有沒有解決方法？對經營者來說，僅分析近一年來的用戶資料可能會得到較貼近於市場的情報。但面對消費者留下真實資料的意願越來越低的情況，其實是無力解決的。
企業藉助各種新科技方法試圖更了解客戶，客戶對企業的不信任感就越高。筆者一年內接獲十三次某銀行電話詢問要不要辦貸款，完全感覺不到銀行對客戶的關心，只感覺到：「你們這一年來業績不好嗎？」
Technorati Profile
Wednesday, March 26, 2008
Tuesday, March 25, 2008
CRM的好處
CRM對市場行銷的策略制定、產品服務的定位及差異化至少會帶來以下三個方面的好處：
1.從大眾市場或廣泛的區隔轉變為窄化的區隔(甚至特定的個人)更加容易。
2.有利於從單一產品為導向的關鍵價值，轉變為以顧客為導向且多面向的關鍵價值
3.憑直覺進行的市場行銷決策轉變為精確的數據庫決策，並能夠持續實驗、學習及改進。
CRM可以利用其客戶數據庫實現銷售的自動化。通過客戶生命週期的管理，實現單個客戶利潤的最大化。例如，IBM通過CRM自動提醒保修期過期的客戶購買優惠的“續保服務”。Dell通過CRM通知其筆記本電腦客戶在兩年到期時更換筆記本電腦的電池。Amazon從客戶數據庫分析出讀者對某一著者的偏好，在該著者又出新書時自動通知他的固定讀者群。對於金額較大的企業和機關採購，從銷售機會到客戶訂單是一個按階段發展的過程，每一個階段的升遷都需要一定的時間、並有損失。CRM銷售自動化系統通過有效導入銷售規範，按階段跟蹤、管理銷售機會，以及工作支援，顯著提高銷售效率與成功率。
Technorati Profile
1.從大眾市場或廣泛的區隔轉變為窄化的區隔(甚至特定的個人)更加容易。
2.有利於從單一產品為導向的關鍵價值，轉變為以顧客為導向且多面向的關鍵價值
3.憑直覺進行的市場行銷決策轉變為精確的數據庫決策，並能夠持續實驗、學習及改進。
CRM可以利用其客戶數據庫實現銷售的自動化。通過客戶生命週期的管理，實現單個客戶利潤的最大化。例如，IBM通過CRM自動提醒保修期過期的客戶購買優惠的“續保服務”。Dell通過CRM通知其筆記本電腦客戶在兩年到期時更換筆記本電腦的電池。Amazon從客戶數據庫分析出讀者對某一著者的偏好，在該著者又出新書時自動通知他的固定讀者群。對於金額較大的企業和機關採購，從銷售機會到客戶訂單是一個按階段發展的過程，每一個階段的升遷都需要一定的時間、並有損失。CRM銷售自動化系統通過有效導入銷售規範，按階段跟蹤、管理銷售機會，以及工作支援，顯著提高銷售效率與成功率。
Technorati Profile
Friday, March 21, 2008
導入CRM常遭遇之五大障礙
1.初期導入成本過高
根據調查大多數公司都認為成本的考量是一大因素
2.初期效益不明顯
CRM的成效必須在一段時間之後方可顯現出來
3.廠商能力不足
CRM廠商所提供的解決方案與企業所需可能不符合
4.缺乏人才及共識
高級主管對CRM的認知不足、同仁間缺乏共識等問題，亦會阻擾企業引進CRM ，再者，系統建置完成之後，公司內部必須有專門的人才來管理與應用該系統，而這樣的人才難尋
5.與原系統間的整合
導入CRM後若無法與原系統或充份利用原有資源，將不但不能達到綜效，反而會造成反效果
Technorati Profile
根據調查大多數公司都認為成本的考量是一大因素
2.初期效益不明顯
CRM的成效必須在一段時間之後方可顯現出來
3.廠商能力不足
CRM廠商所提供的解決方案與企業所需可能不符合
4.缺乏人才及共識
高級主管對CRM的認知不足、同仁間缺乏共識等問題，亦會阻擾企業引進CRM ，再者，系統建置完成之後，公司內部必須有專門的人才來管理與應用該系統，而這樣的人才難尋
5.與原系統間的整合
導入CRM後若無法與原系統或充份利用原有資源，將不但不能達到綜效，反而會造成反效果
Technorati Profile
Tuesday, March 11, 2008
CRM
CRM Is Back With a Vengeance: Is Your Organization Ready for the Next Generation of CRM?
