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cle and higher repurchase rate (over 60%), at significantly lower costs.

客户需求拉动--CUSTOMER PULL

By knowing how often a typical customer use to replace his vehicle, Toyota’s process guides how different touch-points over customer lifecycle are delivered and how employees should respond to customer-initiated touch-points and deliver Toyota-initiated ones.

The process starts when the customer is thinking about buying a new vehicle. It is a job to the marketing department to guide these prospective buyers to the Toyota website and gather as much information as possible. The process of requesting information is an example of “customer pull”, where the company responds directly to the customer. It is the first contact at which the customer becomes known to Toyota, and it triggers a check to see if Toyota already knows the customer. The gathered data about the customer provides information to manage how future touch-points to that customer will be delivered.

丰田的驻车制动踏板--TOYOTA PUSH

What Toyota already knows about the prospective customer will determine how Toyota communicates with that customer. Vehicle information which is sent out is tailored to the prospective customer's known preferences. Toyota may even offer a customized deal or pre-approved credit to the prospective customer.

Where the prospective customer is not previously known, Lean CRM uses statistical models and data analysis to determine which models are likely to be most appealing to each prospective customer, as well as the type of information each person is likely to value.

At the moment the customer buys a new Toyota vehicle and enters the ownership lifecycle, Toyota keep trying to sense customer to pull and maintain a conversation with the company along the years. At this way, it is possible to offer the right product at the right moment to the customers.

It is this combination of pull and push that guides each customer step by step during the customer lifecycle and toward the customer's next purchase. It is the backbone of the lifetime conversation between the customer and Toyota.

客户基因--CUSTOMER DNA

Just as a real DNA influences how an individual behave in determined environment, Customer DNA influences how each touch-point between Toyota and the customer is carried out. It defines the relationship that Toyota and its customers will hold along the years and how each touch-point will be faced. The touch-point trigger, the touch-point delivery process, previous or subsequent touch-points, the roles and responsibilities involved and the business rules that control how the touch-point is executed are all contained within the touch-point definition. The best way to execute the touch-points – which depends of person’s Customer DNA – is assigned as soon as the customer is identified.

Using the Unica Affiniun Campaign Management System (CMS) is possible to Toyota to manage the variability of customers, the distinct touch-points and their implementation. This process automatically reviews the data about each customer and decides whether a touch-point should be trigged. If more than one touch-point is appropriate at the same time, it also decides which one has priority and what should happen to the other.

Similarly, if the customer requests informa