Customer Relationship Management Through Data Mining
顾客关系管理
顾客关系管理顾客关系管理（Customer Relationship Management，CRM），是指企业或组织与顾客之间的互动和关系管理，旨在提高企业盈利能力、市场竞争力和顾客满意度，实现“顾客为尊”的经营理念。
顾客关系管理实质上是通过各种手段来获取、理解并整合顾客信息，以实现对顾客的个性化服务和管理，最终实现企业与顾客之间的良好关系，并获得顾客的忠诚和长期合作的策略性管理模式。
顾客关系管理的核心是“顾客中心”理念，也就是以顾客为中心的服务与管理策略。
企业应该注重顾客需求，通过建立有效的顾客沟通渠道，及时获取顾客反馈，理解顾客的需求和偏好，为顾客提供个性化、定制化的服务和产品，从而提高顾客满意度和忠诚度，进而增加企业的市场竞争力和盈利能力。
顾客关系管理的实施需要从以下几个方面入手：1. 建立顾客信息库企业应该建立起完善的顾客信息库，包括顾客基本信息、购买历史、服务记录、反馈意见等信息。
这些信息是企业了解顾客需求、反馈、偏好和行为的重要数据来源，也是企业开展个性化服务和管理的基础。
2. 实施个性化服务企业应该通过顾客信息库了解顾客需求和偏好，针对不同顾客提供个性化的服务和管理。
这样能够提高顾客满意度和忠诚度，促进企业与顾客之间的良好关系。
3. 建立有效的顾客沟通渠道企业应该与顾客建立起有效的沟通渠道，包括电话、邮件、短信、社交媒体等多种方式。
通过及时地回复顾客反馈，解答顾客问题，关心顾客需求，提高顾客对企业的信任和满意度，加强企业与顾客之间的联系和沟通。
4. 培养顾客忠诚度企业应该通过精准的个性化服务和管理，提高顾客满意度和忠诚度。
同时，企业也需要在服务和品质上不断提升，以增加顾客的黏性，并通过打造品牌口碑来吸引更多的潜在顾客，实现业务的可持续发展。
综上所述，顾客关系管理是企业与顾客之间进行互动管理和服务的一项重要任务。
企业应该以顾客为中心，建立顾客信息库、实施个性化服务、建立有效的顾客沟通渠道和培养顾客忠诚度，以提高企业的市场竞争力和盈利能力，并获得顾客的忠诚和长期合作。
顾客关系管理策略的应用
顾客关系管理策略的应用顾客关系管理（Customer Relationship Management，CRM）是一种通过对顾客进行有效管理和与顾客之间进行互动，以实现企业与顾客之间长期稳定关系的策略。
在当前竞争激烈的市场环境下，企业需要更加关注和满足顾客的需求，才能确保企业的长期发展和竞争优势。
因此，有效地应用顾客关系管理策略成为企业提高竞争力和实现持续增长的关键。
一、顾客关系管理策略的意义顾客关系管理策略的应用对企业来说具有重要的意义。
首先，它可以帮助企业建立和维护与顾客之间的紧密关系。
通过CRM系统，企业可以更好地了解顾客的需求和喜好，并根据这些信息进行个性化的服务和推广，从而提高顾客的忠诚度。
其次，顾客关系管理策略的应用可以帮助企业提高销售和营销效果。
CRM系统可以为销售人员提供丰富的顾客信息和销售机会，使他们能够更加有针对性地开展销售活动。
同时，通过CRM系统的分析功能，企业可以根据历史数据预测销售趋势，从而制定更加科学的销售策略。
此外，顾客关系管理策略的应用还可以帮助企业提高客户满意度。
通过CRM系统，企业可以及时回应和处理顾客的投诉和问题，提供更加贴心的服务。
企业可以根据顾客的反馈意见和建议进行改进，实现顾客需求的持续满足，从而赢得顾客的好口碑和推荐。
二、顾客关系管理策略的关键要素要有效地应用顾客关系管理策略，企业需要关注以下几个关键要素：1. 数据收集和整合：企业需要收集和整合顾客的各类数据，包括基本信息、购买历史、行为偏好等。
这些数据是CRM系统的基础，也是企业进行个性化服务和精准营销的关键。
2. 客户分类和分析：企业需要根据顾客的价值和需求进行分类和分析，确定重点关注的顾客群体。
通过对不同顾客群体的深入了解和分析，企业可以制定相应的服务和营销策略。
3. 客户互动和沟通：企业需要通过不同的渠道和方式与顾客进行互动和沟通，包括电话、电子邮件、社交媒体等。
通过及时响应顾客的需求和问题，企业可以增强顾客的满意度和忠诚度。
CRM（CustomerRelationshipManagement）客户关系管理
CRM（CustomerRelationshipManagement）客户关系管理CRM（Customer Relationship Management）就是客户关系管理。
客户关系管理系统是以客户为中心，基于客户生命周期的全过程，采用协同技术和理念，帮助企业更好的获取客户、保留客户及提升客户价值、提高客户满意度和忠诚度，从而全面提升企业竞争能力和盈利能力。
版式介绍标准版主要包括客户管理（客户信息、联系人信息）、事物管理（联系活动、市场活动）、销售管理（销售机会、销售报价、项目团队）、采购管理、商务管理（销售签约、合约回款）、服务管理（客户服务、客户投诉）、汇总中心、权限管理九大模块。
编辑本段核心价值CRM 客户关系管理系统是把有关市场和客户的信息进行统一管理、共享，并能进行有效分析的处理的新型应用系统，它为企业内部的销售、营销、客户服务等提供全面的支持。
CRM在帮助企业缩减销售成本、增加收入、寻找扩展业务所需的新市场和新渠道，提高客户的价值方面CRM具有很广阔的应用空间核心应用价值以销售漏斗理念管理客户客户关系管理系统是基于销售漏斗为理念研究开发，以客户为中心，完整记录客户生命周期的全过程，帮助企业更好的获取和保存客户信息，有效的避免客户信息流失。
实现各部门数据的无缝衔接通过内部各部门人员的系统权限设置，以及客户信息和销售流程上的责任指派，可以轻松的实现企业各部门之间数据的无缝衔接。
详细记录客户生命周期全过程所产生的信息从对客户信息的收集，到客户最终与企业签约，销售人员在销售过程当中的每一个环节都可以记录到系统当中，管理层可以对工作当中每一个细节进行有效的管控。
强大的数据汇总，方便随时查询系统拥有全面的数据汇总中心，不但能够提供给企业系统中所记录数据的分析报表，还能够以图形化的形式呈现，给予企业未来战略发展以强有力的数据支持。
智能的预警机制，有效掌控销售过程每一位与企业签约客户的合约信息都可以保存在系统当中，并且可以对客户合约的回款进行实时的更新，保证回款进度。
顾客关系管理(5)
顧客關係管理對企業經營的影響
只有在顧客關係管理對顧客是有好處的， 此時顧客關係管理才能算是有效的
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企業轉型為客戶關係導向思考方向 長期顧客特性
A. 比較容易挽留 B. 每年及每次買的可能會更多 C. 較容易買高價位的產品 D. 服務成本比新顧客低 E. 可以為公司免費宣傳，並介紹新顧客給公司 F. 因習慣性消費，因此比較不會較易受價格影響
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客戶關係管理系統導入的障礙
初期導入成本過高 初期效益不明顯 提供解決方案的廠商能力不足 公司內部缺乏人才、公司組織須重新調適
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資訊科技在CRM上的應用
一般所謂的CRM系統架構大致可以分為三 個主要部份：資料倉儲（Data Warehouse）、資料擷取（Data Mining） 以及客服心中（Call Center）三個重要部 份。
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顧客關係管理的興起
在國內顧客關係管理仍處於萌芽階段，而 CRM的概念於1997年開始成長，一些歐美 大企業如美國電話電報公司（AT&T）、花 旗銀行(citi bank)與戴爾電腦(DELL COMPUTER)等，便已經率先推動了。即 使它們目前只推行了一部份，卻已有顯著 成效。
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CRM 的演進與背景
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運用顧客關係管理成功的關鍵
建立良好的企業與顧客的互動管道， 同時可以加以整合運用 建立並擷取所有顧客的歷史，以分析 出潛在的顧客群 依據利潤貢獻度區隔顧客
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運用顧客關係管理成功的關鍵
客服人員須能即時（real-time）存取顧客的 相關資料，並利用該資料與顧客進行互動。
需要得到高階管理者的全力支持，以及適 當的資源。
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顧客電話服務中心的設置 （Call Center）
CUSTOMER-RELATIONSHIP-MANAGEMENT客户关系管理大学毕业论文外文文献翻译及原文
