Utvikling av segmenterings- og betjeningsmodell for bedriftsmarkedet i Finn. NMF 25 november 2014

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Dagny Thorstensen
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1 Utvikling av segmenterings- og betjeningsmodell for bedriftsmarkedet i Finn NMF 25 november 2014

2 Innhold 1. Finn og mediebransjen - kontekst 2. Segmenterings- og betjeningsprosjektet; utgangspunkt og omfang 3. Datakilder og datakvalitet 4. Segmenteringsmodellen 5. Betjeningsmodellen og verdien av den

3 Litt info for å sette «historien» i kontekst Finn er både en markedsplass og en mediekanal Finn driver datadrevet segmentering på to nivåer: Datadreven segmentering av kundenes kunder Datadreven segmentering av kundene Mediemarkedet er på rundt regnet 21 milliarder kroner. Medieinvesteringene prioriteres i stigende grad til TV og on-line annonsering

kundenes kunder Datadreven segmentering av kundene Mediemarkedet er på rundt regnet 21

4 Innhold 1. Finn og mediebransjen - kontekst 2. Segmenterings- og betjeningsprosjektet; utgangspunkt og omfang 3. Datakilder og datakvalitet 4. Segmenteringsmodellen 5. Betjeningsmodellen og verdien av den

5 The sales stategy review 2011 pointed out a need for change The 6 companies constituting Finn had different sales strategies and practices. Motor Eiendom Torget og Oppdrag Jobb Reise KKS/ BFF An overall analysis suggested an untapped potential of the customer portfolio extending MNOK 100 Customer insight was needed to allocate the sales force and service the customers more effectively.

Motor Eiendom Torget og Oppdrag Jobb Reise KKS/ BFF An overall analysis suggested an untapped

Initial analyses suggested that a substantial share of customers was either

141 customers with no meetings The additional effect per meeting decreases

Poor alignment between sales role and customer segment serviced High

6 Initial analyses suggested that a substantial share of customers was either over- or under-serviced. A better balance would improve sales volume. 141 customers with no meetings The additional effect per meeting decreases too rapidly A more even distribution and quality of meetings will pay off Poor alignment between sales role and customer segment serviced High potential customers not systematically prioritized Random sample of customers turning over [100, 750 ]

141 customers with no meetings The additional effect per meeting decreases too rapidly A more even distribution and

7 We considered the sales and service model project a transformation initiative right from the start and scoped it accordingly Customer insight Data sourcing and - quality Data-analyses Customer interaction Sales processes Service processes Organization Resource allocation and organization structure KPI s and incentive system System- Support CRM system alignment Reporting

Customer interaction Sales processes Service processes Organization Resource allocation and

8 Innhold 1. Finn og mediebransjen - kontekst 2. Segmenterings- og betjeningsprosjektet; utgangspunkt og omfang 3. Datakilder og datakvalitet 4. Segmenteringsmodellen 5. Betjeningsmodellen og verdien av den

information Norwegian business register/

CRM Customer Satisfaction Customer surveys

9 Internal and external data sources developing customer insight Financial information Norwegian business register/ IPER Customer activities Customer interface system Media spending AC-Nielsen Data Warehouse Sales activities + customer info CRM Customer Satisfaction Customer surveys On the wish-list Credit rating Volumes, Turnover Products Billing system

spending AC-Nielsen Data Warehouse Sales activities + customer info CRM Customer

10 No Yes No No Yes Data quality challenges Challenge 1: To compile and clean data-sets that provide insight at customer level. Dedicated cross-functional team needed (focused business output, data management and data-analysis) Ja Challenge 2: To make sure internal DQ routines and processes are implemented 1 2.a 2.b 3.a 3.b 4 Customers not in Sync table? Sales reps correct status in CRM? Active Customers without registered sales rep? Customers manually invoiced? Customer data of minimum acceptable quality? Customers defined correctly in CRM? Yes No Yes Yes No No

routines and processes are implemented 1 2.a 2.b 3.a 3.b 4 Customers not in Sync table? Sales reps correct status in CRM?

11 Innhold 1. Finn og mediebransjen - kontekst 2. Segmenterings- og betjeningsprosjektet; utgangspunkt og omfang 3. Datakilder og datakvalitet 4. Segmenteringsmodellen 5. Betjeningsmodellen og verdien av den

data warehouse based on input from internal

determined based on turnover last 12 months

12 The segmentation model is data-driven. Segment allocation is re-defined monthly in data warehouse based on input from internal and external sources Main segments are determined based on turnover last 12 months Each main segment is divided into 4 sub-segments according to turnover and future growth potential 3 mill VIP A1 A2 750 KAM 100 AM 35 FELT B1 B2 SA 12

and external sources Main segments are determined based on turnover last 12 months Each

INDUSTRY Overall, customer needs are industry- and size

Customer potential estimations are industry specific,

Frequent display purchase High investments in on-line

portfolio Large revenues and positive EBITDA Purchase

13 INDUSTRY Overall, customer needs are industry- and size specific. Customer potential estimations are industry specific, based on verified business drivers. Frequent display purchase High investments in on-line advertising A 1 A 2 Multiple- or large brands in portfolio Large revenues and positive EBITDA Purchase behavior display products Media Spending characteristics Customer brand portfolio characteristics B 1 B 2 Financial characteristics

Frequent display purchase High investments in on-line advertising A 1 A 2 Multiple- or large brands in

14 Innhold 1. Finn og mediebransjen - kontekst 2. Segmenterings- og betjeningsprosjektet; utgangspunkt og omfang 3. Datakilder og datakvalitet 4. Segmenteringsmodellen 5. Betjeningsmodellen og verdien av den

15 Customer insight drives organizational change From six companies to one sales organization Focused utilization of sales force across departments Sales depts. Industry XYZ SMB SAM team New sales KAM team Portfolio sales Torget AM team Small accounts Real Estate, Job and Car Oppdrag

We defined segment specific sales and service standards along crucial phases of the sales process Salesprocess Challenger Resource Activity Sales Prosess Prospecting New sales Campaign planning

16 We defined segment specific sales and service standards along crucial phases of the sales process Salesprocess Challenger Resource Activity Sales Prosess Prospecting New sales Campaign planning Campaign follow-up Campaign evaluation (and re-sale) Business development Evaluation of business relationship Personal Relationship building Activity Meeting Canvas meeting Co- meeting with mgr. Telephonemeeting Telephone call Work-shop Customerconference Social activity Documentation Notification in system Agenda Minutes Offer Agreement Campaign plan Account plan Effect documentation Resource Sales mgr. Sales director Executives company Executives Group Market Analyst Product Specialist External resource 16

Trigger based sales processes adds customer value

Trigger example Action Agreement expires Triggers

initiatives New contract no activity first 14

and commitment Frequent purchaser of add-on

17 Trigger based sales processes adds customer value and makes small account segment more profitable Trigger example Action Agreement expires Triggers renewal of terms and conditions and up-selling initiatives New contract no activity first 14 days Triggers follow-up to secure customer value and commitment Frequent purchaser of add-on products Trigger sales initiative promoting display campaigns

initiatives New contract no activity first 14 days Triggers follow-up to secure customer value and

18 It is hard to make customer insight actionable on a detailed level but you have to

19 Noen spørsmål helt på tampen?

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