Crm - Lesson 04 - Types Of Customers And Customer Value 6cx6
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Customer Relationship Management Lesson 04 – Serial No. 3 of Session Plan Types of Customers and Customer Value: Values Drive Value – Lesson 04 Customer Relationship Management by Alok Kumar, Chhabi Sinha and Rakesh Sharma Chapter 2
02/02/2011/ PK Sarkar / AIM 2011
Lesson 04 - CRM - Types of Customers and Customer Value: Value Drives Value
1/30
Chapter Objectives • To reiterate the importance of customer segmentation in CRM. • To suggest more relevant new sub-bases of segmentation • To highlight the meaning and types of customer value as relevant for any company practising CRM • To underline the importance of customer-value management and elucidate how simple techniques like customer lifetime value can improve the profitability of the customer. 02/02/2011/ PK Sarkar / AIM 2011
Lesson 04 - CRM - Types of Customers and Customer Value: Value Drives Value
2/30
Customer Segmentation Reexamined
02/02/2011/ PK Sarkar / AIM 2011
Lesson 04 - CRM - Types of Customers and Customer Value: Value Drives Value
3/30
Customer Segmentation Reexamined – (1/3) • Pareto principle bears testimony to the fact that not all customers are equal and therefore not all of them should be treated equal. • Two strong keywords with the concept of CRM relate to ‘selectivity’ and ‘partnership.’ #
02/02/2011/ PK Sarkar / AIM 2011
Lesson 04 - CRM - Types of Customers and Customer Value: Value Drives Value
4/30
Customer Segmentation Reexamined – (2/3) • Selectivity types of customers typically hinge on the loyalty attribute and their link to profitability is through their length of relationship or their purchase intent or whether they recommend to others. Customer segmentation of this type is behavioral and is most critical in CRM. The usual geographic, demographic or psychographic segmentation come useful at the second or third level of sub-segmentation. 02/02/2011/ PK Sarkar / AIM 2011
Lesson 04 - CRM - Types of Customers and Customer Value: Value Drives Value
5/30
Customer Segmentation Reexamined – (3/3) • Behavioral segmentation is usually in of loyalty, frequency of use etc. • Another important segmentation in the context of CRM is the number and choice of communication channels. • A related segmentation is nature and frequency of communication expected by the customer. 02/02/2011/ PK Sarkar / AIM 2011
Lesson 04 - CRM - Types of Customers and Customer Value: Value Drives Value
6/30
Types of Customers and Their Relationship Styles
02/02/2011/ PK Sarkar / AIM 2011
Lesson 04 - CRM - Types of Customers and Customer Value: Value Drives Value
7/30
Types of Customers and Their Relationship Styles – (1/2) • According to Jones and Sasser, customers behave in four different ways: 1.Apostles (= one sent to preach the gospel) 2.Terrorists/Defectors (defector = one who leaves a country or organisation for another one) 3.Mercenaries (= hired for money; actuated by the hope of reward; too strongly influenced by the desire of gain; one who is hired)
4.Hostages (= one kept in the hand of enemy as a pledge) 02/02/2011/ PK Sarkar / AIM 2011
Lesson 04 - CRM - Types of Customers and Customer Value: Value Drives Value
8/30
Types of Customers and Their Relationship Styles – (2/2) High
Satisfaction
Mercenaries:
Low
Apostles:
Happy and contended customers who are not loyal To the company and tend to shop around and compare. On a lookout for better opportunity.
Highly contended, loyal customers whose with potential customers is more valuable than any salesman.
Terrorists/Defectors: Hostages:
Customers who are disappointed in their business relation with the company and tell everybody about their bad experience. Leave the services without informing, virtually lost.
