奥美 CRM-PPT文档资料

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317奥美 CRM

8
Ogilvy & Mather
& CRM
? Next evolutionary step, back to intimacy ? Customer loyalty build on:
? Understanding of customers wants, needs and values ? Interactivity with the customer in the way customer prefer
&
Customers?
Who are these guys?
2
Ogilvy & Mather
& What is CRM?
? In-depth analysis of customer behavior and attributes.
? Applying of the achieved knowledge in the formulation of marketing campaigns, strategies and treatment plans.
? Loyal customers will will buy more and are willing to pay premium prices
? 20/80 rule – 20% of the customers generate 80% of the revenue
4
Ogilvy & Mather
? More than just a set of technologies – it is a process.
3
Ogilvy & Mather
& Why CRM?

CRM奥美(PPT 36页)

Applying of the achieved knowledge in the formulation of marketing campaigns, strategies and treatment plans.
More than just a set of technologies – it is a process.
CRM奥美(PPT 36页)
The Technology road ahead 2001
Technology strategy objectives Technology – Strategic key focus Key technologies and skills Training Plan Technology Laboratory Work with other companies and organizations Services provided by the Technology group
Future technologies
Mobile CRM ASP Model
Consulting technologies
Heavy backend database development. Full scale transaction based e-commerce solutions. ERP and on-line supply chain management
CRM Building Blocks
CRM奥美(PPT 36页)
Ogilvy and CRM
Focused on CRM Electronic Data Marketing (EDM) M Oglivy
CRM奥美(PPT 36页)
Ogilvy Interactive China and CRM

奥美 CRM

7
Ogilvy & Mather
& Target Marketing Direct mail, telemarketing Receiving customer response Lack of specific data, average response rate Islands of information
&
Customers?
Who are these guys?
2
Ogilvy & Mather
& What is CRM? In-depth analysis of customer behavior and attributes.
Applying of the achieved knowledge in the formulation of marketing campaigns, strategies and treatment plans.
8
Ogilvy & Mather
& CRM Next evolutionary step, back to intimacy Customer loyalty build on: Understanding of customers wants, needs and values Interactivity with the customer in the way customer prefer
5
Ogilvy & Mather
& Evolution of CRM Mass MarketБайду номын сангаасng Target Marketing CRM
6
Ogilvy & Mather

《奥美培训资料》课件

思维方式转变
培训让我意识到思维方式和逻辑分析在解决问题中的重要性，我开始尝试用更系统的方法思考问题。
对公司的建议与期望
定期举办培训
为了保持员工的专业素质和市场敏感度，建议公司定期举办类似的培训活动。
加强内部沟通
建议公司加强部门之间的沟通与合作，以更好地整合资源，提高工作效率。
提供更多实践机会
行业报告与数据
查阅行业报告和数据，了解市场趋势和竞争格局。
设计软件教程
学习设计软件的使用技巧和方法，提高设计水平。
THANKS
[ 感谢观看 ]
ABCD
启示二
创意和创新是营销成功的关键因素之一。
建议二
在推广过程中，要注重创意和创新，以吸引受众的注意力并提高品牌知名度。
CHAPTER 04
奥美未来展望
市场趋势与机遇
数字营销趋势
随着互联网和移动设备的普及，数字营销成为主流趋势，奥美将加大在数字营销领域的投入，以抓住市场机遇。
全球化趋势
随着全球化进程加速，跨文化交流和国际品牌合作成为市场重要机遇，奥美将积极拓展国际业务，提升全球影响力。
希望公司能提供更多实际操作的机会，让我们将所学知识运用到实际工作中。
关注员工成长
期望公司能够关注员工的个人成长，提供更多的发展机会和职业规划指导。
CHAPTER 06
参考资料
相关书籍与文献
01
02
03
04
《奥美公司历史与文化》
《广告创意与文案写作》
《品牌管理与推广》
《市场调研与数据分析》
网络资源与链接
CHAPTER 05
总结与感悟
个人收获与成长
专业知识增强
通过培训，我对广告和市场营销有了更深入的理解，特别是奥美独特的营销理

CRM-奥美.(PPT26页)

