Analytical Customer Relationship Management (CRM) 客戶關係管理 analyzes customer data for a variety of purposes:
▪ Design and execution of targeted marketing campaigns to optimize marketing effectiveness
▪ Design and execution of specific customer campaigns, including customer acquisition, cross-selling, up-selling, retention
▪ Analysis of customer behavior to aid product and service decision making (e.g. pricing, new product development etc.)
▪ Management decisions, e.g. financial forecasting and customer profitability analysis
▪ Prediction of the probability of customer defection (churn analysis)
Analytical Customer Relationship Management (CRM) 客戶關係管理 generally makes heavy use of data mining.
Source: http://en.wikipedia.org/wiki/Main_Page
2008年3月26日 星期三
Customer Relationship Management (CRM) 客戶關係管理 Operation:::
Operational Customer Relationship Management (CRM) 客戶關係管理 processes customer data for a variety of purposes:
▪ Managing Campaigns
▪ Enterprise Marketing Automation
▪ Sales Force Automation
▪ Managing Campaigns
▪ Enterprise Marketing Automation
▪ Sales Force Automation
2008年3月25日 星期二
Operational Customer Relationship Management (CRM) 客戶關係管理:::
Operational Customer relationship management (CRM) 客戶關係管理 provides support to "front office" business processes, including sales, marketing and service. Each interaction with a customer is generally added to a customer's contact history, and staff can retrieve information on customers from the database when necessary.
One of the main benefits of this contact history is that customers can interact with different people or different contact channels in a company over time without having to describe the history of their interaction each time.
Consequently, many call centers use some kind of Customer Relationship Management (CRM) 客戶關係管理 software to support their call center agents.
Operational Customer Relationship Management (CRM) 客戶關係管理 processes customer data for a variety of purposes:
▪ Managing Campaigns
▪ Enterprise Marketing Automation
▪ Sales Force Automation
Source: http://en.wikipedia.org/wiki/Main_Page
One of the main benefits of this contact history is that customers can interact with different people or different contact channels in a company over time without having to describe the history of their interaction each time.
Consequently, many call centers use some kind of Customer Relationship Management (CRM) 客戶關係管理 software to support their call center agents.
Operational Customer Relationship Management (CRM) 客戶關係管理 processes customer data for a variety of purposes:
▪ Managing Campaigns
▪ Enterprise Marketing Automation
▪ Sales Force Automation
Source: http://en.wikipedia.org/wiki/Main_Page
Technology Considerations on Customer Relationship Management (CRM) 客戶關係管理:::
The technology requirements of a Customer Relationship Management (CRM) 客戶關係管理 strategy must be guided by an overall view of who is the customer and what value they are to get from engaging with the organization.
The basic building blocks:
A database for customer lifecycle (time series) information about each customer and prospect and their interactions with the organization, including order information, support information, requests, complaints, interviews and survey responses.
Customer Intelligence - Translating customer needs and profitability projection into game plans for different segments or groups of customers, captured by customer interactions (Human, automated or combinations of both) into software that tracks whether that game plan is followed or not, and whether the desired outcomes are obtained.
Business Modeling - Customer Relationship Strategy 客戶關係策略, Goals and outcomes: Numbers and description of whether goals were met and models of customer segments and game plans worked as hypothesized.
Learning and Competency Management Systems - Customer Capacity and Competency Development - Training and improving processes and technology that enable the organization to get closer to achieving the desired results. Complex systems require practice in order to achieve desired outcomes, especially when humans and technology are interacting. Iteration is the key to refining, improving and innovating to stay ahead of the competition in Customer Relationship Management (CRM) 客戶關係管理. (Successful tools, technology and practices will be copied by the competition as soon as they are proven successful.)
Analytics and quality monitoring - Voice recognition, video pattern matching, statistical analysis, activity-based costing to ultimately determine profitability of customer relationship policies and activities over the lifecycle of each group of customers sharing a defined set of characteristics.
Collaboration and Social networks - Profiling and interactive technology that allows the customers to interact with the business and their fellow customers and others: prospective customers, strategic partners.
The building blocks can be implemented over time separately, but eventually need to be dynamically coordinated. The ongoing alignment of the basic building blocks distinguishes an elegant seamless Customer Relationship Management (CRM) 客戶關係管理 implementation which successfully builds mutually valuable relationships.
Source: http://en.wikipedia.org/wiki/Main_Page
The basic building blocks:
A database for customer lifecycle (time series) information about each customer and prospect and their interactions with the organization, including order information, support information, requests, complaints, interviews and survey responses.
Customer Intelligence - Translating customer needs and profitability projection into game plans for different segments or groups of customers, captured by customer interactions (Human, automated or combinations of both) into software that tracks whether that game plan is followed or not, and whether the desired outcomes are obtained.
Business Modeling - Customer Relationship Strategy 客戶關係策略, Goals and outcomes: Numbers and description of whether goals were met and models of customer segments and game plans worked as hypothesized.