Low 02/02/2011/ PK Sarkar / AIM 2011
Disgruntled customers. Due to certain exit barriers, unable to change their service provider though dissatisfied
Loyalty Lesson 04 - CRM - Types of Customers and Customer Value: Value Drives Value
High
9/30
Types of Relationships With Mercenaries, Apostles, Defectors and Hostages – (1/2) • (1/4) Price-centred relationships – hinge on the delivery of the ‘best deal’ in the marketplace. Mercenaries fall in this type of relationship • (2/4) Need-centred relationships – offer personalisation of channels, interfaces and service processes. Need-centred relationship is expected by an Apostle in favourable circumstances and by a Defector in case of a service failure. 02/02/2011/ PK Sarkar / AIM 2011
Lesson 04 - CRM - Types of Customers and Customer Value: Value Drives Value
10/30
Types of Relationships With Mercenaries, Apostles, Defectors and Hostages – (2/2) • (3/4) Value-centred relationships – depend on intensive and extensive collaboration. A collaborative value-centred relationship is a series of dialogue and interaction between an enterprise and a customer over an extended period of time. Value-centred relationship is reserved for Apostles. • (4/4) Product-centred relationships – focus on delivery of customised products, services and solutions. Product-centred relationships are usually appropriate either for Apostles with a strong value proposition or for Hostages. 02/02/2011/ PK Sarkar / AIM 2011
Lesson 04 - CRM - Types of Customers and Customer Value: Value Drives Value
11/30
Loyalty as a Basis for Segmentation
02/02/2011/ PK Sarkar / AIM 2011
Lesson 04 - CRM - Types of Customers and Customer Value: Value Drives Value
12/30
Linking Profitability and Loyalty – (1/3) • High profitability and short term customers (Butterflies) • Low Profitability and short term customers (Strangers) • Long term customers and low profitability (Barnacles) (= a companion not easily shaken off) • High profitability and long term customers (True friends) 02/02/2011/ PK Sarkar / AIM 2011
Lesson 04 - CRM - Types of Customers and Customer Value: Value Drives Value
13/30
Linking Profitability and Loyalty – (2/3) • Butterflies: – Good fit between company’s offerings and customer’s needs – High profit potential
• Strangers – Little fit between company’s offering and customer’s needs – Lowest profit potential 02/02/2011/ PK Sarkar / AIM 2011
Lesson 04 - CRM - Types of Customers and Customer Value: Value Drives Value
14/30
Linking Profitability and Loyalty – (3/3) • Barnacles: – Limited fit between company’s offerings and customer’s needs. Yet, they don’t want to leave. – Perhaps, a drag to the firm – Low profit potential
• True friends: – Good fit between company’s offering and customer’s needs. – Highest profit potential 02/02/2011/ PK Sarkar / AIM 2011
Lesson 04 - CRM - Types of Customers and Customer Value: Value Drives Value
15/30
Customer Value: Concept and Characteristics
02/02/2011/ PK Sarkar / AIM 2011
Lesson 04 - CRM - Types of Customers and Customer Value: Value Drives Value
16/30
Customer Value: Concept and Characteristics – (1/5) • An effective CRM strategy starts with segmentation based on what different customer groups value and what will make them loyal. • Customer value is the customer’s perception of what outcome he expects in a specific situation with the help of a product or service offering in order to achieve a desired purpose or goal. 02/02/2011/ PK Sarkar / AIM 2011
Lesson 04 - CRM - Types of Customers and Customer Value: Value Drives Value
17/30
Customer Value: Concept and Characteristics – (2/5) • Five new approaches to customer value have been identified. These are: – The total value of their relationship with your company – The potential value of their relationship – The profitability of their relationship – The insights they can provide to your company – The influence they can wield over other customers 02/02/2011/ PK Sarkar / AIM 2011
Lesson 04 - CRM - Types of Customers and Customer Value: Value Drives Value
18/30
Customer Value: Concept and Characteristics – (3/5) • There are a few fundamental lessons that must be ed in connection with customer value: – (1/8) Value is customer-defined – (2/8) Customers differ in who they are, what outcomes (value-in-use) they seek, and therefore, what value they place on different benefits of an offering. – (3/8) Value is opaque 02/02/2011/ PK Sarkar / AIM 2011
Lesson 04 - CRM - Types of Customers and Customer Value: Value Drives Value
19/30
Customer Value: Concept and Characteristics – (4/5) – (4/8) Value is contextual. Context has three dimensions: • The end • The end-use situation, and • the environment.
