Retail marketing CRM - Kỹ năng tiếp thị thực tế

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Nächstes von diesem AutorVietinbank - Slide đào tạo nghiệp vụ Tín dụng KH Cá nhân 2016
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Inhalt des Dokuments

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Foreword The electricity industry is changing rapidly. The first years of liberalisation mainly brought com- petition between utilities. The separation of supply (retail) from distribution, however, and the introduction ofcompetition for residential customers has taken the electric utilities out of their familiar territory into the stroppy waters of fighting for the consumer. Quite a change of paradigm! UNIPEDE, one of the two founding organisations of what has now become The Union of the Electricity Industry - EURELECTRIC, has decided to analyse in detail the challenges created by this paradigm shift and the starting position of its members in comparison with existing consumer retail champions. On behalf of UNIPEDE, The Boston Consulting Group conducted a best prac- tice study of customer relationships and retail marketing of UNIPEDE members and their perfor- mance compared with world class practice insectors such as telecommunication and electronic commerce. In order to get a comprehensive picture, the study investigated ten important retail quality drivers: call-centres, customer communications, staff development, complaint management, product/ser- vice development, branding, sales channels, advanced customer understanding, customer loyal- ty and e-retailing. The results are based on customer focus groups, utility interviews and exten- sive qualitative and quantitative analysis of best practice performers in other business sectors. More than sixty members of The Union of the Electricity Industry - EURELECTRIC have actively participated in what has become the first comprehensive analysis of electricity retailing in Europe. The study has been designed to help utilities in identifying the areas for action and the instru- ments to use. This brochure provides an overview of the main results. The detailed report on “Customer relationships and retail marketing” is available for survey participants and EUR- ELECTRIC members. EURELECTRIC and The Boston Consulting Group would like to thank all who participated in this unique study. Special thanks goes to the Steering Team within UNIPEDE and EURELECTRIC, Helmut Edelmann, Jarmo Kurikka, Yann Laroche, Didier Gras, Alessandro Ortis and Volker Stehmann. We acknowledge the support of the UNIPEDE Directing Committee and its president François Ailleret. We hope that electric utilities will benefit from this study’s powerful insights into the emerging mar- ket of electricity retail. ThiNganHang.comAlfonso Limbruno Chairman “Products, Markets and Customers” Union of the Electricity Industry - EURELECTRIC Valentin von Massow Riccardo Monti Vice President Vice President The Boston Consulting Group The Boston Consulting Group © THE BOSTON CONSULTING GROUP, 2000 1 ThiNganHang.com

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For further information on this report, please contact: Volker Stehmann Head of Unit “Products, Markets and Customers” The Union of the Electricity Industry - EURELECTRIC Boulevard de l’Imperatrice, WE6 bte 2, 1000 Brussels, Belgium Tel: 0032-2-515 1000 Fax: 0032-2-515 1010 Valentin von Massow Jude Bissett Vice President Energy Analyst von.massow.valentin@bcg.com bissett.jude@bcg.com The Boston Consulting Group Devonshire House, Mayfair Place, London W1X 5FH Tel: 0044-207-753 5353 Fax: 0044-207-753 5750 Riccardo Monti Federico Faleschini Vice President Consultant monti.riccardo@bcg.com faleschini.federico@bcg.com The Boston Consulting Group Via della Moscova 18, 20121 Milan, Italy Tel: 0039-02-655 991 Fax: 0039-02-655 99655 Yvan JansenVice Presidentjansen.yvan@bcg.comThiNganHang.com The Boston Consulting Group Boulevard de l’Imperatrice, 13, 1000 Brussels, Belgium Tel: 0032-2-289 0202 Fax: 0032-2-289 0303 Website: www.bcg.com © THE BOSTON CONSULTING GROUP, 2000 ThiNganHang.com

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Executive Summary The study into Customer relationships and retail(1) marketing set out to capture a true picture of the capabilities of electric utilities across Europe in the provision of customer care and the com- parison with ‘best practice’ from other industries around the world. Work was carried out during a period of rapid change in residential utility retail. The UK was just completing the roll-out of full competition. Norway and Sweden altered their laws, enabling easier switching for customers. And Germany saw residential competition enter with a big bang, taking immediate effect on retail prices. Most markets saw a wave of merger and acquisition activity. These events highlight the battle faced by utilities as deregulation occurs throughout all European markets. The challenge will be to prepare well and to ensure the best possible position to compete in a changing mar- ket. Clearly, the potential value of an incumbent customer base is an enormous advantage to any competitor. To realise this value, however, incumbents will need to ensure the development of genuine relationships with their customers. This will both give the option to broaden future offer- ings and give protection from competitors. Competition will come from within the utility industry and increasingly from those to whom the art of managing customer relationships is second nature. The results of the study show that utilities in markets yet to be deregulated appear not to be doing enough to prepare for this battle. The gap between deregulated utilities and the rest is large and implies a lack of pre-deregulation understanding of the reality of a competitive market. Yet even in deregulated markets, utilities are only in the early stages of developing customer relationships in comparison to best practice from other industries around the world. Largely, util- ity consumers are still unaware in most markets but will be vulnerable to a dynamic approach from an established ‘consumer champion’. As a word of caution, however, individual company strategies will have to be decided in recog- nition of the specific market environment and competitive position. It may not in all situations be right to set ‘best practice’ as a target. Nor is there any guarantee that achieving ‘best practice’ customer care will result in improved profitability. However, the likely direction of the battle for the consumer’s wallet and loyalty will be along the lines of the key quality drivers identified in the study. This report provides score cards in the Appendix to assist utilities in understanding their current position and relative strengths and weaknesses against both best practice and that of their peer group. The score cards form a starting point for identifying the gaps that need addressing. In ThiNganHang.comconjunction with the report the score cards offer some guidance as to the tools needed to suc-ceed in developing customer relationships and in retail marketing. (1) Retail is defined as consumption of up to 30KW and includes some small business users © THE BOSTON CONSULTING GROUP, 2000 ThiNganHang.com

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