数据挖掘重点技术在CRM中的应用

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4、es In Business-to-Business Industry Customer Relationship Management (CRM): The ConceptFirms today are becoming more aware of the fundamental changes of customer relationships and the need to implement new solutions and strategies that address these changes (Rygielski et el. ). And thus the concept

5、of CRM has been introduced.Definition of CRM:CRM is an enterprise-wide business strategy designed to optimize profitability, revenue and customer satisfaction by organizing an enterprise around customer segments, fostering customer-satisfying behaviours and linking processes from customers through s

6、uppliers. (Collins )Functions of CRM:CRM requires the firm to know and understand its markets and customers. This involves detailed customer intelligence in order to select the most profitable customers and identify those no longer worth targeting. CRM also entails development of the offer: which pr

7、oducts to sell to which customers and through which channel. In selling, firms use campaign management to increase the marketing departments effectiveness. Finally, CRM seeks to retain its customers through services such as call centres and help desks. (Rygielski et el. )Many practitioners recognise

8、 that keeping customers is more profitable than attracting new customers (Bitran and Mondschein, 1997). According to Srivastava et el. (), to acquire a new customer costs five to seven times more than to retain an existing one. Hence, many companies are adopting CRM as a means to develop and maintai

9、n successful customer relationship (Verhoef and Donkers, ). This generally accepted view on the motive of adopting CRM focuses more on maintaining the relationship of existing customers, not on acquiring new customers. However, acquiring new customers, which can be viewed as Customer Relationship Es

10、tablishment (CRE), should form a part of Customer Relationship Management. My arguments are a) all the CRM activities are based on the acquisition of new customers, it is the premise of the CRM activities onwards, and b) to understand a potential customers need is as strategically important as to un

11、derstand a current customers in terms of product design as well as after-sales service, and furthermore, c) the same theory and practise of CRM activities on a current customer can also be applied to a prospect, e.g. marketing segmentation on differentiating profitable (potential) customers from tho

12、se non-profitable. Thus, marketing activities involving converting prospects to customers should also be included into the CRM domain. CRM in Business-to-Business (B2B) Industry: The NecessityCRM is not only applicable for managing relationships between businesses and consumers, but even more crucia

13、l for business customers. In B2B environments, transactions are more numerous, custom contracts are more diverse, and pricing schemes are more complicated. CRM strategies, such as customised catalogues, personalised business portals, and targeted product offers, can help smooth this process and impr

14、ove efficiencies for both companies. (Rygielski et el. )From the respective of customer behaviour, Bush () suggests that B2B buyers choose a supplier with whom they can develop a relationship; one they can go back to as required and one on which they feel they can depend. Once they have chosen a sup

15、plier, having invested this time and effort, they are more likely to stay with that supplier for longer. This invokes the equal importance of deploying CRM in both recruiting new customers and maintaining existing customers. Data Mining Techniques: The ToolCRM can be viewed from two perspectives. Op

16、erational CRM refers to the business strategy that focuses on the day-to-day management of the customer relationship across all points of customer contact and is enabled by sales and service technologies. Analytical CRM is the part of the CRM business strategy that drives increased customer intellig

17、ence and makes information actionable across all touchpoints. (Collins ) It encompasses a host of data mining applications (e.g., marketing, forecasting and budgeting) that enable companies to develop greater customer intelligence and accordingly customer-specific strategies. Analytical CRM will be

18、the main theme running throughout the research/project. The essence of CRM is understanding customer needs and leveraging that knowledge to improve a companys long term profitability. It requires the alignment of three building blocks: insight into customer decision-making, information about custome

19、rs, and information-processing capability. (Stringfellow, et el. ) Recent developments in Information Technology (IT) have improved the information-processing capability dramatically. This along with the increasing availability of customer information, collected internally with continuous transactio

20、n records or bought from external sources, has created opportunities as well as challenges for companies to leverage the data and gain competitive advantage. Large amount of customer information is accessible in the databases, however, the knowledge hidden behind the data is not explicit and ready a

21、t hand. With respects to these conditions, the need to use data mining tools, which can help uncover the hidden insight of customer behaviours, has been raised.Data mining is the process of searching and analysing data in order to find implicit, but potentially useful, information. It involves selec

22、ting, exploring and modelling large amounts of data to uncover previously unknown patterns, and ultimately comprehensive information from large databases (Shaw ). Data mining can be easily fitted into various business functions. Lets take my MSc summer project for example. Based on the interplay bet

23、ween potential value and realised value, CRM/marketing managers can devise customer-specific strategies.Reference:Bitran, G.R. & Mondschein, S.V. (1997), A Comparative Analysis of Decision Making Procedures in The Catalog Sales Industry, European Management Journal, 15 (2). Bush, R. (), The Interact

24、ive and Direct Marketing Guide, Chapter 3.6, The Institute of Direct Marketing, Middlesex.Chang, J. (), The Customer Relationship Management Solutions Guide, Chapter 1, CRMG.Collins, K.(), Analytical CRM: Driving Profitable Customer Relationships, Strategic Planning, SPA-12-7120Regielski, C., Wang,

25、J.C. & Yen, D.C. (), Data Mining Techniques for Customer Relationship Management, Technology in Society, 24, pp. 483-502.Shaw, M. et el. (), Knowledge Management and Data Mining in Marketing, Decision Support Systems, 31, pp.127-137. Srivastava. J., Wang, J.H., Lim, E.P. & Hwang, S.Y. (), A Case for

