Successful Customer Relationship Management Case Analysis_Customer Relationship Management Classic Cases (3)

Successful Customer Relationship Management Cases 4

Many companies have achieved remarkable results in their CRM. Li Ning CRM, a famous domestic sporting goods brand, is a good example because Li Ning CRM The company's business is very large, so Li-Ning CRM, based on its rich and flexible business needs and the functions of Li-Ning's sales and service system, has designed business functions and determined specific function points and application effects for each business function module.

What a large company needs is a sound management system and mechanism. For example, the HR part of Li Ning CRM has sorted out and improved the business process and promoted the standardized management of the enterprise; it has integrated the business modules to form a whole Business cycle mechanism; further improved employee information management and formed a talent reserve mechanism; provided flexible reports and multi-angle statistical analysis functions. After the HR system in Li Ning CRM went online, it improved the human resources management level of Li Ning Company and effectively promoted the development of collectivization and globalization.

As a leader in China’s local sporting goods field, and as an outstanding athlete-turned-entrepreneur, Li Ning has inevitably become the focus of the spotlight. Since its founding 19 years ago, Li-Ning has continued to grow and expand. It has led China's sporting goods industry since 1995. In the new century, it has become a national sports brand that competes with international brands such as Nike and Adidas and represents the rise of China's power. It has provided Chinese enterprises, especially sports, with The supply company has left many cases worth thinking about and learning from. Therefore, no matter how big a company is, if it wants to compete with other brands, in addition to the brand itself, it must be unique and surpass others. In terms of company management, it can also learn from the strengths of others, such as the transformation of Li Ning's CRM management system. Great example.

The success of your CRM depends primarily on the extent to which your organization adheres to these best practices: for those CRM projects that go awry, the cause is almost always a failure to follow good implementation practices. Taking Li Ning's CRM customer relationship management as an example, if implemented in this way, a higher return on CRM investment can be achieved.

Successful Customer Relationship Management Cases 5

Shanghai Jinfeng Yiju is a real estate group that integrates leasing, sales, decoration and property management.

Jinfeng Yiju has many business locations in Shanghai. In the past, if customers had needs for buying or renting a house, they would contact them through primitive means such as phone calls and faxes. Since there is no unified customer service center and the level of service staff varies, users often have to negotiate multiple times to find the department suitable to answer their concerns. What makes Jinfeng Yiju even more helpless is that although it has accumulated a large amount of customer data and information in the past, the utilization rate of these valuable data is very low due to the lack of analysis and classification of customers' potential needs.

Jinfeng Yiju realized that in the Internet era, if we do not understand the real needs of customers and take the initiative, we will definitely be eliminated in the competition. In May 1999, after Jinfeng Yiju contacted the American Aike Company, it decided to adopt the company's eCRM product.

Find a breakthrough

After full communication between the two parties, Aike believes that Jinfeng Yiju’s conditions are very suitable for implementing a customer relationship management system. However, Jinfeng Yiju still has many concerns because of the customer relationship There are not many successful cases of management in China. In addition, the traditional CRM system requires a huge customer data sample database, and the construction cycle is long and the investment is large, which is not affordable for ordinary enterprises. Finally, the features of the eCRM system dispelled Jinfeng Yiju’s concerns. How is the eCRM system very different from traditional CRM? It has a modular structure, and users can get what they need; after the user selects the module, the manufacturer only needs to do some Customized work can be started immediately, and the implementation cycle is also very short, making it very suitable for small and medium-sized enterprises. After full communication, in order to minimize risks, both parties agreed to start with the most urgent needs first, and then decide on the next step of implementation based on the results of implementation.

After analyzing the situation of Jinfeng Yiju, the two parties finally decided to implement the following parts:

Jinfeng Yiju has a marketing center, online inquiry and other services, so it is necessary to set up multimedia, Multi-channel instant customer service center improves overall service quality and saves management costs.

Achieve one-to-one response to customer needs, and achieve personalized services through analysis of customer hobbies and needs.

Effectively use accumulated customer information to tap the potential value of customers.

Make full use of database information, tap potential customers, and proactively visit customers over the phone and recommend room types that meet customer requirements to fully understand customers and increase sales opportunities.

The real-time database resource sharing allows Jinfeng Yiju’s website technology center, service center and physical business to be effectively combined, reducing sales and management costs.