毕业设计（论文）外文文献翻译文献、资料中文题目：客户关系管理文献、资料英文题目：CUSTOMER RELATIONSHIP MANAGEMENT 文献、资料来源：文献、资料发表（出版）日期：院（部）：专业：班级：姓名：学号：指导教师：翻译日期： 2017.02.14CUSTOMER RELATIONSHIP MANAGEMENTAs. univ. drd. Mihaela Cornelia PrejmereanLect. univ. dr. Alina Mihaela DimaAcademy of Economic Studies, BucharestAbstract: After 17 years of economical and market development, Romanian companies face a new challenge: the tough competition from the European Union and the battle for the customers. The Romanian enterprises will have to learn not only how to attract customers, but also how to keep them. Marketing programs include now aspects regarding customer orientation, relationship management, loyalty and quality. In this paper, we will follow the main aspects, characteristics, dimensions and processes of Customer Relationship Management, and we will analyze the challenges that the local companies will have to face. Examples from the financial service sector will round the actual situation of the implementation of the CRM rules and principles in Romania.Keywords: marketing information system; customer relationship management; business asset, customer acquisition; customer retention.1. IntroductionIn the last decade, the majority of the companies were preoccupied with production, recession, mergers, new technologies and business regulation. Romania’s accession in the European Union will bring many advantages for further development, together with membership in a Common Market with common policies on product regulation, and freedom of movement for all the four factors of production (goods, services, capital and labor). This means that Romanian companies will compete with other companies from the EU directly in their home market. European companies are more flexible and mobile and will put a high pressure on the local companies in order to produce better products, launch better offers and services and orientate more towards their customers. High revenue equals important customer is a classic rule when the company organises its customer policy. “An important customer brings a gross amount of money for our enterprise” has become a reflex for many companies abroad and perhaps in Romania, too. But is this always true, or do we need more information than a simple figure reported at the end of the year?2. Marketing information systemA winning company is more productive in acquiring and retaining customers, to expand its clientele (Kotler, 2003). This company improves the value of the customers by reducing the rate of defection, increasing the longevity of customer Management& marketing relationship, making low-profit customers more profitable or terminating them etc. Gathering information on the actual or potential marketplace not only allows the organisation to monitor trends and issues concerning its current customers, but also helps it identify and profile potential customers and new markets, to keep track of its competition, their strategies, tactics and future plans (Brassington and Pettitt,2003). In order to collect and organize a high quantity of diverse information, the enterprises started to build marketing information systems. There are, mainly, a set of procedures and methods by which pertinent, timely and accurate information is continually gathered, sorted, analysed, evaluated, stored and distributed for the use of marketing decision makers (Zikmund and D´Amico,1993). The marketing information system includes data from external and internal sources (sales records, customer records, marketing communications, and sales force information). The focus on the customer and the integration of the marketing function helps the company to create customer databases with comprehensive information about individual customers or prospects.Understanding behaviour of consumers is a key to the success of business organizations.Marketing personnel are constantly analyzing the patterns of buying behaviour and purchase decisions to predict the future trends. Consumer behaviour can be explained as the analysis of how, when, what and why people buy. Consumer behavior can be understood as: "The decision process and physical activity individuals engage in when evaluating, acquiring, using, or disposing of goods and services." (Loudon and Della Bitta, 1980). Nowadays, this phenomenon, can also be illustrated in the following way: "activities people undertake when obtaining, consuming, and disposing of products and services" (Blakwell, Minard and Engel, 2001).A study by Voss and Parasuraman (2003) suggests that the purchase preference is primarily determined by price than quality duringpre-purchase evaluation. Given explicit quality information, price had no effect on pre-purchase or post consumption quality perceptions. Instead, post consumption quality evaluations had a favorable impact on price evaluations.Another study by Chernev (1997) analyzed the effect of common features on brand choice and the moderating role of attribute importance. It is argued that when brand attributes differ in importance, with the best value on the most important attribute, thus further polarizing brands’ choice shares. In contrast, when attributes are similar in their importance, common features are likely to have an opposite effect, equalizing brands share.Russo and France (1994), studied the nature of the choice process for commonly purchased non-durables by tracking eye fixations in a laboratory simulation of supermarket shelves. The findings are fully compatible with the general view that the choice process is constructed to adapt to the immediate purchase environment.While describing about shopping orientation, Sinha (2003) reports that Shoppers seek emotional value more than the functional value of shopping. Their orientation is based more on the entertainment value than on the functional value. The orientation is found to be affected primarily by the type of store, the frequency of buying and to some extent by thesocio-economic classification. The retailers need to experiment with a format that attracts both types of shoppers.Research suggests that beauty consciousness among people in general is changing. Vigneron and Johnson (1999) reported that people's needs for appearances and materialism were increasing.That is human beings wanted to satisfy the need to look and feel good. This created a boom in the cosmetic and toiletries sector across the world. Chambers Encyclopedia defines cosmetics as (a)articles intended to be rubbed, poured, sprinkled or sprayed on, introduced into or other wise applied to the human body or any part there of for cleaning, beautifying, promoting attractive nessor altering the appearance and (b) articles intended for use as a component of such articles.Now avariety of cosmetic and toiletries ranging from natural to sophisticated items are available in themarket. The pattern and preference of use of these items vary according to different segments of gender, age and socio-economic class. When we review the literature on the cosmetic and toiletry industry, not many studies are available especially about Indian scenario. The present study is an attempt to analyse the purchasing pattern of cosmetic consumers.3. Customer relationship managementCustomer Relationship Management has been around for the last 30 years, but it became very important when companies changed their attitude towards marketing function. Nowadays, the cross-functional approach to marketing requires an organizational culture and climate that encourages collaboration and cooperation between departments. People within the business must understand their role in serving customers, internal or external one. CRM builds on the principles of relationship marketing and recognizes that customers are a business asset and not simply a commercial audience, implies the structuring of the company from functions to processes, information are used proactively rather than reactively and develops the ne-to-one marketing approaches (Payne, 2006).When defining CRM, we must first explain the difference between customer acquisition and customer retention. The two concepts have different drivers. Attracting customers has become very difficult these days, when people are harder to please. They are smarter, price conscious and sensitive, more demanding, less forgiving, and they are approached by many more competitors with equally good or better offers (Kotler,2003). Companies focus more on sales analysis, customer segmentation, advertising, merchandising and campaign management. The more difficult part is keeping the customers. According to Bruhn, a customer is satisfiedwhen the comparison between offer and consumption fulfils his/her expectations, after he/she accepts the company, trusts it and exhibits a positive attitude towards it, becomes loyal to that company. In this situation, the customer talks favourably about the company and about its products, pays less attention to competing brands and is less sensitive to price, which turns transactions into routine (Bruhn, 1999). With customer retention, the company must pay attention to service satisfaction and trust in Customer relationship management the organization and its staff. Some companies believe