《埃森哲:客户关系长期战略报告(英文版)(20页).pdf》由会员分享,可在线阅读,更多相关《埃森哲:客户关系长期战略报告(英文版)(20页).pdf(20页珍藏版)》请在三个皮匠报告上搜索。
1、Are you a keeper?Discover strategies to develop long-term customer relationships with the 2019 Accenture Global Keep Me Index.If youre a communications service provider(CSP),whats the state of your relationships these days?With customers,that is.If youre like most companies,its increasingly difficul
2、t to attract new customers and keep the ones you have.The global telecom switching economy grew 9 percent from 2017 to 2018,reflecting customer revenue at risk from switching providers.1 Customer acquisition costs have been growing at about 5 percent annually as mature markets approach saturation.2T
3、he silver lining?Companies arent helpless in the face of these developments.In fact,80 percent of consumers who switched providers told us that the company could have done something differently to retain them.1But what is that“something”?The answer:Strong relationshipsenduring,reciprocal and authent
4、ic relationships with customers and other businesses.Introduction#AreYouAKeeper2The 2019 Accenture Global Keep Me Index:Measuring customer“stickiness”How can the effectiveness of a customer relationship be measured?For the third year in a row,Accenture has conducted research with almost 24,000 custo
5、mers globally who subscribe to and regularly interact with CSPs spanning wireless and television/video services,as well as digital platform brands(such as Amazon Prime,Hulu,Netflix and Google),to measure their likeliness to stay with a brand for the long run.#AreYouAKeeper3Instinct:Whats the first w
6、ord or phrase that comes to mind when you hear this companys name?Is the sentiment positive or negative?Dependence:Imagine the company is going out of business.How does that make you feel?Why?Trust:Is this a brand you trust?What do you trust and/or distrust the most?Are you confident that your data
7、is safe with them?Perception:How happy are you with quality of service for price?Why?Voice of the customer:Do you talk about the brand?How often?Do you say positive or negative things?To calculate KMI,each component is scored individually and weighted into a single composite score,which indicates th
8、e correlation between KMI and a customers likelihood to stay with a brand for the next 12 months.Scores for each component as well as overall KMI range from-1 to+1,and are indexed to show the average positive or negative emotional connection between customers and brands.Gaining or losing ground with
9、 your KMI score is a big deal.In fact,on average,increasing KMI by 5 percent decreases customer churn risk by 4 to 5 percent.The result is the“Keep Me Index,”(KMI)which is designed around a set of relationship factors that measure how customers think,feel and talk about a brand:Measuring customer“st
10、ickiness”#AreYouAKeeper4Who has the KMI advantage?In the race to establish a high degree of stickiness through effective,long-term customer relationships,who has the edgeCSPs or digital platform players?#AreYouAKeeper5This year,for the first time,its pretty much a dead heat.On average,traditional CS
11、P brands are catching up to digital platforms in their likelihood and ability to retain customers,with a more than 50 percent gain on digital-native competitors over the past two years.The large KMI gap between digital platforms and CSPs has significantly diminished.In North America,for example,our
12、2017 data showed a KMI gap between digital platforms and traditional TV/video service providers of 0.64 to 0.29.This year,the gap is only 0.43 to 0.34.Similarly,the gap between digital platforms and wireless providers was 0.64 to 0.46 in 2017.This year,it was just 0.43 to 0.39.(See Figure 1.)Who has
13、 the KMI advantage?#AreYouAKeeper6Customers are increasingly satisfied with the quality of service they receive from their CSPs,showing a shift toward experiential attributes,not just price.Another factor has to do with trust.The“perception”and“voice of the customer”scores of traditional CSP brands
14、increased year over year while digital platforms scores decreased.Why?The key drivers are trust(or distrust)and a desire for more control over data-sharing and privacy options.We found that 22 percent of negative voice of the customer scores for digital platforms had to do with distrust of the brand
15、.Without that trust,digital platforms may lose more of their customer base to competitors or new market entrants.Figure 1:Digital platforms KMI lead over other brands has greatly diminished from 2017 to 2019KMI scores range-1 to+1Who has the KMI advantage?2018(North America)0.432017(North America)0.
