浅析数据挖掘技术在CRM中的应用

客户关系管理(CRM)以客户为中心的思想发展而来的管理理论,在激烈的市场竞争中,推行客户关系管理是企业获得忠诚顾客,增强市场竞争力的重要途径。有效的客户关系管理离不开客户数据分析,而数据挖掘则是进行客户数据分析的基本技术和方法。     

数据挖掘技术在CRM中的应用

CRM(客户关系管理)是一种旨在改善企业与客户之间关系的新型管理机制。数据挖掘技术应用其中,能够加强和改善客户关系管理,从而为企业带来更多的利润。本文着重介绍了CRM中常用的几种数据挖掘技术,并对其在CRM中的应用进行了研究。     

数据挖掘技术在CRM中的应用

客户关系管理(CRM)主要就是能够改善客户和企业关系的一种新型管理制度。在CRM中应用数据挖掘技术,能够有效改善和提高客户管理关系,以便于可以给企业带来更大的效益和利润,本文主要分析了数据挖掘技术在CRM中的应用。     

数据挖掘技术在客户关系管理(CRM)中的应用

数据挖掘(DM)技术是客户关系管理(CRM)中的核心技术。数据挖掘技术应用于CRM中,将帮助企业更好地了解客户行为,加强和改善客户关系管理,为企业带来更多的效益。文章对数据挖掘技术在CRM中的应用内容和方法进行了研究。     

数据挖掘技术在CRM中的应用

CRM(Customer Relationship Management,客户关系管理)是现代企业对客户进行管理、使得客户以及企业做出决策的重要方式。本文介绍了CRM和数据挖掘技术,对数据挖掘技术在CRM中的应用进行了分析。     

客户关系管理与数据挖掘

客户关系管理(Customer Relationship Management,CRM)就是企业利用信息技术,通过对客户的跟踪、管理和服务,从而吸引客户、保留客户、发展客户的一种手段和方法。数据仓库和数据挖掘(Data Mining,DM)使企业获得顾客深层次信息成为了可能。数据挖掘对数据仓库中的数据进行加工和处理,提炼出信息和知识,为企业提供决策的依据。数据挖掘是客户关系管理的基础技术。     

CRM中的数据挖掘技术

客户关系管理(CRM)不仅是一种管理理念,又是一种旨在改善企业与客户之间关系的新型管理机制,也是一种管理软件和技术。数据挖掘能够对将来的趋势和行为进行预测,从而很好地支持人们的决策。成功的CRM在于有效的数据仓库、数据挖掘。     

聚类分析在客户细分中的研究与应用

客户关系管理(CRM)已成为目前企业管理决策的重要组成部分,而数据挖掘、统计学等技术为客户关系管理的实施提供了良好的支持。本文将聚类分析技术应用于客户关系管理中,着重从应用的角度阐述聚类分析在客户细分中的重要作用。研究实例表明聚类分析方法是客户细分的一种有效、实用的方法。     

蚁群算法在客户关系管理中的应用

客户关系管理(CRM),现已逐渐成为企业生存与发展的焦点之一,也正成为计算机科学技术领域的一个活跃研究方向。文章简介绍CRM;针对客户关系管理中的客户分类问题,提出了一种基于蚁群算法和数据挖掘的客户聚类算法,并开发了一个基于蚁群算法的客户聚类软件。最后对实际问题进行验证,验证结果表明方法是可行的。     

电信企业客户关系管理中的数据挖掘技术的应用

近年来,国内电信业经过了一系列的拆分和重组,形成了实力均衡的竞争格局,这使得各企业都充分认识到在其运作过程中采用新技术、新理念的重要性。CRM是一套以改善企业与客户之间关系为目的的工具和软件;数据挖掘是一类深层次的、旨在发现知识和对知识进行有效管理的数据分析方法。本文在介绍了客户关系管理、数据挖掘等概念的基础上,针对电信企业的实际情况,给出了决策树方法在客户关系管理中的应用。     

