Analiza RFM na potrzeby IBM Campaign Jan Bi³łyk, Laurens Coster

1989

Copyright © 1988 by the President and Fellows of Harvard College. All rights reserved.

In the rush to automate, the marketing and salesfunction is the next frontier. As everybody knows,over the past decade information systems have beenmaking great inroads in engineering and manufac-turing. Automation has cut direct labor to a smallfraction of production costs—an average of 8% to12% in manufacturing companies. Therefore, wring-ing yet more cost reductions from production laboris increasingly difficult. In such technically advancedindustries as computers, semiconductors, airframes,metalworking, and autos, incremental investmentsare now garnering diminishing returns.

On the other hand, investments in marketing andsales automation systems hold tremendous potentialfor productivity improvements. Marketing and salescosts average 15% to 35% of total corporate costs(not just production costs). So a focus on marketingand sales provides a welcome lever for boosting pro-ductivity. Moreover, the importance of marketingand sales services is growing. According to the U.S.

trade representative and the National Association ofAccountants, manufacturers’ service activities accountfor 75% to 85% of all value added.1 This means thatthe price a product can command is less a reflectionof raw materials and labor than of marketing-relatedservices like selecting appropriate product features,determining the product mix, and ensuring productavailability and delivery.

In cases we have reviewed, sales increases arisingfrom advanced marketing and sales information tech-nology have ranged from 10% to more than 30%,and investment returns have often exceeded 100%.These returns may sound like the proverbial freelunch, but they are real.

Because of the complexity of their marketing orga-nizations, large companies are good prospects forwhat we call marketing and sales productivity (MSP)systems. Tangles of national account management,direct sales, telemarketing, direct mail, literature ful-fillment, advertising, customer service, dealers, anddistributors all offer opportunities for efficiencyimprovements. But even small companies that adoptMSP systems can expect impressive results.

Marketing automation investments by a $7 bil-lion electronics manufacturer and an $8 million cus-tom printing company each produced a first-yearreturn of more than 100%. The electronics concerninstalled a sales support system for more than 500salespeople. Sales rose 33%, sales force productivity

HBRJANUARY– FEBRUARY 1989

Automation to BoostSales and Marketing

Rowland T. Moriarty is an associate professor of businessadministration at the Harvard Business School, where hecurrently conducts a course on creative marketing strategy.Before entering teaching, he held sales management andmarketing positions at Xerox and IBM. Gordon S. Swartzis a research associate at the Harvard Business School andwas formerly research director at the Competitive AssessmentCenter, a computer industry research company.

Rowland T. Moriarty and Gordon S. Swartz

MSP systems can automate the work of a single salesperson, a single marketing activity like direct mail, or a company’s entire marketing and sales operation. MSP systems also cut across every type of information technology from single-user PCs to networks of PCs, minicomputers, and mainframes serving thousands of users.

1993

2012

Every day, three times per second, we produce the equivalent of the amount of data that the Library of Congress has in its entire print collection. Most of it is... irrelevant noise. So unless you have good techniques for filtering and processing the in- formation, you're going to get into trouble.

Nate Silver

More information, more problems

Nate Silver

DW ISAS

UNICA

COGNOS

ETL

dane transakcyjne - dane osobowe -

dane z call center - tabele asortymentowe -

bony promocyjne - GoogleMaps/OpenStreetMap -

GetResponse - SmsApi -

Facebook Custom Audience -

RFM

RFM2

dwa?

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keep it simple

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