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Customer-Centric Marketing

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Customer-Centric Marketing

  1. 1. Source: marketing.wharton.upenn.edu TYPES OF MARKETING STRATEGIES Product Centricity Customer Centricity Seller’s market Buyer’s market
  2. 2. 60% of marketers allocate < 20% their budget to nurturing customer relationships Source: adage.com
  3. 3. 60% of marketers allocate < 20% their budget to nurturing customer relationships 70% of marketers allocate < 20% of their people to this goal Source: adage.com
  4. 4. “A PRODUCT CENTRIC ORGANIZATION IS ONE THAT IS FOCUSED ON THE PRODUCTS IT BRINGS TO MARKET RATHER THAN THE CUSTOMERS THAT BUY THOSE PRODUCTS”.
  5. 5. Source: marketing.wharton.upenn.edu Product Centricity TYPES OF MARKETING STRATEGIES Focus on Company (inside-out)
  6. 6. Source: marketing.wharton.upenn.edu Product Centricity TYPES OF MARKETING STRATEGIES  Offer what the firm has Focus on Company (inside-out)
  7. 7. Source: marketing.wharton.upenn.edu Product Centricity TYPES OF MARKETING STRATEGIES  Generic product  Offer what the firm has Focus on Company (inside-out)
  8. 8. Source: marketing.wharton.upenn.edu Product Centricity TYPES OF MARKETING STRATEGIES  Generic product  Offer what the firm has  Lowest cost Focus on Company (inside-out)
  9. 9. Source: marketing.wharton.upenn.edu Product Centricity TYPES OF MARKETING STRATEGIES  Generic product  Offer what the firm has  Lowest cost  Market ShareFocus on Company (inside-out)
  10. 10. THE GOAL OF PRODUCT-FOCUSED MARKET IS: SELL AS MUCH AS WE CAN
  11. 11. “CUSTOMER CENTRICITY IS ABOUT IDENTIFYING YOUR MOST VALUABLE CUSTOMERS, INCREASE PROFITS FROM THEM AND FIND MORE LIKE THEM,”. Peter Fader
  12. 12. “CUSTOMER CENTRICITY HAS A SPECIFIC AIM: MORE PROFIT FOR THE LONG TERM” Peter Fader
  13. 13. Source: marketing.wharton.upenn.edu Customer Centricity TYPES OF MARKETING STRATEGIES Focus on Customer and Competitor (outside-in)
  14. 14. Source: marketing.wharton.upenn.edu Customer Centricity TYPES OF MARKETING STRATEGIES  Offer what the customer wants Focus on Customer and Competitor (outside-in)
  15. 15. Source: marketing.wharton.upenn.edu Customer Centricity TYPES OF MARKETING STRATEGIES  Differentiated product  Offer what the customer wants Focus on Customer and Competitor (outside-in)
  16. 16. Source: marketing.wharton.upenn.edu Customer Centricity TYPES OF MARKETING STRATEGIES  Differentiated product  Offer what the customer wants  Customer knowledge Focus on Customer and Competitor (outside-in)
  17. 17. Source: marketing.wharton.upenn.edu Customer Centricity TYPES OF MARKETING STRATEGIES  Differentiated product  Offer what the customer wants  Customer knowledge  Customer shareFocus on Customer and Competitor (outside-in)
  18. 18. CASE STUDY: BEST BUY Best Buy wants to focus on customers’ individual wants and needs— to become “that trusted advisor capable of helping customers use technology the way they dreamed,” says Anderson. Source: Principles of Marketing
  19. 19. CASE STUDY: BEST BUY “We started this [customer-centricity] journey by learning how to see the differences in the desires of our customers, and then learning how to meet them,” says former CEO Brad Anderson. Source: Principles of Marketing
  20. 20. CASE STUDY: BEST BUY Best Buy’s “customer-centricity” strategy serves its best customer segments better while sending less attractive customers packing. The result: Sales are jumping despite the recently gloomy economy. Source: Principles of Marketing
  21. 21. So, which are the best customer?