Learning and Competency Management Systems - Customer Capacity and Competency Development - Training and improving processes and technology that enable the organization to get closer to achieving the desired results. Complex systems require practice in order to achieve desired outcomes, especially when humans and technology are interacting. Iteration is the key to refining, improving and innovating to stay ahead of the competition in Customer Relationship Management (CRM) 客戶關係管理. (Successful tools, technology and practices will be copied by the competition as soon as they are proven successful.)
Analytics and quality monitoring - Voice recognition, video pattern matching, statistical analysis, activity-based costing to ultimately determine profitability of customer relationship policies and activities over the lifecycle of each group of customers sharing a defined set of characteristics.
Collaboration and Social networks - Profiling and interactive technology that allows the customers to interact with the business and their fellow customers and others: prospective customers, strategic partners.
The building blocks can be implemented over time separately, but eventually need to be dynamically coordinated. The ongoing alignment of the basic building blocks distinguishes an elegant seamless Customer Relationship Management (CRM) 客戶關係管理 implementation which successfully builds mutually valuable relationships.
Source: http://en.wikipedia.org/wiki/Main_Page
2008年3月14日 星期五
Overview on Customer Relationship Management (CRM) 客戶關係管理:::
There are many aspects of Customer Relationship Management (CRM) 客戶關係管理 which were mistakenly thought to be capable of being implemented in isolation from each other. [1]
From the outside of organization, a customer experiences the business as one entity operating over extended periods of time. Thus piecemeal Customer Relationship Management (CRM) 客戶關係管理 implementation can come across to the customer as unsynchronized where employees and web sites and services are acting independently of one another, it is yet together represent a common entity.
Customer Relationship Management (CRM) 客戶關係管理 is the philosophy, policy and coordinating strategy connecting different players within an organization so as to coordinate their efforts in creating an overall valuable series of experiences, products and services for the customer.
The different players within the organization are in identifiable groups:
▪ Customer Facing Operations - The people and the technology support of processes that affect a customer's experience at the frontline interface between the customer and the organization. This can include face to face, phone, IM, chat, email, web and combinations of all medium. Self-service kiosk and web self-service are doing the job of vocals and they belong here.
▪ Internal Collaborative Functional Operations - The people and technology support of processes at the policy and back office which ultimately affect the activities of the Customer Facing Operations concerning the building and maintaining of customer relationships. This can include IT, billing, invoicing, maintenance, planning, marketing, advertising, finance, services planning and manufacturing.
▪ External Collaboration functions - The people and technology support of processes supporting an organization and its cultivation of customer relationships that are affected by the organization's own relationship with suppliers/vendors and retail outlets/distributors. Some would also include industry cooperative networks, e.g. lobbying groups, trade associations. This is the external network foundation which supports the internal Operations and Customer facing Operations.
▪ Customer Advocates and Experience Designers - Creative designers of customer experience that meet customer relationship goals of delivering value to the customer and profit to the organization (or desired outcomes and achievement of goals for non-profit and government organizations)
▪ Performance Managers and Marketing Analysts - Designers of Key Performance Indicators and collectors of metrics and data so as to execute/implement marketing campaigns, call campaigns, Web strategy and keep the customer relationship activities on track. This would be the milestones and data that allow activities to be coordinated, that determine if the Customer Relationship Management (CRM) 客戶關係管理 strategy is working in delivering ultimate outcomes of Customer Relationship Management (CRM) 客戶關係管理 activities: market share, numbers and types of customers, revenue, profitability, intellectual property concerning customers preferences.
▪ Customer and Employee Surveyors and Analysts - Customer Relationships 客戶關係 are both fact driven and impression driven - the quality of an interaction is as important as the information and outcome achieved, in determining whether the relationship is growing or shrinking in value to the participants.
[1] Searls, Doc (2006-12-03). Let's go bust some silos. Linux Journal. Retrieved on 2008-02-11. “I will know the silo system has been replace(d) by a free market when vendors realize that they can learn far more, sell far more, and improve their offerings far more, if they actually relate to their customers, rather than lock them in P Customer Relationship Management (CRM) 客戶關係管理 silos that remain instruments of global indifference to what customers might actually want.”
Source: http://en.wikipedia.org/wiki/Main_Page
From the outside of organization, a customer experiences the business as one entity operating over extended periods of time. Thus piecemeal Customer Relationship Management (CRM) 客戶關係管理 implementation can come across to the customer as unsynchronized where employees and web sites and services are acting independently of one another, it is yet together represent a common entity.
Customer Relationship Management (CRM) 客戶關係管理 is the philosophy, policy and coordinating strategy connecting different players within an organization so as to coordinate their efforts in creating an overall valuable series of experiences, products and services for the customer.
