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1、0外文翻譯原文howpersonalshouldcustomerrelationshipmanagementgetMaterialSource:BTTechnologyJournal?Vol21No1?January2003Auth:NJMillardCustomerrelationshipmanagement(CRM)isbuiltuponthefoundationofasingledefinitiveviewofcustomersw

2、hichspansfunctionschannelsproductscustomertypesdriveseverycustomerinteraction.CRMpurptstorecreatethetraditionalcnershopexperiencetomillionsofclients.CRM’slifebloodistheabilitytodeployknowledgeattherighttimeintherightfmat

3、totherightperson.TechnologyisattheheartofthisbuttechnologyaloneisanenablerofCRMnotaguaranteeofagoodcustomerexperience.FlussetaldefinetheroleofCRMas:?capturingcustomerdataacrosstheenterprise?consolidatingallinternallyexte

4、rnallyacquiredcustomerrelateddatainacentraldatabase?analysingtheconsolidateddatadistributingtheresultsofthatanalysistovariouscustomertouchpoints?usingthisinfmationwhendealingwithcustomersviaanytouchpoint(e.g.callcentrefa

5、cetofaceInter).CRMshouldenablecompaniestodeliverasuperilevelofservice.Unlessthiscustomerknowledgecanbetranslatedintoasimplepersonalisedeasilydigestiblefmatwhereverwheneveritisneededadifferentiatedserviceisunlikelytobeoff

6、ered.1HowpersonalshouldCRMgetInanincreasinglycommoditisedmarketcompaniesarelookingtodifferentiatethroughtheirservicesurround.Deliveringatailedserviceisanattractivesolutiontothisproblembecausetheresultingrelationshipimpli

7、esincreasedcustomerloyaltytherefeincreasedshareofwallet.Howeverthiscomesfromacompany’sdesiretoretainacquirecustomers.2donotsimplyactasablackholesuckingindataproducingnothingback.AsClivesaystotrulyknowyourcustomerthereiso

8、nemagicingredientyouneedtoaddtoyourCRMdata.It’simagination.Individuallytailingproductsservicestosuitcustomersrequiressomesmartthinking.Threeelementsneedtobepersonalisedwheninteractingwithcustomers:?content(whatthecustome

9、rreceives)?context(howthecustomerreceivesit)?contact(thewayinwhichtheyarehled).Researchhasshownthatnewercustomersoftenactasbetteradvocatesfthecompanythanmeloyalones.Thiscallsintoquestiontheeconomicsofloyaltycardschemes.A

10、loyaltyschemethatgivesa1%discountongrossmarginsof20%requiresa5%increaseinsalesindertomakeaprofit.ThishascausedanumberofhighprofilecompaniesnotablySafewaytowithdrawfromthemaltogether.Whendevelopingpersonalisationstrategie

11、scompaniesmustconsiderhowbesttomanagethevalueofthecustomerovertime.CompanieswhohaveharnessedapersonalisedCRMstrategysuchasAmazonTescohavealllargelyfocusedonthemostcosteffectivechannelthattheyhavetodeliverthis.Theirapproa

12、chesareverydifferentbuttheyareallusingtheircustomerdataindifferentwaystotailtheircustomerinteraction.3FuturedirectionsfpersonalisedCRMLookingtothefuturethereareanumberoftrendsthatarethefocusfstrategictechnologicaldevelop

13、mentofwhichfourarediscussedhere.（1）UnderstingcustomervaluetheeconomicsofstrategicCRMinvestment.TheeconomicsofpersonalisedCRMstrategiesareincreasinglyunderscrutinyascompaniesstrugglewithunderstingthevalueoftheircustomerst

14、hereturnoninvestmentthattheygetfromdifferentapproachestoservingtheircustomers.Supplyingahighlypersonalisedexpensivechanneltoacustomerwhospendsverylittleonyourservicesisnotbeneficialtoanycompany’sbottomline.Intermsoftheec

15、onomicsofdeliverytheInterislikelytobecomethefocusofthesedevelopmentssinceitisthemosteasilypersonalisedatthelowestcost.（2）BuildingmesophisticatedbusinessintelligencetoolstoanalyseutilisecustomerdataBusinessintelligencethe

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