that if a customer complaints the problem will be solved, but 96% of unsatisfied customers don’t com plain and go to another company. Therefore, Customer Relationship Management is the mechanism for retaining customers (Russell-Jones, 2003). Mainly CRM allows the company to understand who their customer is, isolate the best customer (those with whom you desire to have long-standing relationships), create relationships stretching over time and involving multi-interactions, manage the relationship to mutual advantage, seek to acquire more of those “best” customers. Inputs like marketing strategy, customer base, products, and regulation, competitors and staff skills are synthesized in a CRM programme which creates outputs as customer service, customer retention, higher share of wallet, customer referral, more predictable revenues streams, improved profitability, lower costs and better compliance (Russell-Jones, 2003).4. Developing a strategy in customer relationship managementBecause CRM is a cross-functional activity and large companies have thousands and millions of customers, the need for a strategic framework is very high. The dimensions of a CRM strategy are mainly focused on defining the following topics:- object of the customer relationship management – the company has three options: focusing on the company itself, on a brand or on the distributor;- target segment –the company usually sets priorities between different customer segments, it defines strategic customers based on the portfolio analyses, factors as revenue, length of the relationship, income, collaboration with the customer. These are its analysis criteria;- ways of retaining the customers –customers’ satisfaction is in the centre of all the decisions, but customers retention can also become a central issue through contractual clauses, such as service, leasing and warranty;- choosing the instruments of CRM – the company combines the instruments of the 4P´s with focus on the customer;- intensity and timing of the CRM decisions –show when and how should the company introduce different instruments; programmes can last from one day to one week, or from three month to two years;- cooperation within the CRM programme –sometimes the company must cooperate with other partners from the distribution channel, mainly between producer and wholesaler and retail.5. Instruments of customer relationship managementThe communication policy plays an important role in the instruments mix. It follows two objectives: first, to build a permanent dialogue with the customer in order to stabilize or change its expectations, and second, to counteract influences after consumption. The main CRM instruments within the communication policy are: Direct-Mail is material distributed through the postal service to the recipients’ home or business address to promote a product or service. In CRM the mailed issue can vary from a simple letter to a catalogue, and its sending will always occur at a particularmoment in customer’s life (birthday, invitation for an event). It must incorporate sticky gadgets to increase their chances of being opened and read; Newsletters are distributed to customers for free and contain information about new products, offers for special events and others; Fidelity cards (store cards) are an important tool in gathering information about customer behaviour. By accumulating points of fidelity, the customer can benefit from different special offers; Clients club designates a concept which has grown in parallel with the fidelity cards. Its main forms are VIP-Club, Fan-Club, Product-Interest-Club, and Lifestyle-Club. The club represents an opportunity for the company to make offers in accordance with the social status, acceptance, prestige and expectations of its customers;Spending on cosmetics and toiletries is relatively small, with rural and suburban areas concentrating on basic toiletries and cosmetics. The purchasing power consumers is increasing thereby shaping the aspirations and lifestyles of consumers, who are upgrading to good value products at affordable prices. The Cosmetic Companies have invested heavily on promoting product visibility among rural folk, which has increased the demand for bar soap, talcum powder,lipstick, tooth powder and hair oil in these areas. This has also increased the demand for essential