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Building Customer
                      Relationships
  •   Relationship Marketing
  •   Relationship Value of Customers
  •   Foundations for Relationship Strategies
  •   The Customer Isn’t Always Right
  •   Customer Profitability Segments
  •   Levels of Relationship Strategies

McGraw-Hill/Irwin              ©2003. The McGraw-Hill Companies. All Rights Reserved
Relationship Marketing
• is a philosophy of doing business that focuses on keeping
  current customers and improving relationships with them
• does not necessarily emphasize acquiring new customers
• is usually cheaper (for the firm)
     – keeping a current customer costs less than attracting a new one
• thus, the focus is less on attraction, and more on retention
  and enhancement of customer relationships




McGraw-Hill/Irwin                      ©2003. The McGraw-Hill Companies. All Rights Reserved
Figure 6.1
                Customer Goals of Relationship
                         Marketing




McGraw-Hill/Irwin                ©2003. The McGraw-Hill Companies. All Rights Reserved
Profit Generated by a Customer
                          Over Time




McGraw-Hill/Irwin               ©2003. The McGraw-Hill Companies. All Rights Reserved
Profit Impact of 5 Percent Increase in
                    Retention Rate




McGraw-Hill/Irwin            ©2003. The McGraw-Hill Companies. All Rights Reserved
Lifetime Value of an Average Business
     Customer at Telecheck International, Inc.




McGraw-Hill/Irwin         ©2003. The McGraw-Hill Companies. All Rights Reserved
A Loyal Customer is One Who...
• Shows Behavioral Commitment
     – buys from only one supplier, even though other options exist
     – increasingly buys more and more from a particular supplier
     – provides constructive feedback/suggestions
• Exhibits Psychological Commitment
     – wouldn’t consider terminating the relationship--psychological
       commitment
     – has a positive attitude about the provider
     – says good things about the provider



McGraw-Hill/Irwin                     ©2003. The McGraw-Hill Companies. All Rights Reserved
Customer Loyalty Exercise

• Think of a service provider you are loyal to.
• What do you do (your behaviors, actions,
  feelings) that indicates you are loyal?
• Why are you loyal to this provider?




McGraw-Hill/Irwin                ©2003. The McGraw-Hill Companies. All Rights Reserved
Underlying Logic of Customer Retention
          Benefits to the Organization


                       Customer Satisfaction




      Customer Retention &                                          Quality
        Increased Profits                                           Service
                                                                  (Start Here)




                         Employee Loyalty

McGraw-Hill/Irwin                    ©2003. The McGraw-Hill Companies. All Rights Reserved
Benefits to the Organization
                       of Customer Loyalty
• loyal customers tend to spend more with the
  organization over time
• on average costs of relationship maintenance are
  lower than new customer costs
• employee retention is more likely with a stable
  customer base
• lifetime value of a customer can be very high


McGraw-Hill/Irwin                  ©2003. The McGraw-Hill Companies. All Rights Reserved
Benefits to the Customer

• inherent benefits in getting good value
• economic, social, and continuity benefits
     – contribution to sense of well-being and quality of life
       and other psychological benefits
     – avoidance of change
     – simplified decision making
     – social support and friendships
     – special deals


McGraw-Hill/Irwin                  ©2003. The McGraw-Hill Companies. All Rights Reserved
“The Customer Isn’t Always Right”

• Not all customers are good relationship
  customers:

     – wrong segment

     – not profitable in the long term

     – difficult customers


McGraw-Hill/Irwin                  ©2003. The McGraw-Hill Companies. All Rights Reserved
Steps in Market Segmentation and
                  Targeting for Services



 STEP 1:            STEP 2:        STEP 3:            STEP4:                STEP 5:
Identify            Develop       Develop            Select the           Ensure that
Bases for           Profiles of   Measures           Target               Segments
Segmenting          Resulting     of Segment         Segments             Are
the Market          Segments      Attractive-                             Compatible
                                  ness




McGraw-Hill/Irwin                            ©2003. The McGraw-Hill Companies. All Rights Reserved
Strategies for Building Relationships

• Foundations:
     – Excellent Quality/Value
     – Careful Segmentation
• Bonding Strategies:
     –   Financial Bonds
     –   Social & Psychological Bonds
     –   Structural Bonds
     –   Customization Bonds


McGraw-Hill/Irwin                 ©2003. The McGraw-Hill Companies. All Rights Reserved
Figure 6.5
                The “80/20” Customer Pyramid

 Most Profitable
                                       What segment spends more with
  Customers                            us over time, costs less to maintain,
                         Best
                       Customers       spreads positive word of mouth?




                        Other
                      Customers
                                            What segment costs us in
                                            time, effort and money yet
                                            does not provide the return
 Least Profitable                           we want? What segment is
   Customers                                difficult to do business with?


McGraw-Hill/Irwin                  ©2003. The McGraw-Hill Companies. All Rights Reserved
The Expanded Customer Pyramid


       Most Profitable
                         Platinum          What segment spends more with
        Customers                          us over time, costs less to maintain,
                                           spreads positive word of mouth?
                           Gold


                           Iron


                                             What segment costs us in
                           Lead              time, effort and money yet
                                             does not provide the return
     Least Profitable                        we want? What segment is
                                             difficult to do business with?
       Customers


McGraw-Hill/Irwin                   ©2003. The McGraw-Hill Companies. All Rights Reserved
Levels of Retention Strategies
                                                       Stable
                                Volume and             Pricing
                                Frequency                            Bundling and
                                Rewards                              Cross Selling


                      Integrated                    I. Financial                Continuous
                      Information                        Bonds                  Relationships
                      Systems

                                    IV.
                                                     Excellent
                                                      Quality            II.
                    Joint       Structural                                           Personal
                    Investments                        and             Social        Relationships
                                   Bonds
                                                      Value            Bonds

