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1、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 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
2、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 RightAbstractThe current market in the customer management system managemen
3、t 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 custom
4、er 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
5、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IAbstractII一、The research o
6、n 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41、The further development of the trend of customer relationship management客户关系管理的进一步发展趋势42、Intelligent
7、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71、Kimberly-Clark金佰利公司72、Ingersoll-Rand英格索兰113、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
8、据141、Brother International兄弟国际公司152、Routine Aches Versus Strategic Pain Points常规酸痛VS战略痛点183、Calculating the Cost of CRMCRM的成本计算184、What Todd Learned托德学到了什么22（三）The development of CRMCRM的发展261、McDonalds 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331图的格式示例332.图的格式表述36Conclusion38结 论39附录A 演示文稿41致 谢4
9、3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 managementThe 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
10、 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 (Cu
11、stomer 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 cha
12、in, 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 fa
13、ctors of the diversity of customer, ERP did not give a good solution. On the other hand, to the late 90s, 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 obtain
14、ed considerable development. With the development of the new economy and new technology, Gartner Group Inc proposed the concept of CRM. Starting from the late 90s, the CRM market has been an explosive growth in the state.（二）Intelligent processing of customer relationship management dataData mining,
15、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 pu
16、t 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 overal
17、l 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 t
18、he 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 ma
19、king 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 e
20、nterprise market marketing work, to provide support for the customer relationship management of the enterprise, help enterprise strategic decision.图1.1（三）Further development trend1、The further development of the trend of customer relationship management,At present, the customer relationship manageme
21、nt (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
22、to xRM(5) the CRM customer relationship management to change图1.22、Intelligent data processing further development trendAt 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 f
23、ollowing 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
24、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 rel
25、ationship management at worstIts 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 C
26、ustomer Relationship Cycle). But as the most aggressive early adopters found, thats 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 relati
27、onship 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 worlds leading consumer packaged-goods companies, the pain poin
28、t 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 trad
29、e promotions, but it couldnt 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. Compan
30、y 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 managemen
31、t, 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 precise
32、ly measure the impact of a particular promotion on sales and profits for both Kimberly-Clark and its retailer customers. Says Bruce Paynter, Kimberly-Clarks vice president for customer development; Now we can see what the real-time impact on our sales and profits when running promotions. Moreover, w
33、e can integrate this information into our sales and planning process with our customer. Renamed Business Planner, the software became the heart of the companys sales and marketing efforts: salespeople used the tool in the field to design promotional packages for specific retailers, while the company
34、s marketing staff used it to plot broader promotion plans.Rolled out to all of Kimberly-Clarks businesses in 2000, and supported by intensive training programs led by the organizations top executives, Business Planner rapidly proved a success. In its first year, the system was used to manage more th
35、an 2,300 promotional events involving all of the companys 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 knowle
36、dge 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
37、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
38、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-ad
39、vertising 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 Bra
40、nd 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 promotio
41、nal 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 paybac
42、k 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-RandFocusing on pain points
43、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
44、 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
45、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 supp
46、osed 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 Cars managers werent convinced of the ultimate benefits. After spending more than $2 million and completing a
47、first round of user testing, the company discovered that the system wasnt 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 cust
48、omers. The units president had the foresight to halt the effort and made the organization back up and refines its goals. Club Cars management team took a fresh look at the key processes in its customer relationship cycle and refocused its CRM initiative on the two deepest pain points: forecasting sales and taking orders.Today, just two years after the CRM effort was relaunched. Club Car has successfully automated its sales operation, significantly improving both customer service and business decision malting. By more directly involving the s
