完成对客户管理权的研究中英文对照.docx

辽 东 学 院 结 课 论 文（设 计）

完成对客户关系管理权的研究
The research on CRM Done Right

学 生 姓 名： 李琳
学 院： 信息技术学院
专 业： 信息管理与信息系统（电子商务）
班 级： B1103
学 号： 0912110316
指 导 教 师： 贾英群
审 阅 教 师： 贾英群
完 成 日 期： 2013年6月15日

辽 东 学 院
Eastern Liaoning University

独创性说明

作者郑重声明：本结课论文（设计）是我个人在指导教师指导下进行的研究工作及取得研究成果。尽我所知，除了文中特别加以标注和致谢的地方外，结课论文（设计）中不包含其他人已经发表或撰写的研究成果，也不包含为获得辽东学院或其他单位的学位或证书所使用过的材料。与我一同工作的同志对本研究所做的贡献均已在论文中做了明确的说明并表示了谢意。

作者签名：___________ 日期：___________

摘 要
在对目前市面上的客户管理系统（CRM）的广泛调查和研究之后，发现很多市面上的客户管理系统大多都是以产品为中心，忽略了客户管理中最重要的部分—客户关系。随着市场经济的不断发展，客户管理的重要性体现的越发明显。企业要想生存发展，就必须与与之息息相关的客户建立起良好的关系，不断发展新客户，以企业高质量的产品、优质的服务、良好的资信吸引新客户；经常维系与老客户的关系，以规范的客户管理方式、温馨的客户关怀、高效的客户服务来提升老客户的忠诚度。由此，客户管理系统应运而生。

关键词：客户关系管理；客户关系管理系统；数据库；客户管理周期

The research on CRM Done Right

Abstract
The current market in the customer management system management system (CRM) after the extensive investigation and research, found the customer management system of many on the market are mostly centered on products, ignoring the most important part of customer relationship management. With the continuous development of market economy, the importance of customer management becomes more and more obvious. Enterprises want to survive and develop, they must establish a good relationship with the related customers, develop new customers, attract new customers by the high quality of products, quality services, good credit; often maintain the relationship with old customers, with standardized customer management way, the warm customer care,Efficient customer service to upgrade the old customer loyalty. Thus, emerge as the times require customer management system.
Key Words：CRM; CRMS; Database；the Customer Relationship Cycle
目 录
摘 要 I
Abstract II
一、The research on CRM Done Right客户关系管理 1
（一）The origin of customer relationship management客户关系管理的起源 1
（二）Intelligent processing of customer relationship management data客户关系管理的智能处理 2
（三）Further development trend进一步发展的趋势 4
1、The further development of the trend of customer relationship management客户关系管理的进一步发展趋势 4
2、Intelligent data processing further development trend数据的智能处理的进一步发展趋势 5
二、Case analysis案例分析 7
（一）Customer relationship management at worst客户关系管理的劣处 7
1、Kimberly-Clark金佰利公司 7
2、Ingersoll-Rand英格索兰 11
3、The Customer Relationship Cycle客户关系周期 14
（二）If the customer relationship management requires comprehensive data客户关系管理是否需要全面的数据 14
1、Brother International兄弟国际公司 15
2、Routine Aches Versus Strategic Pain Points常规酸痛VS战略痛点 18
3、Calculating the Cost of CRMCRM的成本计算 18
4、What Todd Learned托德学到了什么 22
（三）The development of CRMCRM的发展 26
1、McDonald's Tech Turnaround麦当劳的技术转机 30
三、 图表的格式说明 33
（一）图的格式说明 33
1．图的格式示例 33
2.图的格式表述 36
Conclusion 38
结 论 39
附录A 演示文稿 41
致 谢 43
课程结课论文审阅评分表 44
课程结课论文答辩记录评分表 45