                        Shared                                                   Social Bonds
                        Processes             III. Customization                 Among
                        and                          Bonds                       Customers
                        Equipment

                                    Anticipation/                      Customer
                                    Innovation                         Intimacy
                                                        Mass
                                                    Customization

McGraw-Hill/Irwin                                                ©2003. The McGraw-Hill Companies. All Rights Reserved

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Week #4 chapter #6

  • 1. Building Customer Relationships • Relationship Marketing • Relationship Value of Customers • Foundations for Relationship Strategies • The Customer Isn’t Always Right • Customer Profitability Segments • Levels of Relationship Strategies McGraw-Hill/Irwin ©2003. The McGraw-Hill Companies. All Rights Reserved
  • 2. Relationship Marketing • is a philosophy of doing business that focuses on keeping current customers and improving relationships with them • does not necessarily emphasize acquiring new customers • is usually cheaper (for the firm) – keeping a current customer costs less than attracting a new one • thus, the focus is less on attraction, and more on retention and enhancement of customer relationships McGraw-Hill/Irwin ©2003. The McGraw-Hill Companies. All Rights Reserved
  • 3. Figure 6.1 Customer Goals of Relationship Marketing McGraw-Hill/Irwin ©2003. The McGraw-Hill Companies. All Rights Reserved
  • 4. Profit Generated by a Customer Over Time McGraw-Hill/Irwin ©2003. The McGraw-Hill Companies. All Rights Reserved
  • 5. Profit Impact of 5 Percent Increase in Retention Rate McGraw-Hill/Irwin ©2003. The McGraw-Hill Companies. All Rights Reserved
  • 6. Lifetime Value of an Average Business Customer at Telecheck International, Inc. McGraw-Hill/Irwin ©2003. The McGraw-Hill Companies. All Rights Reserved
  • 7. A Loyal Customer is One Who... • Shows Behavioral Commitment – buys from only one supplier, even though other options exist – increasingly buys more and more from a particular supplier – provides constructive feedback/suggestions • Exhibits Psychological Commitment – wouldn’t consider terminating the relationship--psychological commitment – has a positive attitude about the provider – says good things about the provider McGraw-Hill/Irwin ©2003. The McGraw-Hill Companies. All Rights Reserved
  • 8. Customer Loyalty Exercise • Think of a service provider you are loyal to. • What do you do (your behaviors, actions, feelings) that indicates you are loyal? • Why are you loyal to this provider? McGraw-Hill/Irwin ©2003. The McGraw-Hill Companies. All Rights Reserved
  • 9. Underlying Logic of Customer Retention Benefits to the Organization Customer Satisfaction Customer Retention & Quality Increased Profits Service (Start Here) Employee Loyalty McGraw-Hill/Irwin ©2003. The McGraw-Hill Companies. All Rights Reserved
  • 10. Benefits to the Organization of Customer Loyalty • loyal customers tend to spend more with the organization over time • on average costs of relationship maintenance are lower than new customer costs • employee retention is more likely with a stable customer base • lifetime value of a customer can be very high McGraw-Hill/Irwin ©2003. The McGraw-Hill Companies. All Rights Reserved
  • 11. Benefits to the Customer • inherent benefits in getting good value • economic, social, and continuity benefits – contribution to sense of well-being and quality of life and other psychological benefits – avoidance of change – simplified decision making – social support and friendships – special deals McGraw-Hill/Irwin ©2003. The McGraw-Hill Companies. All Rights Reserved
  • 12. “The Customer Isn’t Always Right” • Not all customers are good relationship customers: – wrong segment – not profitable in the long term – difficult customers McGraw-Hill/Irwin ©2003. The McGraw-Hill Companies. All Rights Reserved
  • 13. Steps in Market Segmentation and Targeting for Services STEP 1: STEP 2: STEP 3: STEP4: STEP 5: Identify Develop Develop Select the Ensure that Bases for Profiles of Measures Target Segments Segmenting Resulting of Segment Segments Are the Market Segments Attractive- Compatible ness McGraw-Hill/Irwin ©2003. The McGraw-Hill Companies. All Rights Reserved
  • 14. Strategies for Building Relationships • Foundations: – Excellent Quality/Value – Careful Segmentation • Bonding Strategies: – Financial Bonds – Social & Psychological Bonds – Structural Bonds – Customization Bonds McGraw-Hill/Irwin ©2003. The McGraw-Hill Companies. All Rights Reserved
  • 15. Figure 6.5 The “80/20” Customer Pyramid Most Profitable What segment spends more with Customers us over time, costs less to maintain, Best Customers spreads positive word of mouth? Other Customers What segment costs us in time, effort and money yet does not provide the return Least Profitable we want? What segment is Customers difficult to do business with? McGraw-Hill/Irwin ©2003. The McGraw-Hill Companies. All Rights Reserved
  • 16. The Expanded Customer Pyramid Most Profitable Platinum What segment spends more with Customers us over time, costs less to maintain, spreads positive word of mouth? Gold Iron What segment costs us in Lead time, effort and money yet does not provide the return Least Profitable we want? What segment is difficult to do business with? Customers McGraw-Hill/Irwin ©2003. The McGraw-Hill Companies. All Rights Reserved
  • 17. Levels of Retention Strategies Stable Volume and Pricing Frequency Bundling and Rewards Cross Selling Integrated I. Financial Continuous Information Bonds Relationships Systems IV. Excellent Quality II. Joint Structural Personal Investments and Social Relationships Bonds Value Bonds Shared Social Bonds Processes III. Customization Among and Bonds Customers Equipment Anticipation/ Customer Innovation Intimacy Mass Customization McGraw-Hill/Irwin ©2003. The McGraw-Hill Companies. All Rights Reserved