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Jingdong book

客户关系管理理论与软件

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Jingdong book

客户关系管理理论与软件

Name: 客户关系管理理论与软件
Brand: Jingdong book
SKU: 3118079301
Price: 19.82 USD
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《客户关系管理理论与软件》涉及CRM基础理论、CRM软件、CRM相关技术和CRM实施四部分内容。CRM基础理论部分系统阐述了客户生命周期理论、客户价值识别理论和客户忠诚培育理论三大理论，该部分凝聚了主编陈明亮多年来的研究成果，是《客户关系管理理论与软件》对CRM理论的一大贡献。CRM软件部分介绍了当前CRM软件的典型功能、国内外主流供应商的CRM解决方案和若干有代表性的行业CRM解决方案。CRM相关技术部分概要介绍了呼叫中心、数据仓库和数据挖掘三大技术及其在CRM中的应用。CRM实施部分介绍了三类实施主体（被实施企业、咨询公司、软件供应商）的CRM软件实施方法论，讨论了决定CRM实施成败的关键因素，分析了国内10个典型的CRM实施案例。
《客户关系管理理论与软件》是作为相关专业的“客户关系管理”课程的教材编写的，各类CRM研究研究和实践人员也能从《客户关系管理理论与软件》中获得有益的见解。

Catalogue

第1篇导论
第1章CRM概述
1．1 CRM的起因--客户资源是公司最重要的资产
1．1．1何为客户资产
1．1．2为什么要将客户资源作为资产管理
1．1．3客户资源竞争策略
1．2 CRM的概念与内涵
1．2．1 CRM的概念
1．2．2 CRM的内涵
1．3 CRM的起源与发展动力
1．3．1 CR．M的起源
1．3．2 CRM的发展动力
1．4企业实施CRM的期望价值
1．4．1实现经营战略的转变
1．4．2提高有价值客户的保持率
1．4．3提高客户的增值潜力
1．4．4整合、共享客户信息
本章小结
第2章企业管理信息化及CRM在其中的地位
2．1企业信息化概貌
2．2其他企业管理软件介绍
2．2．1ERP
2．2．2 SCM
2．2．3EC
2．2．4BI
2．2．5KMS
2．2．6oA
2．3 CRM在管理信息化中的地位

第2篇理论
第3章cRM理论脉络与cRM中的管理思想
3．1 CRM理论脉络
3．1．1 CRM任务
3．1．2基于CRM任务看CRM理论的脉络
3．2cRM中的管理思想--CRM基本理念和观点
3．2．1引言
3．2．2(：RM八大理念
本章小结
第4章客户生命周期理论
4．1为什么要研究客户生命周期理论
4．2生命周期理论的基本观点
4．3客户生命周期阶段的划分
4．4客户生命周期模式描述
4．4．1选取交易额和客户利润作为特征变量
4．4．2交易额和客户利润变化趋势分析
4．4．3客户生命曲线
4．5客户生命周期模式分类
4．5．1模式工一早期流产型
4．5．2模式Ⅱ一中途夭折型
4．5．3模式Ⅲ一提前退出型
4．5．4模式Ⅳ一长久保持型
4．6最优客户生命周期模式
本章小结
第5章客户价值识别理论
5．1客户价值的判别标准一一客户全生命周期利润(cLP)
5．1．1收益流不能作为判别客户价值的标准
5．1．2 CLP是判别客户价值的惟一标准
5．2CLP预测方法之一：Dwyer法
5．2．1 Dwyer法的预测原理
5．2．2 Dwyer法的缺陷
5．3 CLP预测方法之二：客户事件法
5．3．1客户事件法的预测原理
5．3．2事件预测法的缺陷
5．4 cLP预测方法之三：拟合法
5．4．1拟合法的预测原理
5．4．2拟合法的预测模型
5．4．3拟合法预测的基础--客户历史利润计算
5．4．4拟合法的适用条件
5．4．5拟合法的特点
5．5 CLP的构成
5．5．1 cLP由当前客户价值和客户增值潜力构成
5．5．2客户当前价值(CCV)
5．5．3客户增值潜力(CPV)
5．6基于CLP的客户细分方法--客户价值细分
5．6.1客户价值矩阵
5．6．2客户金字塔
5．7基于价值细分的客户资源配置与保持策略
本章小结
第6章客户忠诚理论
6．1客户忠诚的度量指标
6．2客户忠诚的决定因素
6．2．1客户忠诚的决定因素
6．2．2客户忠诚决定因素识别的理论基础
6．3客户忠诚模型
6．4客户忠诚的表现形式
6．5客户忠诚的进化机理
6．6客户关系修复
6．6．1关系问题的反应行为及其与退出倾向的关系
6．6．2关系问题反应行为的影响因素
6．6．3客户生命周期与客户关系退出行为模式
6．6．4客户关系的修复
本章小结

