CRM及其在银行资金营销中的运用

客户关系管理即CRM(Customer Relationship Management)是一种旨在改善企业与客户之间关系的新型管理机制,它实施于企业的市场营销、服务和技术支持等与客户有关的领域.CRM的指导思想就是及时了解客户的需求,并对其进行系统化分析和跟踪研究,由此开展"一对一"的个性化服务,提高客户的忠诚度与满意度,从客户利益和企业利润两方面实现客户关系价值的最大化.     

客户关系管理：新世纪银行业的必然选择

作为一种旨在改善企业与客户之间关系的新型管理机制和一整套管理软件系统,客户关系管理(CRM)在国外银行、保险、电信等领域的应用正迅速发展。本文在介绍客户关系管理理论内容的基础上,着重分析了我国银行业实施客户关系管理的必要性和可能性,以及实施的问题和策略     

金融服务业的CRM

CRM 是 Customer Relationship Management 的缩写,意思是客户关系管理。CRM 是正在兴起的一种旨在改善企业与客户之间关系的新型管理机制,它实施于企业的市场营销、服务与技术支持等与客户有关的领域。CRM 的目标是一方面通过提供更快速和周到的优质服务吸引和保持更多的客户,另一方面通过对业务流程的全面管理减低企业的成本。CRM 是通过 CRM 软件及配套系统来部署和实施     

数据仓库和数据挖掘在银行CRM中的应用

客户关系管理(CRM)不仅是一种管理理念,也是一种旨在改善企业与客户之间关系的新型管理机制,一种管理软件和技术.数据挖掘可对未来的趋势和行为进行预测,从而支持人们的决策.本文通过对客户关系管理概念、特征及技术实施的解说,以及对数据仓库与数据挖掘的阐述,具体介绍了数据仓库和数据挖掘在银行CRM中的应用,最后给出了数据挖掘技术在银行得到应用的建议.     

商业银行CRM的需求分析和系统实现

CRM(CustomerRelationshipManagement,客户关系管理)的定义可谓众说纷纭,究其实质,CRM是一种以客户为中心的管理理念。CRM以信息技术为手段,不断地管理和改善市场、销售、客户服务等与客户关系有关的业务流程,并提高各个环节的自动化程度,使企业内部和客户之间达到信息共享,从而提高客户的满意度和忠诚度。一、商业银行CRM的基本理念商业银行CRM是运用现代信息技术和市场营销理论,对银行和客户关系进行重新界定的一种理论,也是银行与客户全面接触的统一技术平台和智能服务系统。1.商业银行CRM的核心商业银行CRM的核心是以客户为中…     

浅谈新形势下中小会计师事务所的客户关系管理

一、研究背景客户关系管理(Customer Relationship Management,简称CRM)起源于西方,最早是在美国发展起来的。1980年初有人提出了反映收集客户与公司之间联系的相关信息的"接触管理"(Contact Management)理论。1985年,美国巴巴拉·本德·杰克逊进一步提出了关系营销的概念。到1990年上述理论和概念演变成了客户关怀(Customer care)。随后,Gartner GroupInc公司于1999年提出了CRM概念。对以盈利为目的的公司而言,拥有相当规模的忠诚客户群是企业生存和发展的根本保证,是企业实现公司价值最大化的必然依托,企业对客户关系管理的重视即源自于此。企业形成的重视客户关系管理的观念将客户作为企业最重要的一项资产,     

CRM带给我们什么?——透视美国第一银行的客户关系管理

作为一种旨在改善企业与客户之间关系的新型管理机制和一整套管理软件系统,客户关系管理(Customer Relationship Management,CRM)在国外银行、保险、电信等领域的应用正在迅速发展。与此同时,国内银行业面临着“入世”后来自国外商业银行激烈竞争的压力,也开始越来越多地认识到客户资源的宝贵和实施CRM的重要性。但国内银行业在对实施CRM的成本有所顾虑的同时,对CRM究竟能给银行带来什么还缺乏一个清楚的认识。在此,本文将对美国第一银行的客户关系管理的理念和     