– (5/8) Value is multidimensional – (6/8) Value is a trade-off at the hand of a customer: Trade-off between total benefits he gets and the cost he incurs 02/02/2011/ PK Sarkar / AIM 2011
Lesson 04 - CRM - Types of Customers and Customer Value: Value Drives Value
20/30
Customer Value: Concept and Characteristics – (5/5) – (7/8) Value is relative - customers evaluate value relative to available alternatives, particularly the next-best alternative. (BASE – best available substitute or equivalent) – (8/8) Value is a mindset – the organisation should have a mindset that everything it does should revolve around its customers, not its products. #
02/02/2011/ PK Sarkar / AIM 2011
Lesson 04 - CRM - Types of Customers and Customer Value: Value Drives Value
21/30
Types of Customer Value – (1/2) • Jagdish Sheth and Banwari Mittal have suggested three roles of a customer, viz.: , payer and buyer. – Customers as s seek performance, social and emotional value. – Customers as payers want price value, credit and financing values. – Customers as buyers desire service value, convenience and personalisation value. 02/02/2011/ PK Sarkar / AIM 2011
Lesson 04 - CRM - Types of Customers and Customer Value: Value Drives Value
22/30
Types of Customer Value – (2/2) • Customers derive value from three sources: – Economic – Functional and – Psychological
• The relative importance of these three types of values varies across products as well as the life cycle of the same product. 02/02/2011/ PK Sarkar / AIM 2011
Lesson 04 - CRM - Types of Customers and Customer Value: Value Drives Value
23/30
Economic Value – (1/2) • Economic value is generally the focus in B2B markets. A fundamental source of value is the economic benefit a customer derives from using the product over its lifetime. There are four noteworthy points: – First, the company is communicating a tangible measure of benefit in of savings. – Second, economic benefit, in general, is evaluated by comparing the total life cycle costs of the products, not just the initial purchase price – Third, the most convenient time frame on which to compare the these benefits is the life of the new product. – Fourth, economic benefit is always comparative. 02/02/2011/ PK Sarkar / AIM 2011
Lesson 04 - CRM - Types of Customers and Customer Value: Value Drives Value
24/30
Economic Value – (2/2) • However, economic value is not the only benefit on which products are purchased. Other factors are: – Compatibility – Complexity – Observability – Risk – (financial, social and so on) – Divisibility (can customers try a small portion?) 02/02/2011/ PK Sarkar / AIM 2011
Lesson 04 - CRM - Types of Customers and Customer Value: Value Drives Value
25/30
Functional Value • It is defined by those aspects of a product that provide measurable functional or utilitarian benefits to customers. That is value is provided by performance feature of a product. • Rupee value of a feature is usually difficult to show, but researchers using cont analysis techniques can learn preferences of customers for various features. 02/02/2011/ PK Sarkar / AIM 2011
Lesson 04 - CRM - Types of Customers and Customer Value: Value Drives Value
26/30
Psychological Value • Psychological value focuses on intangible benefits of a product as against the tangible benefits of the other two. For example, brand names, associations, images etc. • As markets mature and tangible differences among competing brands become negligible, psychological benefits become the chief differentiator. Even technology intensive companies have come to know the importance of psychological value their customers desire. 02/02/2011/ PK Sarkar / AIM 2011
Lesson 04 - CRM - Types of Customers and Customer Value: Value Drives Value
27/30
Other Various Value Definitions – (1/3) • Customers’ definition of value: – – – –
Low price Whatever I want in a product or service The quality I get for the price I pay What I get for what I give.