The different players within the organization are in identifiable groups:
▪ Customer Facing Operations - The people and the technology support of processes that affect a customer's experience at the frontline interface between the customer and the organization. This can include face to face, phone, IM, chat, email, web and combinations of all medium. Self-service kiosk and web self-service are doing the job of vocals and they belong here.
▪ Internal Collaborative Functional Operations - The people and technology support of processes at the policy and back office which ultimately affect the activities of the Customer Facing Operations concerning the building and maintaining of customer relationships. This can include IT, billing, invoicing, maintenance, planning, marketing, advertising, finance, services planning and manufacturing.
▪ External Collaboration functions - The people and technology support of processes supporting an organization and its cultivation of customer relationships that are affected by the organization's own relationship with suppliers/vendors and retail outlets/distributors. Some would also include industry cooperative networks, e.g. lobbying groups, trade associations. This is the external network foundation which supports the internal Operations and Customer facing Operations.
▪ Customer Advocates and Experience Designers - Creative designers of customer experience that meet customer relationship goals of delivering value to the customer and profit to the organization (or desired outcomes and achievement of goals for non-profit and government organizations)
▪ Performance Managers and Marketing Analysts - Designers of Key Performance Indicators and collectors of metrics and data so as to execute/implement marketing campaigns, call campaigns, Web strategy and keep the customer relationship activities on track. This would be the milestones and data that allow activities to be coordinated, that determine if the Customer Relationship Management (CRM) 客戶關係管理 strategy is working in delivering ultimate outcomes of Customer Relationship Management (CRM) 客戶關係管理 activities: market share, numbers and types of customers, revenue, profitability, intellectual property concerning customers preferences.
▪ Customer and Employee Surveyors and Analysts - Customer Relationships 客戶關係 are both fact driven and impression driven - the quality of an interaction is as important as the information and outcome achieved, in determining whether the relationship is growing or shrinking in value to the participants.
[1] Searls, Doc (2006-12-03). Let's go bust some silos. Linux Journal. Retrieved on 2008-02-11. “I will know the silo system has been replace(d) by a free market when vendors realize that they can learn far more, sell far more, and improve their offerings far more, if they actually relate to their customers, rather than lock them in P Customer Relationship Management (CRM) 客戶關係管理 silos that remain instruments of global indifference to what customers might actually want.”
Source: http://en.wikipedia.org/wiki/Main_Page
2008年3月12日 星期三
Definition of Customer Relationship Management (CRM) 客戶關係管理 :::
Customer Relationship Management (CRM) 客戶關係管理 is a customer-centric business strategy with the goal of maximizing profitability, revenue, and customer satisfaction.[1] Technologies that support this business purpose include the capture, storage and analysis of customer, vendor, partner, and internal process information. Functions that support this business purpose include Sales, Marketing and Customer Service, Training, Professional Development, Performance Management, Human Resource Development and Compensation.
Technology to support Customer Relationship Management (CRM) 客戶關係管理 initiatives must be integrated as part of an overall customer-centric strategy. Many Customer Relationship Management (CRM) 客戶關係管理 initiatives have failed because implementation was limited to software installation without alignment to a customer-centric strategy.[2]
[1] Bligh, Philip; Douglas Turk (2004). CRM unplugged – releasing Customer Relationship Management (CRM) 客戶關係管理 's strategic value. Hoboken: John Wiley & Sons. ISBN 0-471-48304-4.
[2] Rigby, Darrell K.; Frederick F. Reichheld, Phil Schefter (2002). "Avoid the four perils of Customer Relationship Management (CRM) 客戶關係管理 ". Harvard Business Review 80 (2): 101–109.
Source: http://en.wikipedia.org/wiki/Main_Page
Technology to support Customer Relationship Management (CRM) 客戶關係管理 initiatives must be integrated as part of an overall customer-centric strategy. Many Customer Relationship Management (CRM) 客戶關係管理 initiatives have failed because implementation was limited to software installation without alignment to a customer-centric strategy.[2]
[1] Bligh, Philip; Douglas Turk (2004). CRM unplugged – releasing Customer Relationship Management (CRM) 客戶關係管理 's strategic value. Hoboken: John Wiley & Sons. ISBN 0-471-48304-4.
[2] Rigby, Darrell K.; Frederick F. Reichheld, Phil Schefter (2002). "Avoid the four perils of Customer Relationship Management (CRM) 客戶關係管理 ". Harvard Business Review 80 (2): 101–109.
Source: http://en.wikipedia.org/wiki/Main_Page
2008年2月29日 星期五
Customer Relationship Management (CRM) 客戶關係管理 Seminar:::
Don't missing any chance... Let's go... Customer Relationship Management (CRM) 客戶關係管理 Seminar
Theme: Customer Relationship Management (CRM) 客戶關係管理 Professional Seminar
Date: June 1, 2008
Time: 3:00-5:00pm
Venue: 1002, 10/F, North Block, Skyway House, 3 Sham Mong Road, Kowloon
Language: Mandarin
Enquiries: 2416 6711 (Ms Ng)
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