16、640.460.290.340.18Digital PlatformWirelessCable/Satellite TV0.432019(Global)0.390.34#AreYouAKeeper7Analysis of our KMI findings points to a three-tiered strategy for maintaining enduring,reciprocal and authentic relationships with customersactivities that can reinforce each other such that 1+1+1 equ
17、als much more than three.Three keys to maintaining successful,long-term customer relationships#AreYouAKeeper8Trust is a valuable commodity.In fact,customers who highly trust a brand are 215 percent more likely to stay with that brand for the next 12 months.Here are some other aspects of trust to con
18、sider:More trust,more data.Customers who highly trust a provider are more willing to share their personal data in fact,four times more data than customers who are lukewarm or actively distrust the company.(See Figure 2.)Those who give back get more.Customers respect the value that purpose-led brands
19、 bring to communitiessocially,environmentally,and culturally.Other Accenture research1 found that 64 percent of consumers Establish trustfind purpose-led brands more attractive,and 63 percent3 prefer to purchase from companies that stand for a shared purpose.Our KMI research revealed that customers
20、are also twice as likely to share personal data with brands who give back to their community.Earn trust,protect revenue.With stories of data breaches and identity fraud increasingly in the news,its not too surprising to see that customers are more likely to stay with a brand that they believe is eff
21、ectively protecting their personal data and identity.Furthermore,20 percent of customers at risk of attrition could be retained if providers applied responsible data policies and practicesan opportunity valued at about US$80 billion4 across mature markets globally.Figure 2:Average quantity of person
22、al data that customers are willing to share,by level of trust1 Three keys to long-term customer relationships HighTrust910SomewhatTrust78Unsure46Distrust03 29%18%11%47%of personal data types#AreYouAKeeper9Three keys to long-term customer relationshipsAs with personal relationships,so it is with corp
23、orate ones:You cant be passive.You have to actively work at it.That means delivering compelling experiences,knowing customers at a deeper level,and being careful about data-sharing and using data to“personalize”offers.Actively nurtureA shift from price to experience.In the last two Accenture KMI stu
24、dies,price has been a primary influencer on customers likeliness to stay with a brand.This year,although price is still important,experience has become a more significant driver of brand connection and perceived value.This is especially true with the youngest generation of consumers(Gen Z,ages 1824)
25、as well as those with extremely high KMI scores.Leading brands are responding by creating differentiated experiences to drive stronger customer affinity.More than half(57 percent)of customer instinct drivers have experiential attributes,compared with 13 percent based on price.(See Figure 3.)2#AreYou
26、AKeeper10Know me at a deeper level.Trust is developed through carefully personalized experiencesincluding protecting your customers privacy,allowing them to have more control of their personal data,and using what you know about your customers to create appropriately personalized experiences.We found
27、 that,although 72 percent of customers trust brands with their data,only 58 percent feel that brands are using their data to create personalized experiences.There is an opportunity for all brands to harness customers personal data responsibly,and to better use that data to create more hyper-relevant
28、 experiences and services.Figure 3:Drivers of customer instinct regarding brandThree keys to long-term customer relationshipsOverall experienceQuality of products/servicesQuality of customer serviceVariety of bundled optionsBrand imageTrustInnovative or cool solutionsEase of doing businessPersonaliz
29、ation of experienceValue of personal dataOther,please specifyAccessibilityPrice/Value for the money17%17%13%9%8%7%6%6%5%5%4%2%2%Experiential attributesOther#AreYouAKeeper11Different customers,different profiles.A brands use of customer data must be more than“one-size-fits-all,”and should deeply unde
30、rstand customers behaviors and preferences as the means to deliver the right experiences for each individual.Our research found evidence for dividing customers into four basic profiles or personas.Each persona requires different data strategies and the ability to deliver different experiences.Data s