基于数据挖掘技术的客户关系管理

通过利用数据挖掘技术建立成功的客户关系管理系统。分析基于数据挖掘技术的客户行为和重点客户的发现 ,基于数据挖掘技术的客户关系管理模式 ,建立客户关系管理系统将极大地提升企业的竞争优势 ,提高企业的竞争水平     

Customer relationship management in retailing: A content analysis of retail trade journals

The purpose of this research was to increase knowledge and understanding of how retailers use business intelligence and data mining tools to implement customer relationship management (CRM) in retailing. Specific objectives were to (1) identify organization and infrastructure requirements for CRM effectiveness, (2) identify CRM objectives and goals of retail companies, (3) identify data mining tools utilized by retailers to perform CRM functions, and (4) identify CRM strategies used by retail companies. A keyword search within business databases using CRM and CRM identified publications with CRM content. Content analysis was used on articles (N=149) drawn from Stores, Chain Store Age, Harvard Business Review, and Retail Forward over a 5 year period (2000–2005). Selected articles were stored as text files in QDA Miner, a computerized qualitative analysis tool. Key organization/infrastructure needs emerged focusing on data structure, organizational systems, technology structure, and data accessibility. Retailers goals/objectives and strategies focused on marketing, customer service, understanding customers through data analysis and increasing acquisition and retention through customer loyalty programs. Data mining tools identified supported marketing and customer analysis efforts. Findings provide insight into the challenges retailers face as they implement a more customer-centric business strategy.     

The CRM process in retail and service sector firms in Japan: Loyalty development and financial return

Research on customer relationship management (CRM) in general has focused on the effects of customer satisfaction with CRM, customer retention and profit management, and the effects of CRM technique on performance. Conceptually, however, a sequence of effects of CRM is expected, from CRM implementation to financial performance, but this sequence has not been explored. Whilst several definitions of CRM have been proposed, this article defines CRM as relationship-development programmes based on IT. CRM is regarded as the integration of relationship technology (i.e. data consolidating and data mining) with loyalty schemes. Survey research was conducted in Japan in the retail and service industries to test three hypotheses: (1) a firm's relationship orientation has a positive effect on CRM implementation (data warehousing, data mining, using customer data for decision making); (2) CRM implementation has a positive effect on return on equity; and (3) CRM implementation has an indirect effect on return on equity, mediated by customisation. Using a structural equation model the first hypothesis was supported, but the third hypothesis was only partially supported. In these analyses a direct effect of CRM implementation on return on equity (ROE) was supported; however, a negative impact of customisation on ROE was found.     

Customer Relationship Management in Electronic Markets

Abstract

Customer relationship management, or CRM, has found increased attention in both the academic and managerial worlds of marketing in recent years. While the Internet has greatly enabled the application of CRM in fostering loyal customers, the preliminary results on the effectiveness and efficiency of technology-based CRM has been far from discouraging. The authors identify various contentious issues behind the various key concepts of relationship management and identify several areas that deserve closer academic scrutiny and managerial inspection. The paper also comments on the extent to which Internet technology can bring about closer relationships with a firm's customers.     

Success factors in a CRM strategy: technology is not all

Organisations today need to create, maintain and reinforce relationships with customers. Customer Relationship Management (CRM) seems to have helped firms to better understand their relationships. However, past studies have looked at technology and customer orientations (COs) as key factors. This paper aims to analyse the simultaneous effect of Market Orientation (MO) (rather than CO), Knowledge Management (KM) and other organisational factors in order to explain how to implement a successful CRM. Findings suggest that MO and KM may influence CRM success. Data also suggest that particular organisational factors such as employees, leadership and specific know-how may be key factors in determining the success of CRM. For efficiency resource management, this paper recommends to focus not as much in technology, but on programmes for selection, training and motivation of employees which may enhance CRM objectives. Companies may also pursue a higher customer value by putting in place and reinforcing KM schemes in specific know-hows about CRM.     