everyday items like bath and shower products, hair care, oral hygiene and skin care. Another strategy followed by companies to promote cosmetics in rural areas was sachets’ approach.While rural contributed to growth in volume terms, the urban population contributed 69 %of value sales in 2005 especially for sophisticated products. These high-quality added-value niche products include mascara, toners, body wash/shower gel, depila tories, sun care and deodorants,amongst others which are unaware to the rural users. Sales are almost completely generated fromthe urban pockets, concentrated within the key metropolitan areas. Due to Western influences, men's grooming products are used more predominantly in urban population compared to their counterparts in rural areas.Telemarketing allows companies to undertake marketing research and is highly measurable and accountable; the number of positive and negative responses are easily recorded and monitored. It provides for interaction, is flexible and permits immediate feed-back. Online-marketing includes many forms such as on-line advertising, on-line sales promotions, on-line direct marketing, on-line public relations, one-line personal selling. The medium used is the internet and the main instrument is the email. Virtual promotions are cheaper than hard copy versions, but the challenge is to drive traffic toyour company’s Web site. Event-marketing takes place in three main areas: the product (here, it focuses on increasing sales), the corporation (for developing a corporate body) and the community (to make a difference in the life of the local community) (Bruhn, 1999& Fill, 2002).The price policy can be thought about in various ways when building a CRM programme: discounts for special customers, underselling or matching competitors, loyalty refunds, bundling items together and offering overall prices. Although price is not a measure of inherent value received, it is often used by customers as a benchmark, ignoring any other features or differences.Key factors in the product policy are the product itself, with quality, design, technical features, packaging and service management which includes lifelong warranty, price warranty or a customer telephone line. An active management in the distribution policy can focus on the customer or on the distribution channel. The producer evaluates the activity of the distribution partner and Customer relationship management intervenes when needed. The focus on the customers is realised througha Key Account Management which develops programmes for special customers.6. Customer relationship management in financial servicesFinancial services differ from many other industries. This can be seen particularly in Romania, where 40 commercial banks fight for a population of 21 million citizens. They cover the whole spectrum of customers from individuals to partnerships, institutions, corporations and governments. As a result, it can be very difficult to focus on single markets. Customers are often in two positions: they may have a deposit and savings accounts, but also loans and overdrafts. They are very service focused, they sell only intangibles. Financial services require processing billions of transactions worldwide and they are one of the heaviest regulated industries in the world (Rusell-Jones, 2003).The customers in the financial services are better informed, are switching channels, and seem to be more demanding of service, and used to change. The market is also highly competitive and new entrants are coming with diverse products and approaches.The industry of financial services in Romania has a very high potential and registers every year high growth rates. Till now, the location in a major city of the country with a population around 300.000 people was an advantage of the business and a success factor. Now the battlefield has moved in the small towns. The competition became tougher; banks began to develop and to introduce new products. Some experts say that a weakness of the banking sector is market segmentation. There is lots of information about customers, but it seems that banks prefer to focus on clients with large savings accounts. The main banks in Romania, as BRD, BCR, ING, and HVB-Tiriac announced for the year 2005 an increase in the number of the private banking clients. These are mainly customers with