一、The research on CRM Done Right
（一）The origin of customer relationship management
The earliest developing customer relationship management state is the United States of America, early in 1980 will be "contact management called" (Contact Management), all the information that is dedicated to collect customer contact with the company; in 1985, Barbara? Bend? Jackson has proposed the concept of relationship marketing, marketing people on the theoretical study and onto a new level; to 1990 turned including telephone service center to support customer care data analysis (Customer care).
In 1999, Gartner Group Inc, it puts forward the concept of CRM (Customer Relationship Management customer relationship management). Gartner Group Inc in the ERP concept proposed in earlier, stressed the overall management of the supply chain. And the customer as a link in the supply chain, why it was put forward for the concept of a CRM?
One reason is that, due to the limitation of the ERP system function, but also because of the limitations of IT development of technology, the ERP system is not well realize the downstream of Supply Chain Management (client), according to the 3C factors of the diversity of customer, ERP did not give a good solution. On the other hand, to the late 90's, the application of the Internet is becoming more and more popular, CTI, customer information processing (such as data warehouse, business intelligence, knowledge discovery technology) has obtained considerable development. With the development of the new economy and new technology, Gartner Group Inc proposed the concept of CRM. Starting from the late 90's, the CRM market has been an explosive growth in the state.
（二）Intelligent processing of customer relationship management data
Data mining, that is stored in the database from, obtain valid, novel, potentially useful, and ultimately understandable patterns in data warehouse, or other information repositories of large amounts of data in a non-trivial process.
CRM is based on the database, by collecting and processing data, effectively put all coming through the customer information in the database, the same client database sharing between each department of the company, any relevant to the needs of customer data department can easily query to this data. From this we can find, the base of CRM system is in the marketing of the overall function of a complete data, function perfect customer databases play.
How to find valuable data from the customer database in the large, is the key to solve the problem of enterprise customer relationship management. The application of data mining in the customer relationship management, through the extraction of business data, enterprise database marketing data and customer data as modeling samples, using a variety of data mining methods for data processing, the result of data mining analysis and modeling, and continue to optimize the model so as to provide guidance for business decision making and marketing. According to the grasp of customer information, we use the corresponding data mining methods for data analysis, find a link from a lot of, disordered data, rules, valuable data, to develop customer resources from the two levels of depth and breadth, and provide guidance for the enterprise market marketing work, to provide support for the customer relationship management of the enterprise, help enterprise strategic decision.

图1.1
（三）Further development trend
1、The further development of the trend of customer relationship management,
At present, the customer relationship management (CRM) research have some knowledge accumulation. The overall direction of development are likely to focus on the following aspects:
(1) fully developed with Web Technology
(2) the enterprise information integration platform
(3) provides access to the diversification of the pipeline
(4) to change CRM to xRM
(5) the CRM customer relationship management to change

图1.2
2、Intelligent data processing further development trend
At present, the data mining and knowledge discovery (Data Mining & Knowledge Discovery, DMKD) of be just unfolding. The overall direction of development are likely to focus on the following aspects:
(1) The emergence of professional development of language.
(2) the visualization method is more excellent.
(3) cross platform and component of soft machine to further develop and perfect;
(4) the network data mining software development.
(5) to strengthen a variety of unstructured data mining (Data Mining for Audio & Video)
(6) interactive discovery.
(7) the special data mining software will be further developed.
(8) appear powerful spatial data mining (Spatial Data Mining, SDM).
(9) significantly more mainstream technology and mainstream software market.