Data collection tools Analytical and data delivery tools
Data warehouse Data archeology Depth and breadth of data
Contact information Household information Group information Customer history Promotion history Product purchase/usage history Transaction rollup Customer service history Survey and customer response data Demographic, psychographics, firmographic and/or credit data Customer interaction information
promotions in the past and trough which channels they prefer to be reached?
Plan Execute
Execution and management of the marketing campaigns and customer treatment plans.
Analysis, Profiling
Customer Interaction
Sales force automation system. Call center The Internet
11
Ogilvy & Mather
& CRM Components
Two basic set of tools

CRM-奥美(PPT 36页)-文档资料

18
OgiThe Technology road ahead 2001 Technology strategy objectives Technology – Strategic key focus Key technologies and skills Training Plan Technology Laboratory Work with other companies and organizations Services provided by the Technology group
Customer Interaction
Sales force automation system.
Call center
12
The Internet
Ogilvy & Mather
& CRM Components Two basic set of tools Data collection tools Analytical and data delivery tools Data warehouse Data archeology Depth and breadth of data Contact information Household information Group information Customer history Promotion history Product purchase/usage history Transaction rollup Customer service history Survey and customer response data Demographic, psychographics, firmographic and/or credit data Customer interaction information

奥美CRM

Objectives
To be a technology center of excellence among the Interactive groups in the region and worldwide.
To excel best practices and technologies in the region and worldwide.
CRM Critical Success Factors
Architecture
Data warehouse Data structure and architecture – 80% of
the service cost
Analysis, Profiling
Customer Interaction
Training Plan
The training plan for 2001 will be developed in accordance of the Technology Strategic Key Focus
Technology Laboratory
New technologies Skills improvement Pet projects
CRM Cycle
Assess
• Who are the customers – demographics and lifestyle? • Where do they live? • What are they worth? What is their lifetime value
potential? • What and how do they buy? • How can they be reached? How have they responded to

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10
Ogilvy & Mather
Acquire more customers Optimize the value of the existing
customers Retain the right customers longer
Acquiring new customer cost 5-10 times more that retaining the existing one
Loyal customers will will buy more and are willing to pay premium prices
20/80 rule – 20% of the customers generate 80% of the revenue
4
Ogilvy & Mather
8
Ogilvy & Mather
& CRM Next evolutionary step, back to intimacy Customer loyalty build on: Understanding of customers wants, needs and values Interactivity with the customer in the way customer prefer
&
Customers?
Who are these guys?
2
Ogilvy & Mather
& What is CRM? In-depth analysis of customer behavior and attributes.
Applying of the achieved knowledge in the formulation of marketing campaigns, strategies and treatment plans.
& Why CRM? (continued) Service leaders enjoy the following advantage over their lowservice competitors: They grow twice as fast. They experience a 6% annual growth vs. a 1% share loss (they take customers away from their competitors). They can charge 10% more from their products and still take customers away. They enjoy 12% vs. 1% average return on sales. Industry statistics show that 68% of customers walk away because of poor customer service.
More than just a set of technologies – it is a process.
3
Ogilvy & Mather
& Why CRM? Company existence – quest for profit.
Three ways to increase the profitability of the customer base
& Ogilvy Interactive Team
Customer Relationship Management (CRM)
Vladimir M Jordanov December 2nd, 2000 Oglivy Interactive Beijing Boot-camp
1
Ogilvy & Mather
5
Ogilvy & Mather
& Evolution of CRM Mass Marketing Target Marketing CRM
Байду номын сангаас
6
Ogilvy & Mather
& Mass Marketing Replaced the intimacy of direct sales One way communication Wide geographic distribution Lost is the personal touch with the customer Mass marketing was enabled trough the technological improvements in TV, radio, printed press
9
Ogilvy & Mather
& CRM Cycle Assess Who are the customers – demographics and lifestyle? Where do they live? What are they worth? What is their lifetime value potential? What and how do they buy? How can they be reached? How have they responded to promotions in the past and trough which channels they prefer to be reached? Plan Execute Execution and management of the marketing campaigns and customer treatment plans. Data gathering.
7
Ogilvy & Mather
& Target Marketing Direct mail, telemarketing Receiving customer response Lack of specific data, average response rate Islands of information