Judging by Gartner CRM inquiries, interest in our fall CRM Summit and readership of this blog, CRM is definitely back on many firms' agendas. However, there is a difference in the focus of CRM today. Not only are more firms recognizing that CRM is a business strategy rather than just another IT project, but many are realizing that there is also a "C" in CRM, or "customer" in customer relationship management. That's why we've chosen the theme of "CRM 2.0: The Next Generation of CRM" for our September CRM Summit in Chicago. It emphasizes the ability of companies to look from the outside in (that is, from the customer's perspective), rather than looking from the inside out (that is, the company's perspective). Balancing both perspectives is critical in this next generation of CRM. The upcoming Summit will look at customer experience management, innovation, customer loyalty, reengineering customer processes and customer analytics as major themes.
We have lots of great content, with keynotes from Fred Reichheld on driving growth through customer loyalty, Don Peppers on customer-driven innovation and Paul Greenberg on business models for the era of the social customer. Jeff Schumacher and Marc Singer from McKinsey have a session on change management and collaboration; Peppers and Rogers will moderate a session on customer loyalty; and Bob Thompson of CRMGuru.com will facilitate a panel on contact center metrics. More than 20 Gartner analysts will have more than 40 sessions across five major tracks: CRM strategy and implementation, sales and marketing, customer service and support, CRM analytics, and CRM technology and architecture.
This year's CRM Summit is the one CRM event you don't want to miss. It has answers to all your questions about the next generation of CRM, whether you are a business or IT leader or CRM project manager. As conference chair for this year's CRM event, I look forward to seeing all of you there
Technorati Profile
Judging by Gartner CRM inquiries, interest in our fall CRM Summit and readership of this blog, CRM is definitely back on many firms' agendas. However, there is a difference in the focus of CRM today. Not only are more firms recognizing that CRM is a business strategy rather than just another IT project, but many are realizing that there is also a "C" in CRM, or "customer" in customer relationship management. That's why we've chosen the theme of "CRM 2.0: The Next Generation of CRM" for our September CRM Summit in Chicago. It emphasizes the ability of companies to look from the outside in (that is, from the customer's perspective), rather than looking from the inside out (that is, the company's perspective). Balancing both perspectives is critical in this next generation of CRM. The upcoming Summit will look at customer experience management, innovation, customer loyalty, reengineering customer processes and customer analytics as major themes.
We have lots of great content, with keynotes from Fred Reichheld on driving growth through customer loyalty, Don Peppers on customer-driven innovation and Paul Greenberg on business models for the era of the social customer. Jeff Schumacher and Marc Singer from McKinsey have a session on change management and collaboration; Peppers and Rogers will moderate a session on customer loyalty; and Bob Thompson of CRMGuru.com will facilitate a panel on contact center metrics. More than 20 Gartner analysts will have more than 40 sessions across five major tracks: CRM strategy and implementation, sales and marketing, customer service and support, CRM analytics, and CRM technology and architecture.
