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3۵
Maintaining Loyal Customers
CNI’s journey
Kenny Ong
CNI Holdings Berhad
Contents:
Agenda:
• Introduction
• Philosophy
• Customer Focus
• Strategy Example
• Next Steps
Introduction
The basis for all our Customer Loyalty
strategies
Intro: CNI
1.
2.
3.
4.
5.
17 years old
Main Board Public Listing: August 2005
Products: Consumer Goods and Services
Core Business: MLM
Others: Contract Manufacturing, Export/Trading,
eCommerce
6. Malaysia, Singapore, Brunei, Indonesia, India,
China, Hong Kong, Philippines
7. Staff force: ± 500
Malaysia
8. Distributors: ± 250,000
Intro: MLM
1.
2.
3.
4.
5.
6.
7.
8.
9.
Sell through people
Relationship & people skills
Compensation Plan
Follow-up
Integrity
R&D
Training
Functions & Events
Tight regulations
Philosophy
The anchor for all decisions
Philosophy:
Goods Return Policy
“I don’t care if they return a
Goodyear tire. If they said they paid
$200, pay them $200.”
Nordstrom does not sell tires
Philosophy
“In business after business, 60% to
80% of lost customers reported on a
survey just prior to defecting that they
were satisfied or very satisfied.”
HBR March/April 1996
Philosophy
“CNI is more than business.
We strongly believe that every individual
has the opportunity to attain a better living
through CNI.”
Philosophy
Ultimate Objective of Marketing:
“Get more people, to buy more things,
more frequently, at higher prices.”
“Retention and Loyalty useless if No
Conversion is happening.”
Sergio Zyman
Philosophy
Loyalty is Useless…
• Virtual Consumption vs. Real
Consumption
Philosophy
Loyalty is misleading…
• Heavy Consumption ≠ Loyalty
• Loyalty ≠ Heavy Consumption
*Today’s focus is on Loyalty, not Consumption.
*To increase consumption, refer Marketing
Philosophy
1.Loyalty = Relationship (something like
Dating)
2.Loyalty ≠ Points
3.Loyalty ≠ Redemption
4.Loyalty = Get more people, to buy more,
more frequently, at higher prices
Customer Focus
Keeping an eye on the right thing
Focus
1. Targeting
2.Alignment
Focus: Segment & Target
Know your “Customer”
1. User
2. Distributor
3. Leaders
4. Super Leaders
5. DCO
6. SPO
7. Corporate
Focus: Segment & Target
Targeting based on Value of the
Customer:
Value of Customer = RFM =
Recency x Frequency x Monetary
Focus: Segment & Target
Targeting based on Value of the Customer:
High
Conversion
Micro
Support
No action
Maximize
Potential
Value
Low
Present Value
High
Focus: Segment & Target
Loyalty
Experience
Swing
Former
Opposition
Loyalty 1: Experience
Loyalty = Experience vs. Expectations
Solution Strategy: Value Disciplines
Loyalty 1: Experience
Product
Leadership
"They are the most innovative"
"Constantly renewing and creative"
"Always on the leading edge"
"A great deal!"
Operational
Excellence
Excellent/attractive price
Minimal acquisition cost and
hassle
Lowest overall cost of
ownership
"A no-hassles firm"
Convenience and speed
Reliable product and service
Customer
Intimacy
"Exactly what I need"
Customized products
Personalized communications
"They're very responsive"
Preferential service and flexibility
Recommends what I need
"I'm very loyal to them"
Helps us to be a success
Loyalty 1: Experience
Product/Service Attributes
* Treacy & Wiersema, The Discipline of Market Leaders, 1995
Relationship
Image
Loyalty 1: Experience
Operational Excellence: Quality and selection in key
categories with unbeatable prices
Product/Service Attributes
Price
Time
Quality
Selection
* Treacy & Wiersema, The Discipline of Market Leaders, 1995
Relationship
Image
√
Smart
Shopper
√
Loyalty 1: Experience
Product Leadership: Unique products and services that push
the standards
Product/Service Attributes
Time
√
Brand
Function
* Treacy & Wiersema, The Discipline of Market Leaders, 1995
Relationship
Image
√
Best
Product
√
Loyalty 1: Experience
Customer Intimacy: Personal service tailored to produce
results for customer and build long-term relationships
Product/Service Attributes
√
Service
√
√
Relationship
√
* Treacy & Wiersema, The Discipline of Market Leaders, 1995
Relations
Image
Trusted
Brand
Loyalty 2: Swing
Loyalty = Best alternative at the current
moment until I find another alternative
Solution Strategy: Base Retention
Loyalty 2: Swing
Swing Customers are “loyal” because:
• Individual Relationships
• Convenience (at that point in time)
• Tied-up
• Product Uniqueness
• Promotions
• No better alternative
• Downlines
• No known alternative
• Psychologically lazy
Focus: Corporate Alignment
Financial
Customer
“To satisfy our
stakeholders, what Financial
objectives must we
accomplish?”
