” usage
Not in pace with changing business needs
Qualitative Creativity still predominant
Data Warehouse
CRM Initiatives
Front-end Platform
Analytics
Program Learning
The Great Expectation
1
CRM - Strategy for Relationship Building
Retention
Acquisition
New Customer Management
Customer Relationship Management
Repositioning
0
3-6
months
Extend into
life-time
CRM Lifecycle
Growth Strategy - Lifetime Relationship Management
Servicing Strategy
Enabler Strategy
Customer Strategy
&
Business Objective
2
Retention
Acquisition
New Customer Management
Customer Relationship Management
Repositioning
Segmentation
0
3-6
months
Extend into
life-time
Customer Analytics for Developing CRM
CRM ess Factors
Different customers have different needs
Understand your customers
Serve them as they wish
Segmentation
Dynamic Modeling
Annotate customer characteristics
Cover the entire customer base
3
No One Scheme Fits All
Product
Transaction Usage
Behaviour
Value- Based
Segments of One
Knowledge of Customers
High
Low
Number of Segments
Few
Many
Needs- Based
4
Segmentation - Know Your Customers
Conventional
Homogeneous within Segment and Heterogeneous among Segments
Stable
Balanced distribution
Mono-dimensional
Internally focused (for data availability)
Dynamic
Both homogeneous and Heterogeneous BUT Actionable
Evolving
Hierarchical - Pigeon-hole
Multi-dimensional
Total Customer View - incorporating external data
5
Dynamic Segmentation
Segmentation
Models
Segment Performance
Changing Business Needs
… a continuous and ever-evolving process
More Segments will be generated
Some Segments will e obsolete
Customer Needs are Ever-changing
A New Practical Course
Attributes
Multi-Dimensional
Accessible
Heterogeneous
Evolving
Actionable
6