This year's CRM Summit is the one CRM event you don't want to miss. It has answers to all your questions about the next generation of CRM, whether you are a business or IT leader or CRM project manager. As conference chair for this year's CRM event, I look forward to seeing all of you there
Technorati Profile
Monday, February 18, 2008
Customer Relationship Management
(Customer Relationship Management)簡稱CRM，指的是顧客關係管理。內容包顧客開發、顧客銷售、顧客服務、提高顧客滿意度等。在CRM機制中，將銷售、行銷、顧客服務等資料集中在一個資料庫，業務人員將所有資料輸入此共享資料庫中，如此業務人員可以掌握客戶所需資訊，透過顧客客群分析, 找出客戶的可能的消費行為，針對不同客群區隔規劃相關行銷活動, 以有效提昇銷售率。現今部分企業在運用CRM機制上，主要運用範疇為客服中心，而顧客開發方面，則著重在開發顧客需要的產品，並分析顧客需要的時間點為何，應用的軟體包括資料倉儲 (Data Warehouse)等，在顧客取得方面，則是協助企業尋求並開發新顧客來源。
Technorati Profile
Technorati Profile
Thursday, February 7, 2008
CRM
CRM導論
Customer relationship management 顧客關係管理
科技不斷地進步，許多的風潮也隨著出現，從電腦自動化、決策支援應用、流程再造、電子商務、知識管理、顧客關係管理等，而以企業的觀點，要加以推行其中無論那一項，其所花費的有形或無形的成本其實都絕對不低，而我們會有這種疑問，我們所得的效益真會如我們所期望的嗎？在這麼多不斷地推陳出新的風潮中我們要如何因應？
而我們所要討論的主題，Customer relationship management 顧客關係管理，最近的熱門話題之一，什麼是顧客關係管理呢？它會為我們帶來什麼效益呢？
想想，在我們一般生活中所購買的商品，對我們來說，我們對於其生產企業其實不會有什麼深刻的印象，更別提有何深入的關係，頂多對於品牌比較有所印象，這也是品牌行銷為何如此重要的原因。
而另一方面，以企業的角度來看其與顧客的關係，顧客對其來說似乎是由一群模糊的臉所組合而成的，其所在乎的是市場佔有率、獲利率等數字，他們少有要和顧客建立關係的想法，或是有卻也不知如何去做，然而這樣的情況已經要將有所改變，隨著所謂的Customer（顧客）、Change（改變）、Competition（競爭）三C的影響，企業已經需要重新檢視他們與顧客的關係，隨著愈來愈多的選擇，不斷改變的競爭環境，顧客已經漸漸佔有優勢的地位，企業面對著愈來愈高的客戶流失率及愈來愈低的獲利率，他們面對了需要改變的必然抉擇。
Customer relationship management 顧客關係管理
「有一家建築商品製造商，他們進行了一項顧客關係管理的測試，挑選了500家顧客作為他們實行顧客關係管理的對象，還挑選了500家類似的顧客作為控制組。測試的目的是要提高顧客的再買率、購買頻率、平均訂單金額以及從顧客身上所獲得的年度收益，方法是透過電話、信函、傳真和電子郵件來和500家測試公司的員工建立密切的關係，至於控制組則沒有得到這些特別關注。
Customer relationship management 顧客關係管理
該製造商並未提供任何折扣或特殊優惠，他們提供的只有友誼、資訊以及顧客支援。結果，測試組中向該製造商購買產品的公司總數較控制組多了十五家。在為期六個月的測試期間內，測試組的訂單次數也較控制組多了30%，除此之外，測試組的平均訂單金額不但高於控制組，也高於他們本身在先前六個月期間的訂單金額。整體而言，平均訂單金額提高了28%。
Customer relationship management 顧客關係管理
由於訂單次數和平均訂單金額的提升，該製造商的總收益最後提高了81%。結算下來，該製造商在這六個月期間內只花了五萬美元來建立它和500家顧客的關係，結果收益卻增加了將近二千六百萬美元。」
Customer relationship management 顧客關係管理
上述雖然只是一個例子，但我們可由此發現顧客關係管理的效益是很驚人的，顧客關係管理可以幫助企業與顧客建立關係，將原本的利害衝突關係轉化為友善的和諧關係，而這不但會使得客戶流失率降低，且能使企業的獲利增加。
Customer relationship management 顧客關係管理
而企業要從事顧客關係管理，其所花費的成本很高，而就如其他不同的風潮，若企業本身無法真正了解其中精神，同時專致、完善地加以執行，並且不斷地檢討學習的話，那最後的結果將會是失敗，更別提會有什麼效益出現。而顧客關係管理到底是什麼？它的精神是什麼？這些我們將在下次討論。
http://www.bin.idv.tw/main/crm01.htm
Technorati Profile
Customer relationship management 顧客關係管理
科技不斷地進步，許多的風潮也隨著出現，從電腦自動化、決策支援應用、流程再造、電子商務、知識管理、顧客關係管理等，而以企業的觀點，要加以推行其中無論那一項，其所花費的有形或無形的成本其實都絕對不低，而我們會有這種疑問，我們所得的效益真會如我們所期望的嗎？在這麼多不斷地推陳出新的風潮中我們要如何因應？
而我們所要討論的主題，Customer relationship management 顧客關係管理，最近的熱門話題之一，什麼是顧客關係管理呢？它會為我們帶來什麼效益呢？
想想，在我們一般生活中所購買的商品，對我們來說，我們對於其生產企業其實不會有什麼深刻的印象，更別提有何深入的關係，頂多對於品牌比較有所印象，這也是品牌行銷為何如此重要的原因。
而另一方面，以企業的角度來看其與顧客的關係，顧客對其來說似乎是由一群模糊的臉所組合而成的，其所在乎的是市場佔有率、獲利率等數字，他們少有要和顧客建立關係的想法，或是有卻也不知如何去做，然而這樣的情況已經要將有所改變，隨著所謂的Customer（顧客）、Change（改變）、Competition（競爭）三C的影響，企業已經需要重新檢視他們與顧客的關係，隨著愈來愈多的選擇，不斷改變的競爭環境，顧客已經漸漸佔有優勢的地位，企業面對著愈來愈高的客戶流失率及愈來愈低的獲利率，他們面對了需要改變的必然抉擇。
Customer relationship management 顧客關係管理
「有一家建築商品製造商，他們進行了一項顧客關係管理的測試，挑選了500家顧客作為他們實行顧客關係管理的對象，還挑選了500家類似的顧客作為控制組。測試的目的是要提高顧客的再買率、購買頻率、平均訂單金額以及從顧客身上所獲得的年度收益，方法是透過電話、信函、傳真和電子郵件來和500家測試公司的員工建立密切的關係，至於控制組則沒有得到這些特別關注。
Customer relationship management 顧客關係管理
該製造商並未提供任何折扣或特殊優惠，他們提供的只有友誼、資訊以及顧客支援。結果，測試組中向該製造商購買產品的公司總數較控制組多了十五家。在為期六個月的測試期間內，測試組的訂單次數也較控制組多了30%，除此之外，測試組的平均訂單金額不但高於控制組，也高於他們本身在先前六個月期間的訂單金額。整體而言，平均訂單金額提高了28%。
Customer relationship management 顧客關係管理