“Who are our target
customers?
What is our value
proposition?”
Learning & Growth
Internal Process
“What capabilities and tools do our
employees require to help them
execute our strategy?
“To satisfy our customers, in
which internal business
processes must we excel?"
Focus: Corporate Alignment
Financial
Customers /
Distributors
Internal
Process
Learning &
Growth
Market Value
Revenue Growth
Products/
Services
Channel
Strategies
Supplier &
Alliances
Department
Operations
Productivity
Target
Markets
External
Involvement
Technology
Human
Resources
Systems &
Processes
Information &
Intelligence
Focus: Corporate Alignment
Financial
Customers /
Distributors
Internal
Process
Learning &
Growth
Profit after Tax. Revenue. Cash-to-cash cycle. Operating cash
flow
Customer Complaints. Customer Acquisition Rate. Product Availability.
Product Quality & Service. Renewal Annual Subscription. Distributor
Rank Achievement. No. of Active Distributor. No. DC/Regional
Sales. Distributor with commission
Customer Database Availability. Accuracy of Forecast Planning.
Continuous Improvement. Response Time to Customer Needs. Perfect
Order Fulfillment. Inventory Turnover. Number of Effective Sponsoring
Program. On Time Delivery. No. of Effective Training. Number of
Effective A&P
% of staff evaluated on Core Competency Framework. % of staff
with Career Development Plans. No. of training hours completed per
staff. % of staff with access to strategic information. Q12 Index. %
staff evaluated on Culture alignment
Strategy Example
What we have done and why
Strategy
• Mamak stall
Strategy
1. Value Disciplines
2.Base Retention
3.4-wheels
Strategy: Value Disciplines
Product Leadership
(best product)
Operational Excellence
(low cost producer)
Ref: The Discipline of Market Leaders, Michael Treacy & Fred Wiersema; 1995
Customer Intimacy
(best total solution)
Zig Ziglar
“Most prospects that don’t
buy are confused about the
offer”
Strategy: Value Disciplines
Operational
OperationalExcellence
Excellence
•• Competitive
Competitiveprice
price
•• Error
Errorfree,
free,reliable
reliable
•• Fast
Fast(on
(ondemand)
demand)
•• Simple
Simple
•• Responsive
Responsive
•• Consistent
Consistentinformation
information
for
forallall
•• Transactional
Transactional
•• 'Once
'Onceand
andDone'
Done'
Product
ProductLeadership
Leadership
•• New,
New,state
stateof
ofthe
theart
art
products
or
services
products or services
•• Risk
Risktakers
takers
•• Meet
Meetvolatile
volatilecustomer
customer
needs
needs
•• Fast
Fastconcept-toconcept-tocounter
counter
•• Never
Neversatisfied
satisfied-obsolete
obsoleteown
ownand
and
competitors'
competitors'products
products
•• Learning
Learningorganization
organization
Customer
CustomerIntimacy
Intimacy
•• Management
Managementby
byFact
Fact
•• Easy
Easytotodo
dobusiness
business
with
with
•• Have
Haveit ityour
yourway
way
(customization)
(customization)
•• Market
Marketsegments
segmentsof
of
one
one
•• Proactive,
Proactive,flexible
flexible
•• Relationship
Relationshipand
and
consultative
consultativeselling
selling
•• Cross
Crossselling
selling
Strategy: Value Disciplines
• Operational Excellence
• Move know-how from top performing units to
others
• Benchmark against best in class
• Ensure operations training for all employees
• Use disciplines like TQM for continuous
learning to reduce costs and improve quality
Strategy: Value Disciplines
• Customer Intimacy
• Capture knowledge about customers
• Understand customer needs
• Empower front line employees
• Ensure that everyone knows the customer
• Make company knowledge available to
customers
Strategy: Value Disciplines
• Product Leadership
• Reduce time to market
• Commercialize new products fast
• Ensure that ideas flow
• Reuse what other parts of the company have
already learned
• Ensure there are multiple sources of funding
Strategy: Value Disciplines
Product Leadership
(best product)
Operational Excellence
(low cost producer)
Ref: The Discipline of Market Leaders, Michael Treacy & Fred Wiersema; 1995
Customer Intimacy
(best total solution)
Strategy: Value Disciplines
Product Leadership
(best product)