Aike’s solution

At the front end, the UCC system integrates telephone, Web, fax and other services. While providing multimedia communication for customers, customer service staff can also serve customers from According to the needs of telephone, Web, fax and other media, managers can monitor and manage the service status of customer service personnel in real time to achieve unified management. This unified service center sets up a unified set of standard questions and a unified customer service number, and uses question grouping and call distribution to allow customers to find service personnel suitable to answer questions at any time and get satisfactory answers. The UCC-Approach module in this system can effectively tap the potential value of customers.

Implemented as planned

Jinfeng Yiju and Aike believe that the principle of implementation is that Jinfeng Yiju’s existing systems and businesses must not make major changes as a premise, and make full use of existing systems. hardware, software and network environment, and effectively integrated with the previous system.

1. Establish a multi-channel customer communication method

This step includes three parts: UCC-Web, UCC-Ware and UCC-Approach.

UCC-Web When a customer comes in through the Web, the customer's basic information and past transaction records are displayed on the service interface. Customer service staff can provide customers with personalized services and make joint decisions based on the back-end analysis results. Sales advice.

UCC-Ware customers’ inquiries about renting or buying a house, etc., arrive at dedicated service personnel after traffic distribution. At the same time, the background customer data is automatically called and displayed on the customer service interface for reference by customer service personnel. For some standard questions, you can use The IVR system provides automatic voice and fax responses, saving manpower.

UCC-Approach develops service and marketing plans based on the data analyzed by the CRM system, sends phone calls to target customers, automatically transfers the connected calls to the appropriate agents, and provides customers with product after-sales return visits or New product marketing services.

2. Realize the integration of OTO analysis and front-end interactive functions

Use OTO analysis results to directly enter UCC’s Planer database as a basis for suggestions and outbound marketing. At present, Jinfeng Yiju has 4 main businesses and has accumulated a large amount of customer information. This part detects the data, eliminates invalid information, groups the valid information according to the type of business needs, and then performs PTP analysis on the grouped data to find the two most relevant products, based on which joint sales recommendations can be made. At the same time, analyze the contribution of target customers to find the customers who have the purchasing power and the greatest contribution to the product within a certain time limit. The remaining customers can be tracked with different intensity and methods according to the time limit and importance.

In addition, Jinfeng Yiju’s previous sales system, real estate management system, home purchase center system and business office system are now integrated into the customer relationship system through the interface provided by Aike products. The implementation of the project only took 3 weeks in total. Since the preliminary work was fully done, the project was implemented smoothly and was up and running quickly.

After applying Aike’s customer relationship management system, Jinfeng Yiju quickly achieved good results. The unified service platform not only improved the company’s service image, but also saved manpower and material resources. By tapping the potential value of customers, Jinfeng Yiju has developed more distinctive service methods and increased business volume. In addition, since customer relationship management integrates internal management resources, it reduces management costs.

Small steps forward

Looking back now, Zhang Ying said that although the implementation time of the project was not long, this success was hard-won. CRM is still very new to Chinese companies, and there are not many successful experiences to learn from, so it is not easy to persuade companies to believe in it.

In order to make Jinfeng Yiju believe in eCRM, Aike did a lot of work and gave Jinfeng Yiju a trial version to use. Although Jinfeng Yiju admits that it can bring many benefits to itself, it cannot immediately decide to adopt it due to fear of risks, because everyone knows that adopting CRM means huge capital investment and management innovation. What really made Jinfeng Yiju decide to use Aike products is that it does not cost a lot of money to use Aike products, and many of the previous equipment can be retained without the need for arduous personnel and management adjustments.

As a foreign-funded enterprise, being able to understand the special needs of Chinese users is the key to whether its products can gain a foothold in the country. Zhang Ying said that the reason for Aike's success is that they can start from the simplest place instead of pushing all the functions of the system to users right away. Implement some functions first, then make some changes based on customer feedback until it is stable, and then continue to implement other functions. This small-step approach is suitable for China's national conditions and is easily accepted by Chinese users.

Successful Customer Relationship Management Cases 6

Company Profile:

Liantianhong is a brand of Liantianhong (Fujian) Furniture Co., Ltd. Liantianhong Company was founded in 2007 by Chairman Li Jineng. It is a large-scale household products company. The products it has developed include Chinese-style palace furniture, as well as matching fabrics and craft gifts. The corporate propaganda slogan is "No compromises, price by pound". ?No OEM, no outsourcing, insisting on direct operation model and 100% advance payment? This is Liantianhong’s only channel and sales method in the terminal market.

