CVM Customer Value Management

1
CVMCustomer Value Management

• A Presentation

2
Structure of the Presentation

• Our Vision
• Our Focus
• Our Philosophy
• Our Product
• Our Process

3
Our Vision
market position, profitability and corporate
value
4
Our Focus
The Customer
Success
The Company
The Community
5
Our Philosophy
Customer
Customers are the very reason why companies exist.
Community
The digital revolution is profoundly impacting
every aspect of doing business.
Company
All organisations have a hidden human potential
which can be unleashed.
6
Our Philosophy (cont.)
In order to be successful, all companies must
manage well

• Its heart and soul - which are the people and
  their attitudes, values and principles.
• Its body and brain - which are the resources and
  the organisations competence and experience.
• Its energy - which is the relationship and
  interaction with the customers.

7
Our Contribution
Success Indicators
Stronger market position and competitive advantage
Increased profits
Increased value of the company
8
Our Process
We work with
we do
we deliver
we implement
CVRA A complete Customer Value and Relationship
Audit
CVRMP A Customer Value and Relationship
Management Program
CVRMS A Customer Value and Relationship
ManagementSystem
With partners
Check point
Check point
Start
Delivery
9
CVRA - Checklist
The Customer
The Company
The Community
Customer Knowledge
Sales Marketing
Trends Forces

• Analysis
• Understanding
• Requirements

• CRM
• Branding
• Communication

• Investments
• Systematization
• Availability

Customer Communication
The Resource Base
The Digital Revolution

• Support
• Information
• Advantages

• Corporate Value
• Profitability
• Structure Capital

• Network Value
• New Business Concept
• Customer Loyalty

Customer Satisfaction
Human Resources
The Competition

• Measurements
• Personalization
• Assessment

• Culture Values
• Hidden Potentials
• Performance

• Hypercompetition
• Customer Power
• New Competitors

10
The Customer
CustomerKnowledge

• Analysis
• Understanding
• Requirements

TheCustomer
Customer Communication
Customer Satisfaction

• Support
• Information
• Advantages

• Measurements
• Personalization
• Assessment

11
The Customer

• Customer knowledge
• refers to how effective an organisation is at
  determining current and potential
• customer requirements and how well the company
  understands the relative
• value that customers place on product/service
  features. Here are a few
• examples of how this information can be
  gathered
• Interviews with key customers
• Interviews with lost customers
• Won/lost analysis
• Understanding the customers business
• Study of customers business environment
• Analysis of competitors activities

12
The Customer

• Customer Communication
• relates to how effective an organisation is in
• Handling customers inquiries and orders
• Providing customers with product and service
  information
• Technical supporting
• Utilizing the potentiality in the digital
  revolution
• Dealing with account queries
• Dealing with customers complaints
• Following up of transactions
• The more relevant information that can be made
  available throughout an organisation,
• the better positioned the organisation is to
  satisfy their clients and gain a competitive
• advantage over their competitors.

13
The Customer
Customer satisfaction is a component that looks
at how an organisation determines customers
satisfaction or dissatisfaction. The methods
used will depend on the customer segment.
Customer satisfaction results should be
analyzed and acted upon by senior managers in
the organisation. This means that the whole
process from the companys suppliers, through the
own company and the distribution system, all the
way to the end user, must be analyzed. Key
accounts should, for instance, be visited
personally, in order to assess their
satisfaction or dissatisfaction.
14
The Company
Sales Marketing

• CRM
• Branding
• Outsourcing

The Company
The Resource Base
Human Resources

• Corporate Value
• Profitability
• Structure Capital

• Culture Values
• Hidden potentials
• Performance

15
The Company

• Sales and Marketing
• CRM
• Rapid advances in technology are creating
  profound business changes in Sales and Marketing
• functions. Customer Relationship Management (CRM)
  is the new tool for integration of
• markets, sales and service, into a platform for
  enhanced customer collaboration.
• Key functional areas include
• Marketing Automation - generating quality leads.
• Sales Automation - from leads to closing of
  business.
• Customer service - resolving customer issues.
• E-Commerce - handling the transaction on-line.
• Internet based CRM systems will provide a common
  platform to deliver applications for use
• by employees, partners and customers.

16
The Company
Sales and Marketing The changing role of
branding The emergence e-business will change the
role and value of traditional brand equity as a
mean of retaining and attracting
customers. Companies will find that many
traditional brand building tools and strategies
will decrease in effectiveness or will not
simply be transportable to interactive
channels. Companies will have to experiment with
new branding media, strategies and tactics
for creating virtual branding equity and they
must reallocate a significant portion of
traditional brand spending to build loyalty in
electronic communities through superior customer
care and personalisation technologies.
17
The Company

• Sales and Marketing
• Outsourcing
• A clear trend is outsourcing of certain elements
  of sales and marketing to new type of
• virtual service companies and utilities that
  deliver
• Scale infrastructure and technical capacity as
  Internet Service Providers (ISPs), Application
  Service Providers (Asps), Storage Service
  Providers (SSPs), Hosting, Transaction Engines
  and Web Ad Serving.
• Specialised expertise in e.g. Internet Ad design,
  Web integration E-commerce strategy and Channel
  intermediates.
• Outsourcing of sales and marketing functions will
  be essential in developing an
• adaptive marketing cost structure that enables
  state of the art capacity in core
• strategic areas.