accounts between 50.000 and 100.000 Euros, they benefit of private consultancy, special interest rates, commissions, and special insurances. Customers have also a word to say about their bank. A market study made by Deadalus Consulting revealed that the customer profile forbanking services is: person aged between 45-55 years, with higher or middle education. The most utilized service is the bank card for salaries payment (32,6%). Next, savings accounts (10,2%), credits for personal needs (11,1%), credits for buying electronics (9,2%) and auto leasing. The best grades were received by Raiffeisen Bank (8,83), BCR (8,58) and BRD Societe Generale (8,57). A customer’s criteria when choosing a bank are the trust in the bank, the environment in the branch, the quality of the staff, the advice they receive, the best interest rate they can receive, the information about the credit costs, and the conditions for obtaining a credit. A successful service provided by the majority of the banks is internet banking. It allows clients to save time and money, without going to the bank, 24 of 24 from inside or abroad. The access is free of charge or very cheap, and includes all kinds of activities from money transfer, payment orders, currency exchange, payment of current bills, external payments etc. The rate of penetration is still low, ranking between 10% and 30% of the customers in one middle bank.7. ConclusionsRomanian companies must focus in the future on the Customer Relationship Management and try to turn a “susceptible” client into a “partner”, to transform people who once needed their product/service, or occasional business partners into supporters and advocates and, eventually, into loyal partners that “sell” on the behalf of the company. Companies must create a permanent dialogue with their customers, and fight for them, because the clientele is not given for free. Customers that were price sensitive show now a higher interest in quality, service and behaviour of staff, and a company which concentrated on a price strategy should check how prepared its rivals are for a competition in the aforementioned fields. Customer Relationship Management increases its flexibility and adaptability to the market, in a world of capricious clients.客户关系管理这是一份来自布加勒斯特（罗马尼亚首都）经济学院的研究：摘要：经过17年市场经济的发展，罗马尼亚的公司面临着一个新的挑战：来自欧盟的激烈竞争和抢夺消费者的大战。
customer relationship management中文-概述说明以及解释
customer relationship management中文-概述说明以及解释1.引言1.1 概述概述:客户关系管理（Customer Relationship Management，CRM）是一种运用先进的技术和有效的管理策略来建立和维护企业与客户之间的良好关系的理念和方法。
它通过整合和优化企业内外的资源，致力于满足客户需求、提高客户满意度、增进客户忠诚度以及持续提升企业业绩。
随着市场竞争的加剧，客户关系管理变得越来越重要。
企业需要通过了解客户需求、建立信任和持续交流，赢得客户的信赖和合作。
客户关系管理不仅仅是一个营销策略，更是企业战略的核心内容之一。
客户关系管理的目标是建立长期稳定的客户关系，通过与客户建立互动和沟通，提供个性化的服务和定制的解决方案，从而满足客户需求并超越其期望。
通过客户关系管理，企业可以实现客户忠诚度的提高，增加客户的复购率和推荐率，为企业的可持续发展提供强大的支持。
本文将主要介绍客户关系管理的定义和重要性，以及客户关系管理的主要原则和方法。
通过深入了解和掌握客户关系管理的理论和实践，企业可以更好地应对市场竞争，提升企业的竞争优势，并为未来的发展奠定坚实的基础。
接下来的章节将分别详细探讨这些内容，希望可以为读者提供全面的了解和参考。
1.2 文章结构本文共分为以下几个部分进行阐述：引言、正文和结论。
第一部分引言主要对本文的整体内容进行概述，介绍客户关系管理的定义、重要性以及文章结构。
通过引言部分，读者能够了解到本文的核心内容和目的。
第二部分正文是本文的重点，包括客户关系管理的定义和重要性以及客户关系管理的主要原则和方法。
在介绍客户关系管理的定义和重要性时，将分析客户关系管理对企业发展的作用，阐述其在提高客户满意度、增加销售额、促进客户忠诚度等方面的价值。
随后，将详细介绍客户关系管理的主要原则和方法，包括建立有效的沟通渠道、个性化服务、客户分类与管理、数据分析与预测等方面的内容。
客户关系管理Customer Relationship Management
CRM
企業利用資訊科技與流程設計，透過對客戶資訊 的整合性蒐集與分析來充分瞭解客戶，並利用這 些知識來精確地區隔有潛力的市場或提供一對一 的客製化銷售與服務，使得客戶從P/S中感受到最 大的價值。
目的在吸引好的新客戶，提升老客戶的滿意度及 忠誠度，共創企業最大的收益與利潤。
docin/sundae_meng
預測性分析:統計模式(Modeling)與資料探勘(Data Mining) 為知識導向、探索性、預測性，例如相關分析、分類分析、 集群分析、順序分析等功能來提供各種有用的客戶知識， 例如不同屬性的客戶群docin（/sund年ae_m紀eng 、收入、消費、地區）區隔
圖9-7 CRM的前台（操作型）系統
docin/sundae_meng
圖9-6 CRM科技架構
docin/sundae_meng
CRM的科技架構
操作型(Operational) CRM ：即運用企業流程的 整合與IT，協助企業增進其與客戶接觸各項作業 的效率，包括銷售、行銷與服務三大功能作業的 自動化。
分析型(Analytical) CRM ：藉由對客戶Profile蒐集 、整理、儲存與分析，以支援企業決策，包括資 料倉儲、OLAP與資料探勘等，以下將逐一介紹 這些IT架構。
docin/sundae_meng
行銷4P轉變為4C
Product→Customer Need Value
傳統：設計一個功能、品質、性能好的產品來吸引客戶。 CRM：產品的價值不在功能，而在於提供哪些是需要的價值給特
定客戶。
Price→Cost to Customer
傳統：以最低的價格來吸引客戶。 CRM：客戶的成本包括貨幣、勞心、時間本與勞力，因此，要讓
Customer Relationship Management
文字
DM 行銷 人員 傳真 行銷 人員 Email
行銷人員
資料
網站自助 式服務 系統
承辦人 Sales Operator 客戶經理 服務經理 成本 即時性 資料 輸入
+系統
高 高
sales
高 高
Operator
中 低
行銷 人員
低 低
行銷 人員
低 低
行銷人員
低 高 顧客
+系統
自動化 效率化 2002/06/14
11.6(3.5%) 11.6(3.5%) 4.64(40%) 4.18(90%) 1.88(45%) 1.4(70%) 30週 6.96(60%) 6.26(90%) 2.82(45%) 2.26(80%) 30週
Sales A
2002/06/14
王煥文
©25 © Copyright reserved.
