知识管理在客户关系管理中的应用研究

知识管理和客户关系管理的重要性已经广泛被企业所接受,将知识管理与客户关系管理相整合进行研究已经成为理论界讨论的热点问题.通过建立客户知识、客户知识管理以及客户知识管理绩效三方面相互联系的模型,特别是客户知识管理绩效的两套指标,体现了知识管理在客户关系管理中的应用效果,得出客户知识和客户知识管理能有效地对企业可衡量指标和企业软环境指标进行改善.并且体现了该指标对于提高企业的经营业绩有着重要的作用.     

基于客户关系管理的知识管理研究

客户关系管理是关系营销全面实施的核心环节和驱动力量,其实施离不开知识管理的支持,搞好客户关系管理中的知识分类,建立客户知识的挖掘系统和客户知识管理体系,以此支持客户关系管理系统在企业的实际应用从而扩大客户核心知识的利用率。     

客户知识管理问题研究

随着知识经济时代的来临,知识管理的重要作用也日益突出,企业客户关系管理已经离不开客户知识管理的支持。首先,明确了企业客户知识管理中的核心问题。接着,对客户关系管理能力进行了探讨,并建立了一个基于客户关系管理能力的客户知识管理封闭实施循环框架。     

客户知识管理问题研究

随着知识经济时代的来临,知识管理的重要作用也日益突出,企业客户关系管理已经离不开客户知识管理的支持。首先,明确了企业客户知识管理中的核心问题。接着,对客户关系管理能力进行了探讨,并建立了一个基于客户关系管理能力的客户知识管理封闭实施循环框架。     

解读客户关系管理

随着客户经济时代的到来，企业间的竞争在不断的加剧，企业也都在努力的寻找客户，企图建立客户关系，企业与客户之间的关系也在逐渐增强，客户关系管理就成为了企业研究的热点，也成为企业的核心竞争力。针对客户关系管理对企业的重要性认识，对客户关系管理的相关概念的界定进行梳理，并对客户关系管理的意义和研究内容进行解读和探讨。     

如何实施有效的客户关系管理

客户关系管理是目前营销领域的一个新的发展阶段,有效的客户关系管理能够提高企业的经营效率和盈利水平,是现代企业经营的一项重要的内容。实施有效的客户关系管理应注重客户关系,给客户以完美的体验,树立以客户为中心的观点,做到客户满意,保持与客户良好的接触,加强企业管理流程再造与资源整合。     

被企业营销管理遗忘的角落：恢复客户关系管理

在买方市场的条件下,争取新客户的成本不断增加,客户更换供应商的俗望增强,客户忠诚度下降。因此,企业在注重预期客户管理和保持现有客户管理的基础上,有必要加强对流失客户的管理。恢复客户关系管理的目标是充分挖掘客户的潜力,尽可能地降低客户流失经企业带来的不良影响,与流失客户重新建立正常的业务关系。恢复客户关系管理的过程包括分析、行动和评估考核三个阶段。客户价值分析、客户流失原因分析和流失客户细分是恢复客户关系管理措施的基础,评估考核是恢复客户关系管理获得成功的重要保证。     

基于客户价值的客户关系管理研究

如何发现和识别对企业最具价值的客户,并探讨和实施针对性的管理,从而高效地利用企业有限的资源去创造最大的企业利润和股东价值,这一切推动了客户关系管理的诞生。客户关系管理的目的是加强企业与其经营的客户之间的紧密联系,建立双赢的关系,并获得双赢的结果,而不是千方百计地从客户身上谋取自身利益。本文首先阐述了客户关系管理的概念,深入分析了客户价值的概念、理论模型与评价模型,并以公司为研究对象,根据客户关系管理的需要,将客户价值评价方法应用到客户关系管理,对客户的贡献作用和交易行为等方面特点做详细分析。     

知识管理对客户关系管理的重要意义

知识管理的作用在于通过创建、整合、传播和应用知识来增强企业运作效率和提高企业创造价值的能力。然而,实践中普遍缺乏将传统的客户关系管理与知识管理相结合的企业运作框架。因此,一个完善的CRM应是建立在基于知识管理的,使企业能够评估重要客户标准如客户满意、客户利润、客户忠诚等来支持企业决策。     

物流企业如何加强客户关系管理

客户关系管理是企业成功和提高企业竞争力的重要因素,本文讨论了物流企业实施客户关系管理的必要性,分析了我国物流企业客户关系管理的现状,对物流企业导入客户关系管理提出了自己的建议:要注重客户资料的收集与分析,要为客户提供个性化服务,要和客户建立多种沟通渠道,建立企业和客户的信息交流平台,客户关系管理的实现有赖于企业员工的艰苦不懈的努力。     

Making customer relationship decisions: Analytics v rules of thumb

This article explores how customer management decisions are made in the leading Nordic retail banks and whether these decisions are driven by mainstream analytical approaches to customer lifetime value available through the banks' CRM systems, or by rule of thumb heuristics. The results indicate that the use of managerial heuristics is surprisingly widespread and, counter-intuitively, that rule of thumb heuristic-based decision making frequently outweighs measures such as customer lifetime value with regard to customer management decisions. The implications are considerable because if successful banks are making widespread use of heuristics, managers and academics would benefit from understanding the conditions under which heuristic decision making can be more successful than an analytic approach. This understanding, in turn, may highlight a limitation of CRM systems and point to a more flexible approach to customer management decisions in which experience-based managerial heuristics modify data from formal CRM systems.     