由於訂單次數和平均訂單金額的提升，該製造商的總收益最後提高了81%。結算下來，該製造商在這六個月期間內只花了五萬美元來建立它和500家顧客的關係，結果收益卻增加了將近二千六百萬美元。」
Customer relationship management 顧客關係管理
上述雖然只是一個例子，但我們可由此發現顧客關係管理的效益是很驚人的，顧客關係管理可以幫助企業與顧客建立關係，將原本的利害衝突關係轉化為友善的和諧關係，而這不但會使得客戶流失率降低，且能使企業的獲利增加。
Customer relationship management 顧客關係管理
而企業要從事顧客關係管理，其所花費的成本很高，而就如其他不同的風潮，若企業本身無法真正了解其中精神，同時專致、完善地加以執行，並且不斷地檢討學習的話，那最後的結果將會是失敗，更別提會有什麼效益出現。而顧客關係管理到底是什麼？它的精神是什麼？這些我們將在下次討論。
http://www.bin.idv.tw/main/crm01.htm
Technorati Profile
Saturday, February 2, 2008
Customer Relationship Management
Customer relationship management
Customer relationship management
(CRM) 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, customer service, training, professional development, performance management, human resource development, and compensation. Technology to support CRM initiatives must be integrated as part of an overall customer-centric strategy. Many CRM initiatives have failed because implementation was limited to software installation without alignment to a customer-centric strategy.[2]
Overview
There are many aspects of CRM which were mistakenly thought to be capable of being implemented in isolation from each other. [3]
From the outside of the organization, a customer experiences the business as one entity operating over extended periods of time. Thus piecemeal CRM implementation can come across to the customer as unsynchronized where employees and web sites and services are acting independently of one another, yet together represent a common entity.
CRM 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 CRM strategy is working in delivering ultimate outcomes of CRM activities: market share, numbers and types of customers, revenue, profitability, intellectual property concerning customers preferences.
Customer and Employee Surveyors and Analysts - Customer Relationships 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.
Technology considerations
The technology requirements of a CRM 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.
Technorati Profile
Customer relationship management
(CRM) 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, customer service, training, professional development, performance management, human resource development, and compensation. Technology to support CRM initiatives must be integrated as part of an overall customer-centric strategy. Many CRM initiatives have failed because implementation was limited to software installation without alignment to a customer-centric strategy.[2]
Overview
There are many aspects of CRM which were mistakenly thought to be capable of being implemented in isolation from each other. [3]
From the outside of the organization, a customer experiences the business as one entity operating over extended periods of time. Thus piecemeal CRM implementation can come across to the customer as unsynchronized where employees and web sites and services are acting independently of one another, yet together represent a common entity.
CRM 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 CRM strategy is working in delivering ultimate outcomes of CRM activities: market share, numbers and types of customers, revenue, profitability, intellectual property concerning customers preferences.
Customer and Employee Surveyors and Analysts - Customer Relationships 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.
Technology considerations
The technology requirements of a CRM 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.
Technorati Profile
Subscribe to:
Posts (Atom)
Posts