Data 客戶特徵 36-45 years old 年薪250萬以上
mining
購買A6, A8車款 客戶需求
Data mining 追求社會地位
注重安全, 穩定 成立白金俱樂部 高爾夫球俱樂部
2002/06/14
王煥文
©37 © Copyright reserved.
忠誠度方案的效益
項目 第一年 第二年 第三年
©11 © Copyright reserved.
CRM的目標?
• 直接評估方法:
客戶取得成本 服務成本 平均交易利潤 客戶平均價值
• 間接評估方法:
客戶滿意度 客戶保留率 新客戶數目 交叉銷售及升級銷售 比例 客戶抱怨 ….
王煥文 ©12 © Copyright reserved.
企业客户关系管理方法与流程
企业客户关系管理方法与流程Customer relationship management (CRM) is a crucial aspect of any business, regardless of its size or industry. 企业客户关系管理(CRM)是任何企业的重要组成部分，无论其规模或行业如何。
Building and maintaining relationships with clients is essential for long-term success. 建立和维护与客户的关系对于长期成功至关重要。
It involves understanding your customers' needs and preferences, and tailor-making your products or services to meet those needs. 这涉及了解客户的需求和偏好，并根据这些需求定制您的产品或服务。
By implementing effective CRM methods and processes, businesses can improve customer satisfaction, loyalty, and retention rates. 通过实施有效的CRM方法和流程，企业可以提高客户满意度、忠诚度和留存率。
One key aspect of CRM is the use of technology to track and analyze customer interactions. CRM的一个关键方面是利用技术来跟踪和分析客户互动。
This can include customer relationship management software that helps businesses organize, automate, and synchronize sales, marketing, customer service, and technical support. 这可以包括客户关系管理软件，帮助企业组织、自动化和同步销售、营销、客户服务和技术支持。
客户关系管理的最佳实践
客户关系管理的最佳实践客户关系管理（Customer Relationship Management，CRM）是指企业通过建立和维护良好的与客户之间的关系，从而提高客户满意度和忠诚度的管理方法。
在竞争激烈的市场环境下，有效的 CRM 已经成为企业提高竞争力、增强市场份额的重要手段。
本文将探讨客户关系管理的最佳实践，帮助企业构建和优化自己的 CRM 系统。
首先，客户分析是进行有效 CRM 的基础。
企业需要了解自己的客户群体，包括其需求、偏好、行为习惯等。
通过市场调研和数据分析等手段，企业可以细分客户群体，将其划分为不同的目标市场。
根据不同的目标市场，企业可以制定相应的营销策略，有针对性地满足客户需求，提高产品或服务的匹配度。
其次，客户互动是实施 CRM 的关键环节。
企业应该积极主动地与客户建立和保持联系，建立起互信的关系。
可以通过电子邮件、短信、社交媒体等渠道进行沟通，并及时回应客户的反馈和问题。
同时，企业还可以开展客户活动、举办客户培训、提供个性化服务等方式，不断加强与客户的互动，深化客户关系。
此外，整合多渠道销售是提高 CRM 效果的重要手段。
企业应该将线上线下销售渠道有机结合，实现全渠道的客户接触和销售服务。
通过建立统一的客户数据库和销售系统，使得客户的购买历史、偏好等信息在不同渠道之间共享，从而提供一致的购物体验。
同时，企业还可以通过线上线下的协同营销，促进销售和客户关系的持续增长。
另外，客户反馈是不可忽视的重要资源。
企业应该建立完善的客户反馈机制，鼓励客户提供意见和建议。
可以通过在线调查、客户满意度调查等方式收集客户的反馈信息，及时了解客户对产品或服务的评价和期望，以及客户的问题和需求。
企业应该认真对待客户的反馈，及时采取措施解决问题，并将客户的反馈纳入产品或服务的改进和创新。
最后，客户忠诚度的提升是企业 CRM 成功的重要指标。
企业应该通过有效的客户关怀和奖励机制，提高客户忠诚度。
可以通过赠送礼品、提供专属优惠等方式来回馈忠诚客户，同时加强与忠诚客户的互动，并提供个性化的服务。
客户关系管理customerrelationshipmanagement
客户关系管理Customer Relationship Management Re:MarketingCRM概念引入中国已有数年，其字面意思是客户关系管理，但其深层的内涵却有许多的解释。
以下摘录国外研究CRM的几位专家对CRM的不同定义，通过这些定义让我们对CRM有一个初步的认识。
最早提出该概念的Gartner Group认为：所谓的客户关系管理就是为企业提供全方位的管理视角；赋予企业更完善的客户交流能力，最大化客户的收益率。
一、CRM是一项营商策略，透过选择和管理客户达至最大的长期价值。
CRM需要用以客户为中心的营商哲学和文化来支持有效的市场推广、营销和服务过程。
企业只要具备了合适的领导、策略和文化，应用CRM可促成具效益的客户关系管理。
二、CRM是关于发展和推广营商策略和支持科技以填补企业在获取、增长和保留客户方面目前和潜表现的缺口。
它可为企业做什么？CRM改善资产回报，在此，资产是指客户和潜在客户基础。
三、CRM是信息行业用语，指有助于企业有组织性地管理客户关系的方法、软件以至互联网设施。
譬如说，企业建造一个客户数据库充分描述关系。
因此管理层、营业员、服务供应人员甚至客户均可获得信息，提供合乎客户需要的产品和服务，提醒客户服务要求并可获知客户选购了其它产品。
四、CRM是一种基于Internet的应用系统。
它通过对企业业务流程的重组来整合用户信息资源，以更有效的方法来管理客户关系，在企业内部实现信息和资源的共享，从而降低企业运营成本，为客户提供更经济、快捷、周到的产品和服务，保持和吸引更多的客户，以求最终达到企业利润最大化的目的。
五、CRM 是 Customer Relationship Management（客户关系管理）的缩写，它是一项综合的IT技术，也是一种新的运作模式，它源于“以客户为中心”的新型商业模式，是一种旨在改善企业与客户关系的新型管理机制。
是一项企业经营战略，企业据此赢得客户，并且留住客户，让客户满意。
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Where Does Data Mining Fit In?