• Philip Kotler has defined value as: – – – –
Product value Service value Personnel value Image value
02/02/2011/ PK Sarkar / AIM 2011
Lesson 04 - CRM - Types of Customers and Customer Value: Value Drives Value
28/30
Other Various Value Definitions – (2/3) • Barnes has given the following values: – (1/9) Choice based value: that is, available choices to customers in of: • • • •
How they deal with the company How they pay How they want them to be shipped How they receive information
– (2/9) Employee based value – (3/9) Information value 02/02/2011/ PK Sarkar / AIM 2011
Lesson 04 - CRM - Types of Customers and Customer Value: Value Drives Value
29/30
Other Various Value Definitions – (3/3) • Barnes has given the following values: – (4/9) Association value – (5/9) Relationship value (as a supplier) – (6/9) Customer unique value – (7/9) Experience value – (8/9) Product-for-price value – (9/9) Access or convenience value #
02/02/2011/ PK Sarkar / AIM 2011
Lesson 04 - CRM - Types of Customers and Customer Value: Value Drives Value
30/30
02/02/2011/ PK Sarkar / AIM 2011
Lesson 04 - CRM - Types of Customers and Customer Value: Value Drives Value
1/30
Chapter Objectives • To reiterate the importance of customer segmentation in CRM. • To suggest more relevant new sub-bases of segmentation • To highlight the meaning and types of customer value as relevant for any company practising CRM • To underline the importance of customer-value management and elucidate how simple techniques like customer lifetime value can improve the profitability of the customer. 02/02/2011/ PK Sarkar / AIM 2011
Lesson 04 - CRM - Types of Customers and Customer Value: Value Drives Value
2/30
Customer Segmentation Reexamined
02/02/2011/ PK Sarkar / AIM 2011
Lesson 04 - CRM - Types of Customers and Customer Value: Value Drives Value
3/30
Customer Segmentation Reexamined – (1/3) • Pareto principle bears testimony to the fact that not all customers are equal and therefore not all of them should be treated equal. • Two strong keywords with the concept of CRM relate to ‘selectivity’ and ‘partnership.’ #
02/02/2011/ PK Sarkar / AIM 2011
Lesson 04 - CRM - Types of Customers and Customer Value: Value Drives Value
4/30
Customer Segmentation Reexamined – (2/3) • Selectivity types of customers typically hinge on the loyalty attribute and their link to profitability is through their length of relationship or their purchase intent or whether they recommend to others. Customer segmentation of this type is behavioral and is most critical in CRM. The usual geographic, demographic or psychographic segmentation come useful at the second or third level of sub-segmentation. 02/02/2011/ PK Sarkar / AIM 2011
Lesson 04 - CRM - Types of Customers and Customer Value: Value Drives Value
5/30
Customer Segmentation Reexamined – (3/3) • Behavioral segmentation is usually in of loyalty, frequency of use etc. • Another important segmentation in the context of CRM is the number and choice of communication channels. • A related segmentation is nature and frequency of communication expected by the customer. 02/02/2011/ PK Sarkar / AIM 2011
Lesson 04 - CRM - Types of Customers and Customer Value: Value Drives Value
6/30
Types of Customers and Their Relationship Styles
02/02/2011/ PK Sarkar / AIM 2011
Lesson 04 - CRM - Types of Customers and Customer Value: Value Drives Value
7/30
Types of Customers and Their Relationship Styles – (1/2) • According to Jones and Sasser, customers behave in four different ways: 1.Apostles (= one sent to preach the gospel) 2.Terrorists/Defectors (defector = one who leaves a country or organisation for another one) 3.Mercenaries (= hired for money; actuated by the hope of reward; too strongly influenced by the desire of gain; one who is hired)
4.Hostages (= one kept in the hand of enemy as a pledge) 02/02/2011/ PK Sarkar / AIM 2011
Lesson 04 - CRM - Types of Customers and Customer Value: Value Drives Value
8/30
Types of Customers and Their Relationship Styles – (2/2) High
Satisfaction
Mercenaries:
Low
Apostles:
Happy and contended customers who are not loyal To the company and tend to shop around and compare. On a lookout for better opportunity.
Highly contended, loyal customers whose with potential customers is more valuable than any salesman.
Terrorists/Defectors: Hostages:
Customers who are disappointed in their business relation with the company and tell everybody about their bad experience. Leave the services without informing, virtually lost.
