Utvikling av segmenterings- og betjeningsmodell for bedriftsmarkedet i Finn NMF 25 november 2014
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
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
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
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.
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 ]
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
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
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
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
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
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
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
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
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 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 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
It is hard to make customer insight actionable on a detailed level but you have to
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