Strategic Use of Analytical CRM in a Market with Network Effects and Switching Costs: Terminating Unprofitable Customer Relationships

Analytical customer relationship management (CRM) systems make firms more informed than ever about their customers. This further gives firms the ability to serve customers selectively in a way that ensures retaining profitable customers and eliminating unprofitable ones. However, when firms of products/services with network effects decide to eliminate unprofitable customers, they may face the risk associated with firing them, which is user-based shrinkage. This risk incurred as a result of network effects has been widely neglected in CRM literature. In this study, considering this risk, we investigate when firms can eliminate unprofitable customers in the competitive market with network effects and consumer switching costs, which often co-exist with network effects, using a game-theoretic model of a duopoly. Our results show that it is not desirable for firms to fire unprofitable customers in the presence of strong network effects or sufficiently low consumer-switching costs. Otherwise, firms can fire unprofitable customers and benefit from the ability to eliminate them. An interesting point is that competing firms can be better off when both have the ability to eliminate unprofitable customers in the presence of moderate switching costs and small network effects.     

Using CRM to Model Firm Performance in a Business-to-Business Market

Customer relationship management (CRM) is the widely accepted approach for gathering, examining, understanding and translating information related to customers into managerial action. CRM is investigated in the context of new product performance (NPP). CRM enhances NPP as well as firm performance. This study investigates the impact of CRM on NPP through the moderation of top management support and an innovative culture, as well as the impact of CRM on firm performance through the mediation of NPP. A questionnaire survey is used for data collection from marketing managers of 159 firms in Pakistan in the B-to-B market. Hypotheses were tested using SEM in SMART PLS. This research shows that CRM directly affects firm performance, while NPP partially mediates the relationship of CRM and firm performance. These findings have significant implications for the practitioner. This study delivers insights to managers and academicians about the role of CRM in enhancing NPP and improving firm performance. In general, the study provides new insights into CRM by integrating top management support and an innovative culture. The research extends our understanding that top management support and innovative culture do not moderate the relationship of CRM with new product performance in a B-to-B context.     

物流ERP设计方案研究

物流行业的ERP是一个相对特殊的ERP,本文通过对物流行业的业务分析,提出了物流ERP的解决方案,将CRM、VMI、条形码技术引入了物流ERP,ERP软件的合理运用可以帮助企业提升管理水平,提高工作效率,实现零库存,降低运营成本和控制采购成本。同时运用功能丰富的协同工作技术,帮助企业内部相互配合,共同完成订单。加强与上、下企业的联系,信息交流,扩展企业竞争空间和提高综合能力。     

基于数据挖掘技术的企业客户关系管理(CRM)

由于竞争的全球化、需求的拉动和管理理念的更新,使客户关系管理(CRM)得到产生和发展。面对企业海量的数据,如何从其中发现有价值的知识和规律是企业急需解决的难题。数据挖掘技术为此提供了工具和途径。在了解CRM的概念和框架、数据挖掘的各种技术后,还必须了解数据挖掘在CRM中的应用流程和应用的业务领域。     

How does CRM technology transform into organizational performance? A mediating role of marketing capability

Customer relationship management (CRM) technology has attracted significant attention from researchers and practitioners as a facilitator of organizational performance. Even though companies have made tremendous investments in CRM technology, empirical research offers inconsistent support that CRM technology enhances organizational performance. Given this equivocal effect and the increasing need for the generalization of CRM implementation research outside western context, the authors, using data from Korean companies, address the process concerning how CRM technology translates into business outcomes. The results highlight that marketing capability mediates the association between CRM technology use and performance. Moreover, a customer-centric organizational culture and management system facilitate CRM technology use. This study serves not only to clarify the mechanism between CRM technology use and organizational performance, but also to generalize the CRM results in the Korean context.