31、trategy treatments/experience:Size:(%of the global sample)Data strategy personas based on KMI data:Connect the Household18%INTELLIGENT HOMEMAKERPersonalize Media19%MULTI-DEVICE CONSUMERDiscover Promotions17%ON-THE-GO RETAILERKnow where to draw the line.In an effort to create personalized experiences
32、 for customers,companies need to be careful that they dont cross the line from“cool”(“I like how youre using my data to get close to me”)to“creepy”(“Youre a little too close for comfort”).Companies customer data practices cannot be one-size-fits-all.Instead,they need to consider different customer p
33、ersonas and their attitudes toward data usage as a means to deliver the right experiences for each persona.For example,in our research,a customer category we call“task managers”(47 percent of the survey pool)are OK about sharing geo-location and daily life details to create hyper-relevant experience
34、s.Yet,other personas might not be so amenable to that use of their data.(See“Different customers,different profiles.”)Three keys to long-term customer relationshipsIntelligent Schedule 47%TASK MANAGER#AreYouAKeeper12If companies are to embed themselves in their customers lives,creating more value an
35、d achieving higher stickiness,how is that best accomplished?Increasingly,companies cant go it alone,at scale,at pace,and with agility.Consequently,a better way to serve customers now is through partnerships.These can be with“unlikely”partners such as former or current competitors,or with a broader e
36、cosystem within or outside their industry.Grow togetherHere are several factors leading to the increasing need to serve customers through partnerships:Double(and triple)down.Customers need more options to satisfy their specific needs.Our KMI research found that multi-service customers are twice as s
37、ticky(i.e.,have a 2x higher KMI)than single-product/service customers.Furthermore,brands that generate strong dependence by offering variety and options experience a higher-correlated KMI.Brands that can address their customers ever-evolving needs(in an agile manner and at scale)with new,valuable,mo
38、re relevant options and experiences are likelier to succeed.3 Three keys to long-term customer relationships#AreYouAKeeper13Expand your partner pool.Many traditional CSPs are creating new content consumption offerings that expand beyond their traditional products and services by partnering with over
39、-the-top(OTT)players or with other CSPs.In this way,they can deliver more variety and more value.They are also introducing an easier way for customers to streamline orderingmanaging and paying for content through a single provider rather than multiple,disparate brands.In this role,the traditional CS
40、Ps play the part of platform orchestratoroffering customers a“one-stop-shop”for their video consumption.Extend your reach.Platform businesses experience higher customer stickiness because they create or enable services that are an essential part of customers daily digital routines.Through platform p
41、lays,CSPs can capitalize on the deep intelligence from the core of their business,to create new connected experiences,maximize reach(and customer connectedness,or KMI),and drive new growth via an ecosystem of partners,customers and developers.Similar to what our research found last year,KMI is highe
42、st among brands providing digital home monitoring platform servicesan example of the connected home ecosystem.Three keys to long-term customer relationships#AreYouAKeeper14On to the future:Become a“Living Business”to extend your customer relationshipsBusinesses have long depended on the loyalty of t
43、heir customer base to support growth.However,as loyalty investments have grown,companies understanding of why customers behave as they do,and what they truly value,has not kept pace.#AreYouAKeeper15As the Accenture 2019 Global Keep Me Index study reveals,the emphasis must now be on keeping customers
44、 by focusing on enduring,reciprocal and authentic relationships.Relationships must be rooted in trust,actively nurtured and continuously strengthened over time such that they bring new value to all parties involved.Certainly“relevance”is a big piece of the overall puzzle.Companies should attract and
45、 retain customers by offering them a consistently fast,personalized and reliable experience.64 percent of the times that customers shift from one brand to another,its to seek a more relevant product,service,or experienceand this number is likely to increase.5 How can companies create enduring relati
46、onships?They need to be agile,moving nimbly and continuously to accommodate customers ever-changing needs and circumstances.They should embrace a customer-centric mindset that inspires different behaviors and ways of working in everything they do.In addition to being hyper-relevant,companies need to