第3篇软件
第7章现有CRM软件的典型功能
7．1当前业界对cRM软件功能的主流认识
7．2当前CRM软件的典型功能
7．2．1客户信息管理(CIM)
7．2．2销售自动化(SFA)
7．2．3营销自动化(MA)
7．2．4客户服务与支持(CSs)管理
7．2．5客户分析(CA)系统
7．3现有CRM软件功能的不足
本章小结
第8章CRM软件主要供应商及其解决方案
8．1qIt，国CRM软件市场供应商概况
8．2 2002和2003年中国cRM软件市场份额结构
8．3主要CRM软件厂商及其解决方案介绍
8．3．1‘FurboCRM
8．3．2 Siebel
8．3．3 SAP
8．3．4 Oracle
8．3．5东软软件
8．3．6联成互动
8．3．7合力金桥软件
8．3．8创智
8．3．9用友
8．3．10金蝶
本章小结
第9章CRM行业解决方案
9．1保险行业CRM解决方案
9．2医药行业CRM解决方案
9．3汽车贸易行业CRM解决方案
本章小结
第10章CRM系统设计基础
10．1 CRM系统功能模块设计
10．1．1个性化桌面
10．1．2系统配置
10．1．3基础信息
10．1．4知识库管理
10．1．5价格管理
10．1．6 市场管理

第4篇相关技术
第5篇实施
参考文献

Book Abstract

13.3 确保CRM实施成功的关键
13.3.1 CRM实施成功率低的主要原因
CRM实施成功率低是一个不争的事实，对于为什么成功率如此之低的原因的认识也是众说纷纭。下面介绍的是业界对这个问题的种种认识。
（1）企业没有能够将CRM上升到战略高度
美国研究机构Frost&Sullivan的研究报告表明，CRM的实施缺乏企业级CRM战略设计，技术未能很好的与清晰的企业级战略相结合，是导致CRM实施成功率降低的重要原因。
（2）没有取得高层领导的鼎力支持
由于客户关系管理导入是企业经营理念转变的战略性计划，其导入必将会对企业传统的工作方式、部门架构、人员岗位、工作流程带来一定的变革和冲击。同时为配合客户关系管理推广的各种业务规范、业务流程，必须有好的行政和规章管理制度加以配合，保证各项制度的顺利实施。这些都需要企业高层管理者予以大力支持，一旦缺乏高层管理者的长期的强有力支持，导入客户关系管理只能是心有余而力不足。但现实中高层领导的支持落实不到实处的情况屡见不鲜。
（3）变革的准备不足
即使企业制定了一个明智的客户战略，但如果没有改革公司的组织结构来适应所制定的战略，CRM项目仍然会失败。CRM项目必须要在技术实现之前树立正确的员工态度和行为。企业必须首先针对“以客户为中心”的价值、新流程的开发、员工培训、薪酬规划等与员工进行沟通，同时管理大量相关的其他问题。
要想真正获得成功，CRM需要业务流程与组织上的深度变革，管理上的深度变革被认为是CRM走向成功最大的挑战之一，CRMForum最近进行的一次调查发现，87%的应答者认为变革问题是CRM项目失败的首要原因。
（4）忽视需求分析
实施CRM不是赶时髦，人家上我也上。企业内在的需求是实施CRM的原动力，也是确保CRM成功的必要前提。在上CRM之前必须进行深入系统的需求分析，不仅弄清楚企业自身真正的需求是什么，而且必须详细、准确地描述出来，不仅弄清楚现在的需求，而且要预测将来需求的变化趋势。需求分析是选型的依据，也是将来开发商对CRM软件进行客户化开发的依据，同时也是企业形成共识的基础。很多企业往往不重视需求分析这一环节的工作，并错误地认为这是供应商的工作。其实，这是一个极大的误区，首先，需求不清楚就选择供应商必然是乱点鸳鸯谱；其次，供应商一般不可能站在企业或第三方立场上去分析，往往将需求分析变成了它们推销现有软件功能的机会。
（5）企业没有对CRM项目投资进行风险分析和回报分析
在实施CRM项目之前，企业需要很好地估计项目实施过程中可能碰到的问题，以及可能存在的风险，例如时机不成熟的风险、软件的风险等，并且企业还要对CRM项目的投资回报（ROI）进行适当的分析与估计。如果对这些方面在实施前没有得到充分的估计，最终在实施中只能“摸着石头过河”了。
……

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