信息技术在知识型客户关系管理中的应用研究

随着商业环境变得越来越知识密集型,知识管理在客户关系管理中的作用变得更为重要,将知识管理应用于CRM,使之具有知识性、分析性的特点,增强了企业对客户的识别、交流以及保持,同时信息技术的发展也为KCRM的应用提供了技术上的保障和支持。因此探讨如何有效地将信息技术应用于KCRM,充分发挥KCRM对客户关系的管理,就显得十分有意义。     

CRM in Data-Rich Multichannel Retailing Environments: A Review and Future Research Directions

Many retailers have collected large amounts of customer data using, for example, loyalty programs. We provide an overview of the extant literature on customer relationship management (CRM), with a specific focus on retailing. We discuss how retailers can gather customer data and how they can analyze these data to gain useful customer insights. We provide an overview of the methods predicting customer responses and behavior over time. We also discuss the existing knowledge on the application of marketing actions in a CRM context, while providing an in-depth discussion on CRM and firm value. We outline future research directions based on the literature review and retail practice insights.     

The innovativeness of Born-Globals and customer orientation: Learning from Indian Born-Globals

Born-Global firms, a newly emerging organizational form targeting international markets as a primary source of business from their inception, have innovativeness, requiring an intimate knowledge of their customer, as a primary feature. This study explores how a Born-Global's customer orientation leads to innovativeness through technological capability for customer relationship management (CRM) and external customer information management. Our empirical results, based on responses from 154 Indian managers, indicate that a Born-Global's customer orientation is an effective enabler of its innovativeness, whose effects are mediated by technological capability for CRM and external customer information management. Although significantly affected by customer orientation, the results further indicate that relationship quality with the buyer does not influence a Born-Global's innovativeness. When CRM technology and managing customer information obtained from external sources are employed, customer orientation significantly helps maintain the innovativeness of Born-Globals according to the results.     

运用CRM提升客户忠诚度的途径探讨

提升客户忠诚度是当前营销领域的一个热点和难点,良好客户服务是提升客户忠诚度的最佳方法。为营造以客户为中心的业务流程、建设客户数据库、完善客户服务、开展客户分析和个性化服务,在CRM支持下提高客户忠诚度的途径,运用CRM中的分析型功能收集、整合和分析客户数据以提高客户忠诚度。     

Brave New World? On AI and the Management of Customer Relationships

In light of the emerging discourse on AI systems' effect on society, whose perception swings widely between utopian and dystopian, we conduct herein a critical analysis of how artificial intelligence (AI) affects the essential nature of customer relationship management (CRM). To do so, we survey the AI capabilities that will transform CRM into AI-CRM and examine how the transformation will influence customer acquisition, development, and retention. We highlight in particular how AI-CRM's improving ability to predict customer lifetime value will generate an inexorable rise in implementing adapted treatment of customers, leading to greater customer prioritization and service discrimination in markets. We further consider the consequences for firms and the challenges to regulators.     

Social media technology usage and customer relationship performance: A capabilities-based examination of social CRM

This study examines how social media technology usage and customer-centric management systems contribute to a firm-level capability of social customer relationship management (CRM). Drawing from the literature in marketing, information systems, and strategic management, the first contribution of this study is the conceptualization and measurement of social CRM capability. The second key contribution is the examination of how social CRM capability is influenced by both customer-centric management systems and social media technologies. These two resources are found to have an interactive effect on the formation of a firm-level capability that is shown to positively relate to customer relationship performance. The study analyzes data from 308 organizations using a structural equation modeling approach.     

The impact of technological and organizational implementation of CRM on customer acquisition, maintenance, and retention

In recent years, customer relationship management (CRM) has been a topic of the utmost importance for scholars and managers. Despite the evidence provided by numerous empirical studies, many companies that have implemented CRM systems report unsatisfactory levels of improvement. This study analyzes what influence companies can expect CRM implementation to have on performance and how they can leverage its impact. The authors propose a conceptual model that investigates the link between technological and organizational implementations, as well as the implementations' interactions with management and employee support and CRM process-related performance. By measuring CRM performance in terms of the initiation, maintenance, and retention of customer relationships, the study provides a detailed picture of what CRM implementations are capable of achieving. The results of the empirical study, conducted across four industries and ten European countries, indicate that CRM implementation does not impact performance equally for different aspects of the CRM process, and that it has an impact only if adequately supported by the appropriate company stakeholders.     

Examining the Impact of Customer Relationship Management on Deconstructed Measures of Firm Performance

The aggregate measures frequently used to evaluate customer relationship management (CRM) performance may mask the true impact of CRM activities and make it difficult to tease out which activities might be helping (or hurting) the relationship capabilities of the firm. We posit that examining the impact of CRM on individual firm performance indicators provides better diagnostic value for managers. To test our hypothesis, we examine the impact of 6 CRM activities on 4 dimensions of firm performance and compare the results with the impact of the same activities on a composite score of the 4 dimensions. As expected, the pattern of regression coefficients is different between the equation with composite performance as the dependent variable and each of the remaining 4 equations. Managerially speaking, our results provide direction for marketing and customer managers in decision making related to prioritizing CRM activities. Theoretically speaking, they imply that researchers should consider examining the impact of CRM on individual performance dimensions as well.     

客户关系管理的SCOPE模型

大力发展客户关系管理,增强竞争力,提高企业利润,是企业的一个必然选择。根据客户、供应商、企业主或投资商、员工、第三方合作伙伴这五个客户关系管理的主要方面,提出了客户关系管理的S.C.O.P.E模型。企业应以客户为核心,关注战略性重要客户,提高客户满意度,进行客户组合分析并采取相应的策略,同时只有与供应商、企业主/投资商、员工、伙伴这四个方面相互协作、相互发展,才能为客户创造、提供价值,实现客户关系管理的成功。