Low 02/02/2011/ PK Sarkar / AIM 2011
Disgruntled customers. Due to certain exit barriers, unable to change their service provider though dissatisfied
Loyalty Lesson 04 - CRM - Types of Customers and Customer Value: Value Drives Value
High
9/30
Types of Relationships With Mercenaries, Apostles, Defectors and Hostages – (1/2) • (1/4) Price-centred relationships – hinge on the delivery of the ‘best deal’ in the marketplace. Mercenaries fall in this type of relationship • (2/4) Need-centred relationships – offer personalisation of channels, interfaces and service processes. Need-centred relationship is expected by an Apostle in favourable circumstances and by a Defector in case of a service failure. 02/02/2011/ PK Sarkar / AIM 2011
Lesson 04 - CRM - Types of Customers and Customer Value: Value Drives Value
10/30
Types of Relationships With Mercenaries, Apostles, Defectors and Hostages – (2/2) • (3/4) Value-centred relationships – depend on intensive and extensive collaboration. A collaborative value-centred relationship is a series of dialogue and interaction between an enterprise and a customer over an extended period of time. Value-centred relationship is reserved for Apostles. • (4/4) Product-centred relationships – focus on delivery of customised products, services and solutions. Product-centred relationships are usually appropriate either for Apostles with a strong value proposition or for Hostages. 02/02/2011/ PK Sarkar / AIM 2011
Lesson 04 - CRM - Types of Customers and Customer Value: Value Drives Value
11/30
Loyalty as a Basis for Segmentation
02/02/2011/ PK Sarkar / AIM 2011
Lesson 04 - CRM - Types of Customers and Customer Value: Value Drives Value
12/30
Linking Profitability and Loyalty – (1/3) • High profitability and short term customers (Butterflies) • Low Profitability and short term customers (Strangers) • Long term customers and low profitability (Barnacles) (= a companion not easily shaken off) • High profitability and long term customers (True friends) 02/02/2011/ PK Sarkar / AIM 2011
Lesson 04 - CRM - Types of Customers and Customer Value: Value Drives Value
13/30
Linking Profitability and Loyalty – (2/3) • Butterflies: – Good fit between company’s offerings and customer’s needs – High profit potential
• Strangers – Little fit between company’s offering and customer’s needs – Lowest profit potential 02/02/2011/ PK Sarkar / AIM 2011
Lesson 04 - CRM - Types of Customers and Customer Value: Value Drives Value
14/30
Linking Profitability and Loyalty – (3/3) • Barnacles: – Limited fit between company’s offerings and customer’s needs. Yet, they don’t want to leave. – Perhaps, a drag to the firm – Low profit potential
• True friends: – Good fit between company’s offering and customer’s needs. – Highest profit potential 02/02/2011/ PK Sarkar / AIM 2011
Lesson 04 - CRM - Types of Customers and Customer Value: Value Drives Value
15/30
Customer Value: Concept and Characteristics
02/02/2011/ PK Sarkar / AIM 2011
Lesson 04 - CRM - Types of Customers and Customer Value: Value Drives Value
16/30
Customer Value: Concept and Characteristics – (1/5) • An effective CRM strategy starts with segmentation based on what different customer groups value and what will make them loyal. • Customer value is the customer’s perception of what outcome he expects in a specific situation with the help of a product or service offering in order to achieve a desired purpose or goal. 02/02/2011/ PK Sarkar / AIM 2011
Lesson 04 - CRM - Types of Customers and Customer Value: Value Drives Value
17/30
Customer Value: Concept and Characteristics – (2/5) • Five new approaches to customer value have been identified. These are: – The total value of their relationship with your company – The potential value of their relationship – The profitability of their relationship – The insights they can provide to your company – The influence they can wield over other customers 02/02/2011/ PK Sarkar / AIM 2011
Lesson 04 - CRM - Types of Customers and Customer Value: Value Drives Value
18/30
Customer Value: Concept and Characteristics – (3/5) • There are a few fundamental lessons that must be ed in connection with customer value: – (1/8) Value is customer-defined – (2/8) Customers differ in who they are, what outcomes (value-in-use) they seek, and therefore, what value they place on different benefits of an offering. – (3/8) Value is opaque 02/02/2011/ PK Sarkar / AIM 2011
Lesson 04 - CRM - Types of Customers and Customer Value: Value Drives Value
19/30
Customer Value: Concept and Characteristics – (4/5) – (4/8) Value is contextual. Context has three dimensions: • The end • The end-use situation, and • the environment.