  22. 22. “A VALUABLE PROSPECT WHO HAS A HIGH REVENUE AND RETENTION POTENTIAL AT LOW COSTS” Steffen Zorn
  23. 23. CUSTOMER VALUE Cost per acquisition customer Value per customer CONTRACT 1 Customer lifetime value
  24. 24. CUSTOMER VALUE Cost per acquisition customer Value per customer CONTRACT 1 CONTRACT 2 Customer lifetime value
  25. 25. CUSTOMER VALUE Cost per acquisition customer Value per customer CONTRACT 1 CONTRACT 2 CONTRACT 3 Customer lifetime value
  26. 26. CUSTOMER VALUE Cost per acquisition customer Value per customer CONTRACT 1 CONTRACT 2 CONTRACT 3 Customer lifetime value Low cost
  27. 27. CUSTOMER VALUE Cost per acquisition customer Value per customer CONTRACT 1 CONTRACT 2 CONTRACT 3 Customer lifetime value Low cost Premium price
  28. 28. CUSTOMER VALUE Cost per acquisition customer Value per customer CONTRACT 1 CONTRACT 2 CONTRACT 3 Customer lifetime value Low cost Cross selling Premium price
  29. 29. CUSTOMER VALUE Cost per acquisition customer Value per customer CONTRACT 1 CONTRACT 2 CONTRACT 3 Customer lifetime value Low cost Referral Cross selling Premium price
  30. 30. RESEARCH FIDINGS: COMPANY GROWTH = 3 TYPES OF CUSTOMER LOYALTY BEHAVIORS Source: HBR
  31. 31. RESEARCH FIDINGS: REDUCING DEFECTION Source: HBR
  32. 32. RESEARCH FIDINGS: ACQUISTION THOUGH REFERRAL Source: Philipp Schmitt, Bernd Skiera and Christophe Van den Bulte  Researchers compared two groups of customers acquired,10.000 customer, by a leading German bank over a three year period.  All of the first group were customers acquired through the bank´s referral program  The second group comprised a random sample of customers acquired through other means such as direct mail or advertising over the same period of time.
  33. 33. RESEARCH FIDINGS: ACQUISTION THOUGH REFERRAL Source: Philipp Schmitt, Bernd Skiera and Christophe Van den Bulte 25% Referred customers are more profitable  Researchers compared two groups of customers acquired,10.000 customer, by a leading German bank over a three year period.  All of the first group were customers acquired through the bank´s referral program  The second group comprised a random sample of customers acquired through other means such as direct mail or advertising over the same period of time.
  34. 34. RESEARCH FIDINGS: ACQUISTION THOUGH REFERRAL Source: Philipp Schmitt, Bernd Skiera and Christophe Van den Bulte 25% Referred customers are more profitable 18% Referred customers are more loyal  Researchers compared two groups of customers acquired,10.000 customer, by a leading German bank over a three year period.  All of the first group were customers acquired through the bank´s referral program  The second group comprised a random sample of customers acquired through other means such as direct mail or advertising over the same period of time.
  35. 35. RESEARCH FIDINGS: ACQUISTION THOUGH REFERRAL Source: Philipp Schmitt, Bernd Skiera and Christophe Van den Bulte 25% Referred customers are more profitable 18% Referred customers are more loyal 16% The difference in customer lifetime value varies according to customer  Researchers compared two groups of customers acquired,10.000 customer, by a leading German bank over a three year period.  All of the first group were customers acquired through the bank´s referral program  The second group comprised a random sample of customers acquired through other means such as direct mail or advertising over the same period of time.
  36. 36. RESEARCH FIDINGS: ACQUISTION THOUGH REFERRAL Source: Philipp Schmitt, Bernd Skiera and Christophe Van den Bulte 25% Referred customers are more profitable 18% Referred customers are more loyal 16% The difference in customer lifetime value varies according to customer 60% The referral program pays off  Researchers compared two groups of customers acquired,10.000 customer, by a leading German bank over a three year period.  All of the first group were customers acquired through the bank´s referral program  The second group comprised a random sample of customers acquired through other means such as direct mail or advertising over the same period of time.
  37. 37. What does the customer want?
  38. 38. Apple’s research uncovered a key insight about how people want to consume digital music—they want to take all their music with them, but they want personal music players to be unobtrusive.
  39. 39. Why you must understand customer want?
  40. 40. VALUE MAPPING COST BENEFITS higher lower inferior superior WHY WE MUST UNDERSTAND CUSTOMER WANT?
  41. 41. VALUE MAPPING COST BENEFITS higher lower inferior superior INFERIOR VALUE SUPERIOR VALUE WHY WE MUST UNDERSTAND CUSTOMER WANT?
  42. 42. VALUE MAPPING COST BENEFITS higher lower inferior superior INFERIOR VALUE SUPERIOR VALUE fair-value line WHY WE MUST UNDERSTAND CUSTOMER WANT?