Liantianhong (Fujian) Furniture Co., Ltd. is a large-scale Chinese-style palace household products company. The products it has developed include Chinese-style palace furniture, as well as matching fabrics and craft gifts. The company has now successfully built a complete industrial chain integrating procurement, research and development, design, production, sales and service. It is a large-scale production base for modern Chinese-style palace furniture and supporting soft furnishings. After more than four years of hard work, the company has ranked first in the country in terms of quality, scale and brand. It has invested nearly 1.2 billion yuan, of which 200 million yuan has been invested in brand promotion, especially on TV stations such as CCTV1, CCTV2, CCTV4 and CCTV News. A huge sum of money was invested in the advertisement "Xianyou Xianyou rides a stone horse to look at the furniture" and a million-dollar reward is offered for the second line of the advertisement, which directly promotes Xianyou in a positive way. According to statistics, in 2010 alone, there were as many as 30,000 customers from all over the country who came to Xianyou to visit and learn about Lian Tianhong, and 90% of them went to Basia to visit other mahogany furniture companies indirectly, which greatly enlivened Xianyou. The entire mahogany furniture market. At the beginning of 2010, Lian Tianhong even won the design and production rights for the VIP room of the Fujian Pavilion at the 2010 Shanghai World Expo, further enhancing the reputation of Xianyou and Lian Tianhong companies. At present, Liantianhong has provided employment for more than 5,000 people (three new factories are currently being built, and it is expected to provide employment for 10,000 people after completion); tax revenue has also increased from 180,000 yuan in 2008 to 2.6 million yuan in 2009. With 22.89 million yuan in 2010, it ranked first among private enterprises in Xianyou County, seventh among Putian private enterprises, and ranked second in increase, making a positive contribution to Xianyou's economic development.

Project requirements:

As traditional furniture, mahogany furniture is known for its history and culture. When consumers consume furniture, they also consume more of the hidden meaning behind the furniture. History and Culture. According to reports, the current purchase of mahogany furniture for investment accounts for about 20% of the total consumption, and a small number of people purchase mahogany furniture for collection. In recent years, the consumption of mahogany furniture has begun to become more rational. In addition to the materials used, more people have begun to pay attention to the practicality and craftsmanship of mahogany furniture. Mahogany furniture with exquisite structure and fine workmanship is the most popular. In addition, many young people have also begun to join the ranks of mahogany furniture consumers. With the increasing brand awareness of Chinese consumers, the reputation of mahogany furniture brands has also become an important reference for many consumers when choosing products.

According to relevant experts on mahogany furniture, the mahogany furniture industry has gradually shifted from rapid and loose development to steady and concentrated development, from price wars to honest service wars, and from business operations to brand management.

In such an environment, on the one hand, mahogany furniture companies have to devote themselves to providing consumers with higher quality and more artistic mahogany furniture products. On the other hand, they must continue to innovate in business management to cope with the increasingly fierce market competition. , only in this way can we adapt to the macro trend of the market and help us remain invincible.

Mahogany furniture is a luxury product. It adopts the model of "mass communication and niche consumption" when selling, and attaches great importance to the construction of word-of-mouth. The sales model of Lian Tianhong is the same.

At present, Liantianhong adopts extensive management, and it is difficult to coordinate between the headquarters and directly-operated stores. It urgently needs software systems to help it unify its corporate brand image and break down communication barriers between communication departments.

Key elements of successful customer relationship management

1. Establish measurable and predictable corporate business goals in advance. Before an enterprise introduces customer relationship management, it must formulate an overall customer relationship management blueprint in advance and formulate the expected short-term and medium-term commercial benefits of customer relationship management. You must not blindly pursue a large and comprehensive system at once, or blindly follow the promises of CRM vendors. After all, CRM is not a panacea. Enterprises should learn more from the application results of other domestic and foreign enterprises, especially those in the same industry, and learn from the application results of their own enterprises. Objectively formulate reasonable business goals based on the actual situation and develop indicator tools to measure them. Although this factor is obvious, the main reason for failure in most cases is that companies did not fully consider this obvious success factor.

2. Coordinate the operational relationship between business and IT technology. Although the customer relationship management solution is dominated by IT technology, it does not belong to the technical category itself, but is a business management concept closely related to enterprise management and business operations. Customer relationship management aims to assist customers in processing and optimizing business processes on a customer-centric basis, improve customer satisfaction, and thereby tap maximum customer value. Information technology implementation is only one way to achieve this goal. Generally speaking, the business department should be the leading department in promoting customer relationship management, and the information department should be the supporting and technical control department. Some companies often hinder the promotion of projects because they fail to coordinate the relationship between the two.

