中小型企业实施CRM应用分析

目前,CRM在我国市场蓬勃发展,本文对通过对某小型咨询公司CRM实施方案模型说明以需求为主导的CRM模式符合我国中小型企业的需要.     

我国企业实施CRM的误区探究

我国企业实施CRM存在认识上、方法上和手段上的误区。只有深入探究CRM的实施误区．努力为信息技术应用于企业管理寻找创新点和突破点，才能促进CRM的深入开展。     

客户关系管理(CRM)--企业制胜的法宝

客户关系管理（CRM）同企业资源管理，供应链管理一样，是提高现代企业竞争力的重要手段。在介绍CRM的基础上，讨论了CRM的兴起对现代企业发展的重要作用，并对如何实施CRM战略提出了建议。     

在CRM中应用DW、DM技术进行商业分析和决策

本文简要介绍了CRM的概念及CRM的实现模型，论述了CRM与数据仓库及数据挖掘的关系及数据挖掘在CRM中的具体实现方法。     

用于客户分类的K-means算法

从数据挖掘方法中常用的聚类算法的基本原理，将聚类算法中的K—means算法用于客户关系管理系统中，实现客户分类．并且对K—means算法进行了改进，根据客户信用特征对客户进行预分类，提高了算法的效率．     

我国中小企业实施CRM面临的关键问题

本文针对当前我国中小企业的现状，从实施CRM入手，重点分析了CRM系统在中小企业网络市场中的作用，为我国中小企业在实施CRM过程中所面临的关键问题提出了一些解决思路。     

酒店"个性化服务-客户关系管理-客户忠诚"平台研究

在酒店中,个性化服务与酒店客户忠诚的结合可以帮助酒店提高自身的核心竞争力,而酒店客户关系管理(CRM)则可以帮助有效地实现二者的整合.本文在阐述了CRM的概念、内涵的基础上,重点分析了CRM与酒店客户忠诚以及个性化服务之间的契合点及相关问题,并提出了酒店业建立“个性化服务-客户关系管理-客户忠诚“平台的策略.     

数据仓库在电信业中的应用研究

在电信企业CRMS建设的背景下,介绍了国内外CRM的现状和趋势以及数据仓库技术和数据挖掘技术,重点阐述了电信运营数据仓库的建模和实施、ETL模块设计和联机分析处理的实现. 通过实践证明该方法是行之有效的.     

聚类的客户价值分析的应用及实证研究——以零售业物流库存管理为例

本文通过介绍传统CRM模型的基础上,分析其存在的不足,并在此基础上,引入数据挖掘-聚类的客户价值分析方法及策略,以期改进传统CRM。最后,本文通过实例验证了改进的效果。     

Factors affecting customer relationship management practices in Thai academic libraries

This study investigates and analyzes the factors affecting customer relationship management (CRM) practices in Thai academic libraries. The research conceptual framework focuses on factors affecting CRM practices was developed using Combe (2004)’s study on assessing CRM strategies. Mixed methods, qualitative, and quantitative approaches were used as a research methodology. Data was collected by using the interview and survey techniques with the administrators, staff and customers of six selected academic libraries in Thailand. Analysis of the data was done by using Pearson’s correlation coefficient, factor analysis, and multiple regression analysis. The results of the study show that factors that have statistically significant impact on CRM practices in Thai academic libraries at 0.05 level were: (1) the knowledge and understanding of CRM of library staff and leadership of library administrators (Beta = 0.762), (2) organizational culture and communication (Beta = 0.323), (3) customer management processes (Beta = 0.318), (4) technology for supporting customer management (Beta = 0.208), and (5) channels for library services and communications (Beta = 0.150). The knowledge and understanding of CRM of library staff and leadership of library administrators which include the perception and awareness of service quality focusing on customer relationship is a key to library success. Important factors also include the acceptance and support of the use of CRM in the library, the clear vision and mission about using CRM in the library strategic plan, the knowledge and understanding of library staff on CRM processes, customer characteristics, and behaviors. The organizational culture and communication factors involve the creation of the CRM cultures of working in the library, good teamwork, cooperative and clear working agreements, clear roles and responsibilities, good communication between library staff, cross library functional integration, and performance evaluation and development. The customer management processes factor includes recording and registration of customer profiles, customer analysis and classification, services to individual customers, services to expected customers, and continual customer interactions. The technology for supporting CRM factors includes communication technology, information technology, and operations support technology. The channels for library services and communications factors can be direct channels, such as a service counter and self-circulation service, and indirect channels such as telephone, call center, email, personal web, library web, and social networking technology. Suggestions for academic libraries on the development and implementation of CRM in libraries are: (1) CRM must be included in the library strategic plan; (2) CRM must be a key strategy for the improvement of library service quality; (3) library administrators must have strong leadership for achieving the effectiveness of CRM practices in the library; (4) library staff must have good knowledge and understanding of CRM and its link to the library service quality improvement; (5) the working cultures for CRM effectiveness such as teamwork, cross functional work, and good communication between staff must be encouraged and practiced in the library; and (6) technology must be fully supported for CRM in the library.