  43. 43. VALUE MAPPING COST BENEFITS higher lower inferior superior INFERIOR VALUE SUPERIOR VALUE fair-value line Low value customer High value customer THE LACK OF INFORMATION WHY WE MUST UNDERSTAND CUSTOMER WANT?
  44. 44. VALUE MAPPING COST BENEFITS higher lower inferior superior INFERIOR VALUE SUPERIOR VALUE fair-value line Low value customer High value customer Fair value (1) THE LACK OF INFORMATION WHY WE MUST UNDERSTAND CUSTOMER WANT?
  45. 45. VALUE MAPPING COST BENEFITS higher lower inferior superior INFERIOR VALUE SUPERIOR VALUE fair-value line Low value customer High value customer Fai value (1)Fair value (2) THE LACK OF INFORMATION WHY WE MUST UNDERSTAND CUSTOMER WANT?
  46. 46. VALUE MAPPING COST BENEFITS higher lower inferior superior INFERIOR VALUE SUPERIOR VALUE fair-value line Low value customer High value customer Fai value (1)Fair value (2) Fair value (3) THE LACK OF INFORMATION WHY WE MUST UNDERSTAND CUSTOMER WANT?
  47. 47. Source: marketing.wharton.upenn.edu Nordstorm is a retailer, it is famous for HOW it sells – with truly outstanding customer service. In 1975, an unhappy owner of a set of worn-down tires walked into the Nordstorm outpost and asked to return them. Nordstorm DID NOT SELL TIRES at all. But the store granted the request anyway. Because they want to know as the store that not only SAYS the customer always right, but actually BELIEVES the customer is always right.
  48. 48. Is the customer always right?
  49. 49. Conclusion Fair-value solutions Reduce Defection Valuable customers
  50. 50. Conclusion Fair-value solutions Reduce Defection Valuable customers #1 - Which is the most valuable customer? RFM, Cluster Analytics, Social Listening
  51. 51. Conclusion Fair-value solutions Reduce Defection Valuable customers #1 - Which is the most valuable customer? RFM, Cluster Analytics, Social Listening #2 - How to fine them and more like them? STP process, Cluster Analytics
  52. 52. Conclusion Fair-value solutions Reduce Defection Valuable customers #1 - Which is the most valuable customer? RFM, Cluster Analytics, Social Listening #2 - How to fine them and more like them? STP process, Cluster Analytics #3 - What dose the customer want? Research, 5W1H, Value Map, Social Listening
  53. 53. Conclusion Fair-value solutions Reduce Defection Valuable customers #1 - Which is the most valuable customer? RFM, Cluster Analytics, Social Listening #2 - How to fine them and more like them? STP process, Cluster Analytics #3 - What dose the customer want? Research, 5W1H, Value Map, Social Listening #4 – How to increase profit from them? Cross selling, Low Cost, Premium Prices, Referral
  54. 54. PRODUCT-CENTRIC & CUSTOMER-CETRIC Product-centric Customer-centric Strategy Goal Best product Best solution Main offers New products Personalized package Most important Most advanced customer Most profitable, loyal customer Structure Organizational concept Product team Customer team Processes Most important New product development Customer relationship management Rewards Measures Number of new product Market share Customer lifetime value & Referral lifetime value Customer Share/Retention People Approach of personnel Power to people who develop products Power to people with in-depth knowledge of customer’ business Mental process How many possible use of this product? What combination of product is the best for this customer? Sales bias On the side of the seller On the side of the buyer Source: marketing.wharton.upenn.edu
  55. 55. REFERENCES Research: - Acquisition Methods and Customer Lifetime Value – Steffen Zorn (2009) - How Valuable Is Word of Mouth? – V. Kumar (2007) - Why Customer Referrals Can Drive Stunning Profits – Philipp Schmitt (2011) - Branding in the Digital Age: You’re Spending Your Money in All the Wrong Places – David C. Edelman (2010) - Zero Defections: Quality Comes to Services – Frederick F. Reichheld (1996) Article: - Why Aren't More Companies Shifting to Treat Their Best Customers Best? – Adge.com - A Customer Loyalty Measurement Framework – Business Broadway - The change in Marketing – Barbara Kahn (2015) - Moving from Product-Focused to Customer Focused Brands – Barbara Kahn (2015) - Not All Customers Are Created Equal – Peter Fader (2015) eBook: - Understanding Digital Marketing – Damian Ryan - Principles of Marketing – Philip Kotler Further reading: https://twitter.com/hashtag/CustomerCentricity?src=hash

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