二、Case analysis
（一）Customer relationship management at worst
It's possible to use CRM systems to manage the entire customer relationship cycle all at once-initial purchase, after sales service, subsequent purchases, recommendations to other customers (for the full range of functions a CRM system can automate, see the exhibit," The Customer Relationship Cycle"). But as the most aggressive early adopters found, that's usually a bad idea. Such an approach ends up creating unused technology capacity, causes unnecessary business disruptions, and ultimately fails the payback test. When companies carefully examine their customer relationship cycles, they usually find some deep-seated, pernicious problems in a few areas that undermine overall performance. It is these pain points that should be the focus of the CRM effort.
1、Kimberly-Clark,
For Kimberly-Clark, one of the world's leading consumer packaged-goods companies, the pain point lay in its vast retailer promotions operation. The manufacturer was running thousands of promotions every year, usually offering a discount on a particular product to a particular retailer, but it was unable to accurately gauge the success of any of them. The firm had aggregate numbers on its trade promotions, but it couldn't break them down by individual customer, product, or shipment. As a result, Kimberly-Clark found itself spending huge quantities of marketing dollars; uncertain which promotions were producing retailer loyalty, shelf space, and sales, and which were going to waste. Company executives therefore reasoned that starting with a modest, customized CRM system to collect and analyze promotion data could substantially improve the effectiveness of its overall customer relationship cycle.
Kimberly-Clark started by building onto an existing software program for account management, called Profit Calculator, which its sales department had developed to track investments in individual promotion efforts. By integrating that with shipment data, the enhanced system could go beyond just providing general information about whether ROI was positive or negative. It could more precisely measure the impact of a particular promotion on sales and profits for both Kimberly-Clark and its retailer customers. Says Bruce Paynter, Kimberly-Clark's vice president for customer development;" Now we can see what the real-time impact on our sales and profits when running promotions. Moreover, we can integrate this information into our sales and planning process with our customer." Renamed Business Planner, the software became the heart of the company's sales and marketing efforts: salespeople used the tool in the field to design promotional packages for specific retailers, while the company's marketing staff used it to plot broader promotion plans.
Rolled out to all of Kimberly-Clark's businesses in 2000, and supported by intensive training programs led by the organization's top executives, Business Planner rapidly proved a success. In its first year, the system was used to manage more than 2,300 promotional events involving all of the company's U.S. consumer product lines. "We applied real time promotional-lift models [models of just how much a given promotion can lift sales I at the market, customer. and category level to did our efforts with customers," Paynter says." Using the knowledge gained through the Business Planner, we have been able to redirect $30 million in marketing spending across all our U.S. consumer businesses to drive incremental sales and profit and further build brand for our customers and Kimberly-Clark."
Equally important, managers say, Business Planner armed customer representatives with consistent data and business rules, which has broadened their perspective. Rather than think purely of managing sales, they think in terms of managing the business. Today, key-account reps can assess likely financial results and engage in scenario planning jointly with retailers.
And their effectiveness in reducing pain in trade promotions has revealed new opportunities. Building on the success of its Business Planner software, Kimberly-Clark is now implementing a more ambitious system designed to reach beyond its retailer customers into a wide array of consumer-advertising and promotional activities. The enhanced suite, coined Brand Builder, helps the company plan and evaluates the success of individual activities-a freestanding coupon inserted into the Sunday papers, for instance - and measure the combined effect of a number of integrated activities.
The Brand Builder suite comprises three related components: It includes a state-to-the-art collaborative tool that lets sales agents, designers, vendors, and retailers plan promotions online. It puts marketing research and information learned about consumers online in real time. And by integrating promotional spending data with scanner and financial information, it provides a powerful analytical tool. In fact, with the new analysis tool, Kimberly-Clark has moved from relieving a pain point for its retailer customers to making a science of marketing. The company now knows, for example, that the payback for some consumer promotion programs is twice as high as for others intended to produce the same results. With that kind of information, the firm can identify which elements of marketing-coupon value or creative impact, for instance – result in higher returns.
2、Ingersoll-Rand
Focusing on pain points can not only be an effective way to build a successful CRM program but can also gets an unsuccessful CRM initiative back on track. That was true for Ingersoll-Rand, the$10 billion diversified manufacturer.
In 2001, Club Car, the Ingersoll-Rand division that makes motorized golf carts, or" golf cars" as the company calls them, was showing signs of trouble, with revenues beginning to drift downward as an economic downturn hit the golf industry. But management lacked the information needed to diagnose the reasons for the slowing sales. Individual reps and order managers used their own idiosyncratic processes for dealing with customers. Sales forecasts were made informally using guesswork and rudimentary spread sheets, and the sales force had little influence over product customization.
Realizing it needed much better information; Ingersoll-Rand rushed to rollout a broad CRM system that was supposed to incorporate everything from lead evaluation to proposal generation and from product configuration to order entry. But the effort proved too much for the organization to digest. Club Car's managers weren't convinced of the ultimate benefits. After spending more than $2 million and completing a first round of user testing, the company discovered that the system wasn't delivering the anticipated productivity gains and reporting capabilities. In fact, the system would dramatically increase the administrative workload of the field sales reps instead of freeing them to spend more time with customers. The unit's president had the foresight to halt the effort and made the organization back up and refines its goals. Club Car's management team took a fresh look at the key processes in its cust