论我国商业银行的客户关系管理

客户是企业最重要的一项资产，是现代市场竞争的焦点。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，其核心思想就是与企业每一位客户建立学习型关系，提高客户的忠诚度。客户关系管理包括顾客分析，企业对顾客的承诺、客户信息交流，以良好的关系留住客户，客户反馈管理等主要内容。加强客户关系管理有助于商业银行更好地吸引和留住客户，增加营业额和精简成本，提高盈利能力。识别客户，对客户进行差异分析，与客     

与电子商务有关的二十四个概念

客户关系管理(CRM):客户关系管理包括一套业务流程和支持系统,它支持企业策略表建立与特定客户长期的有利关系。CRM的主要目标是通过吸引新的客户、保持老客     

CRM系统及其在我国银行业的应用分析

一、CRM系统介绍 CRM系统是一个管理企业与客户之间关系的系统,是企业实现可持续发展,实现经济效益最大化的系统.客户关系管理(Customer Relationship Management)系统源于"以客户为中心,以市场为导向"的新型商业模式,它通过向企业的管理、销售、市场和服务等部门提供全面、个性化的客户资料,强化跟踪服务、信息分析能力,使他们能够协同建立和维护一系列与客户以及边际客户之间的"协同关系",从而使企业能为客户提供更快捷和周到的优质服务,提高客户满意度,吸收和保持更多的优质客户.     

Avoid the four perils of CRM

Customer relationship management is one of the hottest management tools today. But more than half of all CRM initiatives fail to produce the anticipated results. Why? And what can companies do to reverse that negative trend? The authors--three senior Bain consultants--have spent the past ten years analyzing customer-loyalty initiatives, both successful and unsuccessful, at more than 200 companies in a wide range of industries. They've found that CRM backfires in part because executives don't understand what they are implementing, let alone how much it will cost or how long it will take. The authors' research unveiled four common pitfalls that managers stumble into when trying to implement CRM. Each pitfall is a consequence of a single flawed assumption--that CRM is software that will automatically manage customer relationships. It isn't. Rather, CRM is the creation of customer strategies and processes to build customer loyalty, which are then supported by the technology. This article looks at best practices in CRM at several companies, including the New York Times Company, Square D, GE Capital, Grand Expeditions, and BMC Software. It provides an intellectual framework for any company that wants to start a CRM program or turn around a failing one.     

An exploration of call centre agents' CRM software use,customer orientation and job performance in the customer relationship maintenance phase

Exploratory research techniques are used to examine the relationships between call centre agents' customer relationship management (CRM) software use, agents' customer orientation, and agents' job performance in the maintenance phase of customer relationships. Maintenance activities, which focus on customer retention and cross- and up-selling, are important to study because prior research suggests they have the strongest effect on company performance. In the financial services industry, CRM software applications supporting retention and cross-/up-selling activities benefit firms by raising revenues and reducing costs. The context for this exploratory research is that of in-bound customer service and sales call centres at three different financial institutions. Based on the analysis of data from key informants across these different contexts, this research suggests that CRM software use is a separate antecedent of call centre agent job performance and has a minimal relationship with customer orientation. Given the suggestive nature of exploratory research results, further research is warranted.     

The role of attitudinal loyalty in the development of customer relationship management strategy within service firms

To facilitate the management of customer relationships, software manufacturers have developed customer relationship management (CRM) systems. These are enterprise-wide applications that can provide a single view of any customer's interactions with the company by tracking communications from both sides, recording purchases and thus developing an understanding of each customer's preferences. The need to generate behavioural loyalty has been identified as one of the major drivers for implementing CRM systems. There is relatively little research on attitudinal loyalty and CRM, however, with the bulk of the research conducted so far being focused on behavioural loyalty. The emphasis on behavioural loyalty has led to CRM being used to develop behavioural loyalty strategies. Generally speaking these strategies involve creating loyalty programmes, where incentives are offered to generate repeat purchase, or to sell more of the organisation's products and services to existing customers. The purpose of this research is to investigate the objectives and strategies of CRM in the finance industry and to compare these with the CRM objectives and strategies found in other service industries. The authors investigate to what degree the development of attitudinal loyalty is a factor in the creation of CRM strategy. This study is a qualitative study made up of 25 one-hour interviews with marketing and CRM managers. These 25 interviews consist of 11 interviews from the finance industry and 14 interviews from other industries as comparators. The results will be presented and contributions, limitations and suggestions for further research discussed.     