3. Obtain the full support of corporate decision-making and management. Since the introduction of customer relationship management is a strategic plan for the transformation of corporate business philosophy, its introduction will definitely bring certain changes and impacts to the company's traditional working methods, department structures, personnel positions, and work processes; at the same time, in order to cooperate with the promotion of customer relationship management Various business specifications and business processes must be coordinated by good administrative and regulatory management systems to ensure the smooth implementation of various systems. These require strong support from senior managers of the enterprise. Once there is a lack of long-term and consistent support from senior managers, With strong support, the introduction of customer relationship management can only be done with more than enough intentions.

4. In-depth research on industry applications. CRM was first introduced to China from abroad. At that time, the customer relationship management concept adopted more mature concepts from foreign applications. Domestic manufacturers blindly follow this foundation and simply imitate the software functions themselves. However, Chinese companies do not understand, analyze, and combine the industry characteristics enough, so the imported and developed products have a strong sense of being manufactured behind closed doors. How to combine the internationally accepted customer relationship management concepts with China's specific industry characteristics to form a unique Chinese industry customer relationship management application is a question that all domestic CRM manufacturers, consulting companies, and enterprises currently need to think deeply about.

5. Choose mature applications to reduce customization workload and cycle. Looking at companies around the world that have implemented customer relationship management, there are many cases of ultimate failure due to the overall development cycle being too long and the workload being too heavy. Customization work is often the most expensive, time-consuming and complex part of the implementation and promotion of customer relationship management. Therefore, by choosing practical customer relationship management solutions (it is best to learn from domestic successful applications, especially applications in the same industry), and building the final application on mature applications, enterprises will significantly reduce the need for customization , and will greatly reduce the overall risk of the implementation process.

6. Have an enterprise self-customer management promotion advisory group. The introduction of customer relationship management applications is by no means something that happens overnight. It requires enterprises to continue to explore, develop and keep pace with the times.

The enterprise establishes a corporate customer relationship management development strategy group (which can be drawn from various departments). On the one hand, it is to continuously adjust and monitor the development and application effects of corporate customer relationship management; at the same time, it can also propose new topics as the enterprise continues to develop. Express new ideas.

7. Take the pulse of the enterprise and prescribe the right medicine. At present, many vendors selling CRM are actually not good at using the concept of customer relationship management to promote it. They install general-purpose software everywhere without the "one-to-one" service concept advocated by customer relationship management. The final effect is unimaginable. And know. Only by fully understanding the current management status of the enterprise can we launch unique customer relationship management solutions that meet customer needs. A common approach is to hire a consulting team with customer relationship management practices and industry experience to diagnose it. Conduct corporate consulting and diagnosis work through questionnaires, discussions, process reorganization, etc. Through enterprise consulting and diagnosis, we hope to discover the existing major problems in management, process, architecture, informatization and other aspects of the enterprise, demonstrate the feasibility of the enterprise's introduction of customer relationship management, and make an overall plan for the construction of a CRM system for future implementation. and design.

8. Increase investment in training to lay a solid foundation for users. When an enterprise finally introduces customer relationship management, it is more like introducing an idea into the enterprise than introducing a system. All risks ultimately come down to changes in people's minds.

(1) Senior manager training: Hire research experts in customer relationship management to communicate with corporate executives, so that senior managers can understand the necessity of customer relationship management from a higher perspective nature and importance, and always implement customer-centered thinking at the corporate decision-making level.

(2) Employee training: be able to fully understand and master the concept of customer relationship management, and clarify the benefits that the customer relationship management system brings to the enterprise and individuals, so that the entire enterprise can achieve true success. The transformation of customer-centric business model. The specific training plan mainly includes the following aspects:

a) Training on basic concepts of customer relationship management

b) Interactive questionnaire survey

c) Specific training based on role division Application operation training

d) Clarify personal responsibilities and performance evaluation methods for using the customer relationship management system

9. Overall planning and segmented implementation. Most successful customer relationship management cases adopt a phased implementation plan. Each stage focuses on specific customer relationship management goals to achieve quick wins. In other words, companies can achieve certain results within a reasonable period of time (usually three to four months).

10. Regularly measure and track the effectiveness of the customer relationship management system and maintain continuous promotion.

(1) In order to better implement customer relationship management within the enterprise, with the cooperation of the enterprise's human resources department, a relevant employee customer relationship management performance mechanism must be formulated to link it with employee business performance evaluation stand up.

(2) In order to facilitate enterprises to regularly evaluate the effectiveness of customer relationship management applications. In the early stages of system design, some quantitative analysis indicators for measuring and evaluating the system itself are added to facilitate comparison before and after.