基于价值理论和数据挖掘的客户关系管理研究

本文探讨了客户关系管理研究的现状,并对客户关系管理的核心理念——价值进行辨析,深入分析了数据挖掘技术在CRM中的能动作用,试图在理论研究和实践之间架起一座互通的桥梁,为企业实施客户关系管理提供理论上的支撑和实践上的指导。     

对目前CRM客户关系管理的探析

目前的CEM(Customer Relationship Management，客户关系管理)错误地将客户关系定义为“客户忠诚”，并把顾客满意作为客户关系的决定因素，因而不能有效地管理客户关系。客户关系的实质是客户对企业的产品或服务的偏爱，顾客价值是客户关系的决定因素。     

我国企业客户关系管理现状

在供应链管理、市场营销理论和客户关系管理的基本理论原则的指导下,结合中国机械制造企业的实际情况,提出了面向供应链的客户关系管理在国内代表性机械制造企业的实施方案.为客户关系管理战略及技术在我国机械企业的深入应用作了一些实践性的探索.     

基于知识的客户关系管理研究

本文从客户关系管理的含义入手,分析了客户关系管理的核心思想和作用,并从知识管理的角度阐述了如何实施基于知识的客户关系管理.     

基于知识的客户关系管理研究

本文从客户关系管理的含义入手,分析了客户关系管理的核心思想和作用,并从知识管理的角度阐述了如何实施基于知识的客户关系管理。     

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。     

企业客户关系管理——分类管理

对于企业而言,顾客可以分为交易顾客和关系顾客两类。客户关系管理主要是对关系顾客的管理。企业可以将关系顾客分为:贵宾顾客、主要顾客、普通顾客和小顾客四类。然后针对不同类型的顾客确定客户关系管理的目标,设计不同的客户关怀项目,以获得客户忠诚,在竞争中取胜。     

企业客户关系管理—分类管理

对于企业而言，顾客可以分为交易顾客和关系顾客两类。客户关系管理主要是对关系顾客的管理。企业可以将关系顾客分为：贵宾顾客、主要顾客、普通顾客和小顾客四类。然后针对不同类型的顾客确定客户关系管理的目标，设计不同的客户关怀项目，以获得客户忠诚，在竞争中取胜。     

面向e时代的客户关系管理

客户关系管理思想的产生,充分反映出网络经济环境下顾客已经成为厂商争夺的无形资源,它对于企业业务流程合理优化和重构具有重要的意义。在电子商务时代,谁能掌握顾客资源,赢得客户信任,分析顾客需求,增加顾客价值,谁就能制定科学的企业经营战略和市场营销战略,进而为企业增加价值。本文从论述传统客户关系管理的弊端入手,提出引进e时代客户关系管理思想和实施途径的必要性,阐述了CR M的思想和实施途径。     

面向供应链的企业客户关系管理研究

在供应链管理和客户关系管理的基本理论原则的指导下,提出了面向供应链的客户关系管理的实施方案,为客户关系管理战略及技术在我国的深入应用作了一些实践性的探索。     

Moving from customer lifetime value to customer equity

We study the consequence of moving from Customer Lifetime Value maximization to Customer Equity maximization. Customer equity has traditionally been seen as the discounted sum of the lifetime earnings from all current and future customers and thus it has been largely assumed that maximizing customer lifetime value would lead to maximum customer equity. We show that the transition from CLV to CE is not that straightforward. Although the CLV model is appropriate for managing a single non-replaceable customer, the application of a CLV model to the acquisition and valuation of customers as an ongoing concern for the firm leads to sub-optimal customer relationship management and acquisition strategies. This leads the firm following a CLV maximization approach to have a smaller and less profitable customer base than one that follows a CE maximization strategy.

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Electronic supplementary material  The online version of this article (doi:) contains supplementary material, which is available to authorized users.

Customer equity management as formative second-order construct

Despite intensive discussions about customer equity, little research addresses how to manage customer equity from a firm's perspective. Recent literature proposes various concepts of customer equity management but does not feature an empirical study that identifies and quantifies activities that aim explicitly to maximize customer equity. In the current study, the authors develop a formative measurement instrument for customer equity management as a second-order construct that indicates how intensively firms orient their customer management toward customer value and equity. The study presents a complete process for conceptualizing and operationalizing a formative second-order construct, including a thorough literature review, intensive qualitative research, and a quantitative study with 92 customer equity managers. On the basis of this process, the authors model customer equity management as a function of three formative dimensions - customer equity analysis, customer equity strategy, and customer equity actions - measured by several formative indicators. The resulting formative operationalization satisfies the criteria for evaluating formative indexes.     

