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Muder Chiba
Muder Chiba
Smart customers
Aggressive competitors
VUCA world
Volatile , Uncertain , Complex ,Ambiguous
Starting Point
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Only responsive
businesses will Thrive
Muder Chiba
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Sales : Eat what I kill
today?
Muder Chiba
Account
Management :What
Relationship am I
building with my
Customer ?
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What We'll
be Seeing
Know Your Customer
1. The 80/20 Rule (Pareto’s
Principle)
2. Customer Lifetime Value (CLV)
3. Map the Decision Making Unit
(DMU)
Grow Your Customer
1. Inside Out
2. Outside In
Muder Chiba
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Know Your Customer
Muder Chiba
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Muder Chiba
The 80/20 Rule 1.
Know
+ The Pareto Principle
Muder Chiba
80% of sales come
from 20% of
products
80% of profits come
from 20% of
customers
80% of profits come
from 20% of the time
staff spend
80% of complaints
come from 20%
customers
80% of complaint
handling time is used
by 20% complaints
Know
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Muder Chiba
Customer Lifetime Value
2.
Know
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Muder Chiba
Low Future Value
High Current Value
High Future Value
High Current Value
Low Future Value
Low Current Value
High Future Value
Low Current Value
Future Value
Cu
rre
nt V
alu
e
Know
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Muder Chiba
Low Future Value
High Current Value
High Future Value
High Current Value
Low Future Value
Low Current Value
High Future Value
Low Current Value
Future Value
Cu
rre
nt V
alu
e
Manage
Divest/Evaluate
Focus
Nurture
Know
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Muder Chiba
Decision Making Unit
3.
Know
What is the Decision-making unit structure?
Know
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Decision-owner .
Sponsor . Process-
Owner .
Purchaser…
What is the Decision-making Unit structure?
Know
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Grow Your Customer
Out side In or Inside Out?
Muder Chiba
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Muder Chiba
Grow
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Muder Chiba
Inside Out What is our Current business with Customer?
Grow
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Muder Chiba
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 …
Streams of Business
Grow
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Muder Chiba
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 …
Streams of Business
Org
an
iza
tio
n P
en
etr
ati
on
Grow
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Muder Chiba
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 …
1
2
3
4
5
6
7
8
9
10
Streams of Business
Clie
nt O
rga
niza
tion
White Space Analysis Grow
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Muder Chiba
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 …
1
2
3
4
5
6
7
8
9
10
Streams of Business
Clie
nt O
rga
niza
tion
White Space Analysis 2
Overlay Size ,Attractiveness ,
Competition ...
Arrive at Focus Opportunities
to Increase depth of Customer Relationship
Grow
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Muder Chiba
Outside In What is the Customer Looking at ?
Grow
Muder Chiba
Tata Sons chairman Cyrus Pallonji Mistry
has urged leaders of group firms to focus
on sustaining profitable growth and
developing agile businesses to
succeed in a changing and volatile
world business environment and
achieve its Vision 2025.
Mistry said for the group to sustain
profitable growth and develop agile
business amidst a changing and volatile
world business environment, it should
focus on developing unique
consumer insights, diversification
of profit pools, creation of
intellectual property rights,
deployment of robust risk
management processes, creation
of financial flexibility to seize
opportunities, and minimising
impact on the environment.
Grow
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Decision Agility
Managing
Risk
Creating IPR
Capitalising Opportunity
Environ-ment Focus
Muder Chiba
Tatas
Grow
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Decision Agility
Customer Centricity
TQMRS Quality
Evidence Based
Decisions
TGIF
Innovation
Muder Chiba
Tatas
Grow
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Muder Chiba
Inside Out What is our Current business with Customer?
Outside In What is the Customer Looking at ?
And
Grow
( best practice now)
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…To Decide on What to Offer and
How to present the Solution…
Muder Chiba
What Opportunities do you see, say, at Tata Group companies ?
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Muder Chiba
You can analyze the past but
you have to design the future.
- Edward De Bono
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