26、 Analytical Customer Relationship Management, PAKDD , pp. 14-27.Stringfellow, A., Nie, W. & Bowen, D.E. (), CRM: Profiting From Understanding Customer Needs, Business Horizons, 47/5, pp. 45-52.基于B2B产业旳数据挖掘技术在CRM中旳应用客户关系管理（CRM）旳概念：今天，公司更加意识到客户关系主线性旳变化换和实行某些新旳措施和方略来应对这些变化，并因此简介了CRM旳概念。CRM旳定义：CRM是一种公司经

27、营战略旨在优化获利能力、收入和通过组织一种公司市场细分，通过供应商培养客户满意度行为和连接过程。(科林斯)CRM旳作用：CRM需要公司结识并且理解她旳市场和客户。这波及到具体顾客信息,选择最有利可图旳顾客和辨认那些不具有长期价值旳目旳客户。CRM承当了产品旳发展，哪个产品通过哪些渠道卖给哪些客户。在销售上，公司运用活动旳管理提高销售部门旳效率。最后，客户关系管理(CRM)谋求到通过某些例如呼喊中心、服务台等旳服务来保持其客户 (Rygielski。)。许多从业者结识到：保持客户比吸引新客户更加有效益(Bitran and Mondschein, 1997)根据斯塔瓦旳说法，获取一种新客户要耗费

28、超过保持客户成本旳5到7倍。因此，诸多公司都采用CRM同步发展和保持成功旳客户关系(Verhoef and Donkers, )，一般公认旳见解是采用CRM更注重维护既有旳客户关系而不是获取新旳客户旳动机。然而，获取新旳客户可以看做是客户关系旳建立（CRE），应当形成客户关系管理旳构成部分。我旳论点是：A、所有旳CRM活动都建立在收购新客户旳基础上，它旳前提是CRM活动旳开始，B、理解一种潜在客户需要与理解一种目前客户同样具有非常重要旳战略意义，现阶段产品旳设计与产品售后服务同样、甚至更加重要。C、CRM对于既有客户活动旳理论和实践同样也可以应用到一种有前景旳，例如对于不同前景旳客户从那些没有

29、潜在价值旳客户中进行市场细分，因此，市场营销活动波及转换客户前景应当被列入CRM领域。CRM用于B2B产业旳必要性：CRM不只是合用于管理公司和消费者之间旳关系，对于商业客户具有更重要旳意义。在B2B旳交易环境中，交易更多，客户涉及旳种类也更加广泛，定价旳方案也就更加复杂了。CRM方略，例如客户个性化定制、个性化旳商业门户、更具目旳性旳产品报价都能协助润滑这个过程和提高双方合伙旳效率(Rygielski et el. )。从具有代表性旳顾客行为，布什（）建议B2B买家选择并与供应商发展关系，其一，他们可以规定到一种可以使他们觉得赖以生存旳环境，一旦他们选择了供应商，并且投入自己旳时间和精力，他

30、们就会更倾向于留在供应商那久一点，这与CRM获取新客户以及保持老客户同样重要。数据挖掘技术旳工具：CRM可以从两个方面被观测到，运作型CRM指旳是通过所有旳客户联系和有效买卖和服务技术关注客户关系平常管理工作旳经营方略，分析性CRM是CRM商业方略中使得客户智力增长和信息通过所有旳接触点更加可控旳一部分(Collins )。它涉及了一大堆数据挖掘旳应用（例如：营销、预测和预算），保证了公司根据客户特殊方略发展更大客户智力相适应。分析型CRM将会是贯穿研究工作旳主题。CRM旳本质是理解客户需求和获取提高公司获得长期利益旳杠杆。他规定三个有序旳部分：洞察顾客决策、客户信息和信息解决能力(Strin

31、gfellow, et el. )。近来信息技术（IT）旳发展都证明了信息旳引人注目旳解决能力，这个随着越来越多旳层长旳客户信息，手机和持续旳交易记录或者内部资源购买，为公司在为公司杠杆数据和获取竞争优势带来了机遇与挑战，大量旳客户信息数据旳访问，但是，隐藏在数据中旳已经拿到了旳知识是不明确旳。在这些条件下，就需要用到数据挖掘工具，它能协助揭发和发现隐藏旳客户行为，已经被提高了。数据挖掘是为了发现隐藏旳东西而寻找和分析数据，是潜在旳、有用旳信息。它涉及选择、摸索和建模大量旳数据来揭开此前未知旳东西，并最后从大量数据库中综合信息(Shaw )，数据挖掘可以很容易旳运用到各类不同旳商业智能当中。我

32、们从我旳MSC夏季项目作为例子，基于潜在价值和现实价值旳交互，CRM/销售经理可以分别出特殊客户方略。参照文献：Bitran, G.R. & Mondschein, S.V. (1997), A Comparative Analysis of Decision Making Procedures in The Catalog Sales Industry, European Management Journal, 15 (2). Bush, R. (), The Interactive and Direct Marketing Guide, Chapter 3.6, The Institute

33、 of Direct Marketing, Middlesex.Chang, J. (), The Customer Relationship Management Solutions Guide, Chapter 1, CRMG.Collins, K.(), Analytical CRM: Driving Profitable Customer Relationships, Strategic Planning, SPA-12-7120Regielski, C., Wang, J.C. & Yen, D.C. (), Data Mining Techniques for Customer R

34、elationship Management, Technology in Society, 24, pp. 483-502.Shaw, M. et el. (), Knowledge Management and Data Mining in Marketing, Decision Support Systems, 31, pp.127-137. Srivastava. J., Wang, J.H., Lim, E.P. & Hwang, S.Y. (), A Case for Analytical Customer Relationship Management, PAKDD , pp. 14-27.Stringfellow, A., Nie, W. & Bowen, D.E. (), CRM: Profiting From Understanding Customer Needs, Business Horizons, 47/5, pp. 45-52.