The customer knowledge journey

Customer relationship management (CRM) is the hot topic for many organisations at the moment. this could produce significant returns on investment and deliver the objective of a one-to-one relationship with customers, but it also puts a greater onus on companies to actually deliver their ‘brand promise’. For CRM to be sustainable it has to embed the learning from its relationships with customers within a clearly defined customer strategy and deliver tactics that fulfil that common goal of true CRM.     

CRM done right

Disappointed by the high costs and elusive benefits, early adopters of customer relationship management systems came, in the post dot-com era, to view the technology as just another overhyped IT investment whose initial promise would never be fulfilled. But this year, something unexpected is happening. System sales are rising, and executives are reporting satisfaction with their CRM investments. What's changed? A wide range of companies are successfully taking a pragmatic, disciplined approach to CRM. Rather than use it to transform entire businesses, they've directed their investments toward solving clearly defined problems within their customer relationship cycle. The authors have distilled the experiences of these CRM leaders into four questions that all companies should ask themselves as they launch their own CRM initiatives: Is the problem strategic? Is the system focused on the pain point? Do we need perfect data? What's the right way to expand an initial implementation? The questions reflect a new realism about when and how to deploy CRM to best advantage. Understanding that highly accurate and timely data are not required everywhere in their businesses, CRM leaders have tailored their real-time initiatives to those customer relationships that can be significantly enhanced by "perfect" information. Once they've succeeded with their first targeted CRM project, they can use it as a springboard for solving additional problems. CRM, in other words, is coming to resemble any other valuable management tool, and the keys to successful implementation are also becoming familiar: strong executive and business-unit leadership, careful strategic planning, clear performance measures, and a coordinated program that combines organizational and process changes with the application of new technology.     

Can superior CRM capabilities improve performance in banking

The market enthusiasm generated around investment in customer relationship management (CRM) technology is in stark contrast to the nay-saying by many academic and business commentators. This raises an important research question concerning the extent to which banks should continue to invest in CRM technology. Drawing on field interviews and a survey of senior bank executives the results reveal that a superior CRM capability can deliver improved performance. The paper then demonstrates that in order to be most successful, CRM programs require a combination of technical, human and business capabilities.     

Customer account relationships and e-retail banking usage<Superscript>1</Superscript>

Financial institutions are actively developing new electronic banking products for their retail customers. To date, the market leaders have drawn a disproportionably higher share of e-retail banking customers. In response, smaller institutions have become quite active in exploring ways to participate profitably in online banking. A major influence is from a customer relationship management (CRM) perspective, where institutions try to limit the outflow of current customers and direct high-value customers to potential products from a multi-product service offering array. These efforts can succeed only if retail bank marketers focus the promotion of the new products and services that can utilise this channel toward those customers who are most likely to find them attractive. The first aim of this study was to examine the role that online and electronic banking play in defining the customer's primary financial relationship. The analysis of 701 retail customers of a financial institution presented in this study suggests that banks and other institutions are highly vulnerable to loss of customers to rivals with extensive online services. A second aim was to examine to what extent information on banking relationships is able to extend CRM analysis beyond that offered by typical demographic and income data. Current customer account relationships are found to be highly predictive of use of electronic services use in general. And, interest in the use of specific online services is related to differing customer relationships in addition to ordinary demographic and balance information. These findings can be useful for retail banking in identifying potential high-value users from a customer relationship management perspective.     

Banks,customer relationship management and barriers to the segment of one

Technological advances are changing the nature of marketing channels and altering how consumers shop. The same changes are improving marketers' ability to capture and manipulate data, leading to an enhanced understanding of customers. Financial institutions are using these technological capabilities to target the individual needs of customers. As the benefits of customer relationship management (CRM) are brought to the fore, this focus on the ‘segment of one’ has become a feature of the service offered by some banks and financial services institutions. This paper reviews case study evidence of progress towards the segment of one and identifies the barriers that are impeding progress.     

基于服务利润链的中小企业客户关系管理模型构建

该文根据服务利润链理论原理、中小企业实施CRM的需求,拟建立基于服务利润链的客户关系管理模型.该模型通过逻辑判断,不断地修改决策方案,使员工满意、忠诚,以致提升外部服务价值,提高顾客满意和忠诚度,最终使企业获利能力增强.