47、 provide experiences that make peoples lives better,more productive and meaningful.And to keep them true to this purpose,organizations should have a strong personality,a North Star,that underpins organizational behaviors and guides them as they evolve.Become a“Living Business”to extend your customer
48、 relationships#AreYouAKeeper16At Accenture,we refer to companies with this customer-centric strategy and mindset as a“Living Business”one that continuously adapts to the evolving needs of customers and changing market conditions,with speed and at scale,to achieve hyper-relevance.Although technologie
49、s such as analytics and artificial intelligence are critical to the transformation of a Living Business to customer relevance,technology alone cannot create an authentic relationship.The authenticity demonstrated by a Living Business results in part from customer-centricity being embraced by all peo
50、ple in an organization.Living Businesses strive to develop a workforce that combines the power of human ingenuity and artificial intelligence.This requires a cultural rewiring and a new customer-first internal focus.Such work can seem complex,but Living Businesses understand the return that comes fr
51、om such an investment.Rewiring people-related capabilities includes:Fostering a culture that continually seeks to improve customer relevanceRe-orientingorganization structures around a customer focusAugmentingthe workforce with flexible tools to enhance relationshipsBecome a“Living Business”to exten
52、d your customer relationships#AreYouAKeeper17Finally,developing reciprocal customer relationships involves a radical new mindset.Instead of seeing customer relationships as a one-way street(an assumption that has caused loyalty programs to stumble),reciprocity means that value flows both ways.This i
53、s particularly true when it comes to the use of customer data.Living Businesses can now deliver highly relevant experienceseven down to individual moments that matterbut they need cooperation from consumers to make that happen.This is a kind of“help you help me help you”form of reciprocity.Customers
54、 and companies alike should now be focusing on how they can work together to deliver new levels of customer value and answer the question“Are you a keeper?”Become a“Living Business”to extend your customer relationships#AreYouAKeeper181 Accenture,Global Consumer Pulse Research,2018.2 OVUM,Accenture R
55、esearch OpEx Study,20102018.3 Accenture press release,December 5,2018.4 GlobalData,Total 2019 Revenues for Mobile and PayTV,regions:North America,Western Europe,APAC=$874bn.USD.5 Accentures Living Business POV.References#AreYouAKeeper19This document makes descriptive reference to trademarks that may
56、 be owned by others.The use of such trademarks herein is not an assertion of ownership of such trademarks by Accenture and is not intended to represent or imply the existence of an association between Accenture and the lawful owners of such trademarks.Copyright 2019 Accenture.All rights reserved.Acc
57、enture and its logo are trademarks of Accenture.About AccentureAccenture is a leading global professional services company,providing a broad range of services and solutions in strategy,consulting,digital,technology and operations.Combining unmatched experience and specialized skills across more than
58、 40 industries and all business functionsunderpinned by the worlds largest delivery networkAccenture works at the intersection of business and technology to help clients improve their performance and create sustainable value for their stakeholders.With 492,000 people serving clients in more than 120
59、 countries,Accenture drives innovation to improve the way the world works and lives.Visit us at About Accenture ResearchAccenture Research shapes trends and creates data-driven insights about the most pressing issues global organizations face.Combining the power of innovative research techniques wit
60、h a deep understanding of our clients industries,our team of 300 researchers and analysts spans 20 countries and publishes hundreds of reports,articles and points of view every year.Our thought-provoking researchsupported by proprietary data and partnerships with leading organizations such as MIT an
61、d HBSguides our innovations and allows us to transform theories and fresh ideas into real-world solutions for our clients.Visit us at and read our Leading in The New publications.ContactDawn Anderson Senior Managing Director,Denver,CO Michelle McGlynn Managing Director,Boston,MA Krystin Conlan Senior Principal,Florham Park,NJ Join the conversationAccentureComms