18
The Company

• Human Resources
• Culture and Values
• Most organisations that have been around for some
  time has a culture that, if not subscribe
• by all, usually is understood as The way we do
  things here. These values actually
• practiced by the people is the clearest
  expression of the real culture within the
  organisation.
• It is vital do define a clear set of professional
  culture values to guide management behavior
• and business relations at all levels.
• Examples of such expressed values are
• We are all in this together-company-suppliers-cust
  omers.
• Open and honest communication is essential for
  us.
• Everyone shall have access to all information on
  all operations.
• We focus on processes and not on individual work.
• There are no success or failure, just learning
  experiences.

19
The Company

• Human resources
• The Hidden Potentials
• Every organisation has a hidden human potential.
  A successful opening and management of this
• potential will in the end create increased value
  in the company itself and for its customers.
• The basics for the development of an
  organisations human potential is to have
• the right people
• working in the right environment
• focusing on the right objectives.
• And the management must have
• a shared vision
• complementary skills
• mutual trust and respect

20
The Company

• Human resources
• Performance
• A company must regularly conduct surveys designed
  to measure how well the people are
• doing in supporting the principal of values,
  through interaction within the organisation and
• with people outside the company.
• Human resources management should also be used in
  the context of concrete actions such as
• Reducing personnel costs by lowering of absence,
  recruitment costs and staff turnover.
• Improving performance and productivity by
  increasing skills, motivation and moral.
• Improving the effectiveness of human resource
  administration through increased efficiency,
  faster response, more accurate reporting and
  focused management.
• Investing in knowledge creation and development.

21
The Community
Trends Forces

• Investments
• Systematization
• Availability

The Community
The Digital Revolution
The Competition

• Network value
• New business concept
• Customer loyalty

• Hypercompetition
• Customer Power
• New Competitors

22
The Community

• Trends Forces
• Trends and driving forces in a market or a branch
  are increasing in complexity and
• becomes more and more difficult to foresee and
  anticipate. It is therefor crucial for a
• company to systemise and invest in its
  environment custody. Here are a few
• examples of important topics to follow and
  analyse
• Public opinions
• Political changes and legislation's
• Environmental issues and restrains
• Innovations and technological break-throughs
• Shifts in capital and investment flows
• Mergers and acquisitions

23
The Community

• The Digital Revolution
• The digital revolution is changing the logic in
  most aspects of business.
• The digitalization of products and services
  creates new opportunities and challenges for all
• companies. Basically there are three areas to
  analyze carefully
• The potential for increasing value for the
  customer at a low cost.
• The potential to create a continues income.
• The potential to build close customer relation -
  one-to-one marketing.
• An increasing larger part of the economy is
  becoming less physical and more immaterial
• (digital). With the clear distinction between
  what can be delivered digitally and what must
• be delivered physically.
• In the digital world the value chain is no longer
  a chain but a network where values move
• around in all directions and where the final
  customer, as well, participates in the value
• exchange.

24
The Community

• Competition
• New competition will arise from companies
  changing their business structure or moving into
• a new branch.
• Key questions
• Who are my competitors today?
• From where is new competition emerging?
• The competition becomes an hypercompetition when
  customers can compare products
• and services easily and objectively. Computer
  power, unlimited communication capacity,
• portals, search-engines, etc. creates an eldorado
  of comparisons.
• The enormous quantity of information that will be
  available in the digital global marketplace
• will make gathering, processing and presentation
  of information to a new business.
• The fierce competition makes it absolutely
  necessary to submit added value to the
• customer and thereby creating a possibility to
  get higher prices.

25
Our working principals
We start when we have agreed on a workplan and
our client say OK. Lets go!
1
We work with our client and involve the people
in the company.
2
We keep a complete openness in the relation with
our client.
3
26
What is our competitive strength?
Experience. The partners have 100 years of
combined experience from many branches and stand
with one leg in both the old and the new
economy.
1
Knowledge. The partners have combined 50 years in
management consulting business and have worked
with all kinds of consulting techniques.
2
Fantasy. The partners are creative persons with
sensitive ears and with curiosity and enthusiasm
as a part of their personalities.
3
Focus We focus on the moment of truth. What is
the product, who is the customer and where is
the money?
4