Dimensions and Implementation Drivers of Customer Equity Management (CEM)—Conceptual Framework,Qualitative Evidence and Preliminary Results of a Quantitative Study

SUMMARY

Customer equity has become a major marketing goal in many industries. In the existing literature on customer equity, there is a strong emphasis on measuring customer equity (or customer lifetime value), while there is a lack of research on how to manage customer equity and how to implement a systematic Customer Equity Management (CEM). In this paper, based on theoretical considerations as well as on qualitative and quantitative research applying confirmatory factor analysis, we identify three dimensions of Customer Equity Management structuring a firm's CEM activities: analytical CEM, strategic CEM and operational CEM. Further, three types of CEM implementation drivers are identified which represent determinants of the three CEM dimensions. We develop measures for both the three CEM dimensions and the three implementation drivers. These measures help companies evaluating their status regarding CEM and represent the basis for empirical studies regarding the determination and effects of CEM.     

An empirical study of dynamic customer relationship management

We apply the Gönül and Shi (1998) approach to the analysis of the optimal messaging and pricing policy mix by studying the past transaction patterns between a local supermarket and its consumers. We develop a dynamic customer relationship management model and investigate the relationship between customer utility and purchasing frequency by modifying the return function of the model discussed in Gönül and Shi (1998). In particular, we extend the analysis to consider a messaging and pricing policy mix, and we use a genetic algorithm in our empirical estimation. When applied to some non-seasonal products in a local supermarket, we find that our model is suitable and far superior to the one-stage model commonly used. Our dynamic model gives the optimal marketing mix strategies in different customer states and the results show that the firm could enjoy a 22% increase in profit.     

Customer Divestment

SUMMARY

Customer lifetime value (CLV) models are designed to identify high-value customers to be retained. By implication, the remaining customers must be divested. This aspect of CLV management, customer divestment, has not been addressed in research. In this paper we describe the process of customer divestment, report a framework enabling firms to implement customer divestment (Mittal, Sarkees, and Murshed, 2006), and identify key issues associated with the customer divestment process. In doing so, we formulate some key research questions and an agenda for future research.     

Choosing the Right Metrics to Maximize Profitability and Shareholder Value

There is an ever-present need for managers to justify marketing expenditures to the firm. This can only be done when we can establish a direct link between marketing metrics and future customer value and firm performance. In this article, we assess the marketing literature with regard to marketing metrics. Subsequently, we develop a framework that identifies key metrics that firms should focus on that can give a firm a better picture of how they got to where they are now and insights towards how they can continue to grow into the future. We then identify several organizational challenges that need to be addressed in order for firms to build the capabilities of collecting the right data, measuring the right metrics, and linking those metrics to customer value and firm performance. Finally, we offer guidelines for future research with regard to marketing metrics to help firms establish successful marketing strategies, measure marketing effectiveness, and justify marketing expenditures to top management.     

Estimating cellphone providers' customer equity

This paper provides insights about how customer equity estimates can help businesses monitor the competition as well as aid managers in making their marketing investment decisions, and how companies can employ their marketing investments to maximize current and future yield/returns. The article concerns itself with the current offer of cellphone providers and their main products. The research includes survey data through interviews with 302 cellphone users of Sao Paulo, Brazil. The study uses this data combined with a number of economic assumptions and a financial marketing model to create an insight in customer equity values of cellphone providers in the region. The scenario dated October 2005 is that the estimated customer equity of the service provider Vivo is, respectively, 93 and 91% larger than those of competing providers Claro and TIM. The research underlines that on average the customer equity flowing from the post-paid segment is 3.5 times larger than that of the pre-paid. In addition to these results the study provides the customer lifetime value (CLV) estimates for Claro's, TIM's and Vivo's pre- and post-paid customers and analyzes the retention and loss figures of CLV. Also a discussion follows of the implications that these values will likely have for the companies' marketing strategy.     

Customer Valuation as a Driver of Relationship Dissolution Sabrina Helm Heinrich-Heine-Universitaet,Germany

Abstract

As all customers are not created equal (Hallberg & Ogilvy, 1995), the different contributions of customers to a supplier's goals have to be evaluated to grant efficient relationship marketing. Furthermore, a handling system has to be developed for unprofitable customer relationships. This is a hitherto neglected field, as marketing researchers and practitioners are generally rather interested in attaining and keeping customers, not in the ending of relationships. The article aims at integrating the concepts of customer equity and profitability with approaches of relationship dissolution, which have recently emerged in the literature. Different aspects of calculating the value of customer relationships and value-based criteria that focus on monetary and non-monetary components of a customer's value are discussed. In an exploratory study undertaken in the German mechanical engineering industry, the relevance of customer valuation to dissolution decisions is analyzed.