Operational Excellence
(low cost producer)
Ref: The Discipline of Market Leaders, Michael Treacy & Fred Wiersema; 1995
Customer Intimacy
(best total solution)
The McPlaybook*
Make it easy to eat
• 50% drive-thru
• Meals held in one hand
Make it easy to prepare
• High Turnover
• Tasks simple to learn &
repeat
Make it quick
Make what customers want
• “Fast Food”
• Prowls market for new
• Tests new products for products
• Monitored field tests
Cooking Times
*Adapted from: Businessweek , Februrary 5th 2007
Strategy: Base Retention
• Increase switching costs
– Complex relationships - they will be reluctant to go through the hassle of undoing
those relationships in order to leave
– Ensure no competitor will be able to come up with a big enough offer to
outweigh their switching cost
– Increase switching cost, by providing valuable, but entangling, services
– E.g. Telcos, ERP, Microsoft, Consultants
• Tailor your offering
– Understand customer behaviors and motivations to personalize experience for
its best customers
– Share of Wallet
– Information is KING
– IBM, Amazon
Strategy: Base Retention
• Preempt Defections
–
–
–
–
Predict, Response, Execute
Keep track of customers’ changing value criteria
Be ahead of the customer’s decision cycle
Credit cards, Avis
• Bond with Customers
– Most customers, under most circumstances, won’t evaluate a full range of
alternative products when making a repurchase decision
– Brands create emotions
– Need to influence customers to be on your side
– e.g. Apple, Baby products
Strategy: Base Retention
•
•
•
•
•
•
•
•
•
Mega packages
Community
Reward programs (Points)
Membership Subscription
Email communication
Newsletters
Personalized alerts
Reminder & Gift suggestion
Survey
•
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•
•
Suggestion Box
Self Profiles
Programs x Lifestyle Matrix
Fun, Interactive programs
(e.g. design and submit your
own: recipe, jewelry, greeting
card etc.)
• Switching Techniques (e.g.
Balance Transfer of credit
cards)
Strategy: 4-Wheels
Corporate
Objective
Resources
Structure
Corporate
Strategy
Culture
Leadership
Person
Strategy: Framework
Structure
•
•
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Org Structure
Job Design
C&B
Policies & procedures
Decision making
Job fit
Management Systems
BSC and KPIs
Decentralized & Empower
Strategy: Framework
Resources
•
•
•
•
•
•
•
Tools
Physical facilities
Peer support
Information
T&D Programs (internal)
ICT Systems
eCommerce
Strategy: Framework
Leadership
•
•
•
•
•
•
•
•
Role modeling
Vision/Mission/Philosophy
Leadership Style
F/L importance
Delegation & Empowerment
C&B, Promotions
Sense of Urgency
Speak regularly about customers
Strategy: Framework
Person
•
•
•
•
•
•
•
•
Involve everyone in Customer Focus
Self managed teams
Recognition
Recruitment
Training
Profit sharing
Manager’s role
Values
Person Development: BES
Strategy: Framework
Culture
•
•
•
•
•
•
•
•
Focus point
Alignment
Quality
Innovation & Differentiation
Risk taking
Performance Management
Corporate obsession
Decision making
Strategy: Framework
Corporate
Objective
Resources
Structure
Corporate
Strategy
Culture
Leadership
Person
Mistakes and Challenges
1. ISO
2. Separating Sales,
Marketing, and DCS
3. New products
4. Misinterpreting customer
enthusiasm
5. Lack of Frontliners
6. Backoffice
7. Customers = Frontline
8. Lack of Training
9. ‘Talent’ Criteria
10.Internal Service
11.Hiring
12.2nd level CRM database
13.Balance between
Service and Control
14.Feedback from the
Field
Next Steps
Next Steps…
For CNI:
1. CRM
2. DC Online
3. eCommerce
4. Customer Intimacy
5. TNA reduction
6. APQP
7. Branding
8. Loyalty programs
9. Product R&D
10.External networks
11.Field support
12.Upgrade DCs
13.Smoothen supply chain
14.BES
15.Targeted marketing
Next Steps…
For starting up:
1. Customer philosophy
2. Review SOPs
3. Re-orientate staff
4. Training
5. Performance Mgmt
System
6. C&B
7. Resources
8. Product Quality
9. Customer Service
quality
10.Stop defections
11.Hiring
12.Set standards
13.Make it everyone’s
responsibility
Thank You.
soft copy of slides: kennyong@cni.com.my