Hindsight
Analysis and Reporting (OLAP)
Foresight
Statistical Modeling
Insight
Data Mining
15
Our Definition of Data Mining
6
Why Now ?
Representative Growth in a Maturing Market
Number of Customers (1000s)
1200 1000 800 600 400 200 0 0 1 2 3 4 5 6 7 8
In this region of rapid growth, building infrastructure is more important than CRM As growth flattens out, exploiting existing customers becomes more important
Exploration and analysis of large quantities of data
By automatic or semi-automatic means
To discover meaningful patterns and rules
These patterns allow a company to
Credit card companies want to recommend good restaurants and hotels in new cities
Phone companies want to know your friends and family Bottom line: Companies want to be in the business of serving customers rather than merely selling products
At the credit card clearing house
transaction date, amount charged, approval code, vendor number, …
At the bank
billing record, interest rate, available credit update, …
At the package carrier
zip code, time stamp at truck, time stamp at sorting center, …
Bottom line: Companies do keep track of data
9
An Illustration
A few years ago, UPS went on strike
Victoria’s Secret builds customer loyalty with a no-hassle returns policy
some “loyal customers” return several expensive outfits each month they are really “loyal renters”
Direct mail Email Banner ads Telemarketing Billing inserts Customer service centers Messages on receipts
Key data about customers come from channels
13
Channels -- continued
new products
new channels new packaging
3
Relationship Marketing -- continued
Customers and prospects respond
most common response is no response
This results in a cycle
FedEx saw its volume increase
After the strike, its volume fell
FedEx identified those customers whose FedEx volumes had increased and then decreased
These customers were using UPS again FedEx made special offers to these customers to get all of their business
5
CRM is Revolutionary
Grocery stores have been in the business of stocking shelves Banks have been in the business of managing the spread between money borrowed and money lent
data is generated
opportunities to learn from the data anቤተ መጻሕፍቲ ባይዱ improve the
process emerge
4
The Move Towards Relationship Management
E-commerce companies want to customize the user experience Supermarkets want to be infomediaries
11
CRM Requires Learning and More
Form a learning relationship with your customers
Notice their needs
On-line Transaction Processing Systems
Remember their preferences
Channels are the source of data Channels are the interface to customers
Channels enable a company to get a particular message to a particular customer
Channel management is a challenge in organizations CRM is about serving customers through all channels
better understand its customers improve its marketing, sales, and customer support operations
Source: Berry and Linoff (1997)
16
Data Mining for Insight
time of call, number dialed, long distance company used, …
At the long distance company (for the toll-free number)
duration of call, route through switching system, …
Insurance companies have been in the business of managing loss ratios
Telecoms have been in the business of completing telephone calls Key point: More companies are beginning to view customers as their primary asset
10
The Corporate Memory
Several years ago, Land’s End could not recognize regular Christmas shoppers
some people generally don’t shop from catalogs but spend hundreds of dollars every Christmas if you only store 6 months of history, you will miss them
total customers
new customers churners
9
10
11
7
Year
The Electronic Trail
A customer places a catalog order over the telephone At the local telephone company
1
Customer Relationship Management Through Data Mining
Introduction to Customer Relationship Management (CRM)
Introduction to Data Mining Data Mining Software Churn Modeling Acquisition and Cross Sell Modeling
Classification
Prediction
Estimation
Automatic Cluster Detection
Affinity Grouping
Description
17