– (5/8) Value is multidimensional – (6/8) Value is a trade-off at the hand of a customer: Trade-off between total benefits he gets and the cost he incurs 02/02/2011/ PK Sarkar / AIM 2011
Lesson 04 - CRM - Types of Customers and Customer Value: Value Drives Value
20/30
Customer Value: Concept and Characteristics – (5/5) – (7/8) Value is relative - customers evaluate value relative to available alternatives, particularly the next-best alternative. (BASE – best available substitute or equivalent) – (8/8) Value is a mindset – the organisation should have a mindset that everything it does should revolve around its customers, not its products. #
02/02/2011/ PK Sarkar / AIM 2011
Lesson 04 - CRM - Types of Customers and Customer Value: Value Drives Value
21/30
Types of Customer Value – (1/2) • Jagdish Sheth and Banwari Mittal have suggested three roles of a customer, viz.: , payer and buyer. – Customers as s seek performance, social and emotional value. – Customers as payers want price value, credit and financing values. – Customers as buyers desire service value, convenience and personalisation value. 02/02/2011/ PK Sarkar / AIM 2011
Lesson 04 - CRM - Types of Customers and Customer Value: Value Drives Value
22/30
Types of Customer Value – (2/2) • Customers derive value from three sources: – Economic – Functional and – Psychological
• The relative importance of these three types of values varies across products as well as the life cycle of the same product. 02/02/2011/ PK Sarkar / AIM 2011
Lesson 04 - CRM - Types of Customers and Customer Value: Value Drives Value
23/30
Economic Value – (1/2) • Economic value is generally the focus in B2B markets. A fundamental source of value is the economic benefit a customer derives from using the product over its lifetime. There are four noteworthy points: – First, the company is communicating a tangible measure of benefit in of savings. – Second, economic benefit, in general, is evaluated by comparing the total life cycle costs of the products, not just the initial purchase price – Third, the most convenient time frame on which to compare the these benefits is the life of the new product. – Fourth, economic benefit is always comparative. 02/02/2011/ PK Sarkar / AIM 2011
Lesson 04 - CRM - Types of Customers and Customer Value: Value Drives Value
24/30
Economic Value – (2/2) • However, economic value is not the only benefit on which products are purchased. Other factors are: – Compatibility – Complexity – Observability – Risk – (financial, social and so on) – Divisibility (can customers try a small portion?) 02/02/2011/ PK Sarkar / AIM 2011
Lesson 04 - CRM - Types of Customers and Customer Value: Value Drives Value
25/30
Functional Value • It is defined by those aspects of a product that provide measurable functional or utilitarian benefits to customers. That is value is provided by performance feature of a product. • Rupee value of a feature is usually difficult to show, but researchers using cont analysis techniques can learn preferences of customers for various features. 02/02/2011/ PK Sarkar / AIM 2011
Lesson 04 - CRM - Types of Customers and Customer Value: Value Drives Value
26/30
Psychological Value • Psychological value focuses on intangible benefits of a product as against the tangible benefits of the other two. For example, brand names, associations, images etc. • As markets mature and tangible differences among competing brands become negligible, psychological benefits become the chief differentiator. Even technology intensive companies have come to know the importance of psychological value their customers desire. 02/02/2011/ PK Sarkar / AIM 2011
Lesson 04 - CRM - Types of Customers and Customer Value: Value Drives Value
27/30
Other Various Value Definitions – (1/3) • Customers’ definition of value: – – – –
Low price Whatever I want in a product or service The quality I get for the price I pay What I get for what I give.
• Philip Kotler has defined value as: – – – –
Product value Service value Personnel value Image value
02/02/2011/ PK Sarkar / AIM 2011
Lesson 04 - CRM - Types of Customers and Customer Value: Value Drives Value
28/30
Other Various Value Definitions – (2/3) • Barnes has given the following values: – (1/9) Choice based value: that is, available choices to customers in of: • • • •
How they deal with the company How they pay How they want them to be shipped How they receive information
– (2/9) Employee based value – (3/9) Information value 02/02/2011/ PK Sarkar / AIM 2011
Lesson 04 - CRM - Types of Customers and Customer Value: Value Drives Value
29/30
Other Various Value Definitions – (3/3) • Barnes has given the following values: – (4/9) Association value – (5/9) Relationship value (as a supplier) – (6/9) Customer unique value – (7/9) Experience value – (8/9) Product-for-price value – (9/9) Access or convenience value #
02/02/2011/ PK Sarkar / AIM 2011
Lesson 04 - CRM - Types of Customers and Customer Value: Value Drives Value
30/30
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