採用積極的態度去妥善處理好顧客投訴，或許將成為企業的又一利潤源泉。很多人一聽到顧客投訴的第一反應就是這會對企業構成負面影響，或許會讓企業損失掉不少銷售契機。不過，通過妥善處理顧客投訴，企業同樣可以將其轉化為一股利潤源泉。以下7種方法將能幫助你實現這一點。
1. 計畫 – 不論你的顧客服務有多出色，你所提供的產品與服務有多優秀，你的商業計畫有多完美，你總是會不可避免地受到顧客的投訴。因此，最好的方法就是對這些投訴做好預先準備，同時瞭解如何在它們發生時做出適當的應對。積極的態度是個中關鍵，不要只想著如何從客戶身上賺取利潤，而是要將主要目標放在與那些客戶保持良好的商業關係上。如果你能讓顧客感到愉快，那麼利潤自然會源源而來。
2. 優先處理投訴事宜 – 向投訴顧客提供快速的回應，並明確表示公司將會如何進行處理。如果顧客的問題無法在短時間內解決，那麼要確保公司優先處理該客戶的投訴事宜，並盡一切可能以最快的速度解決該問題。顧客等待的時間越長，他們接受公司所提供的解決方案的可能性就越小，因而繼續成為公司客戶的可能性也越小。
3. 表現專業 – 就算顧客在投訴過程中情緒波動較大，公司也要確保在與顧客交流的過程中保持專業的行為。顧客在投訴時或許會表示敵對或言語過激，而這有可能導致你拒絕為他們解決問題。不管如何，公司都應當先向顧客明確表示願意向他們提供幫助的積極態度，舒緩他們的情緒，然後妥善地解決他們的問題。
4. 不要推卸責任 – 不管發生了什麼問題，也不管究竟是誰的錯，公司都應勇於承擔起解決投訴的責任。反復尋找理由只會讓客戶感覺這是你推卸責任的藉口。客戶並不關心誰對誰錯，他們只想問題能夠得到妥善的解決。向顧客致個歉，表示對他們造成了不便，然後繼續解釋可能的原因。在結束交流前，你應明確告知客戶你所打算採用的解決方式。
5. 向顧客提供補償 – 儘管每位投訴顧客都期望能有一個完美的解決方案，但實際處理結果往往會與他們的預期有所差距。公司應儘量快速有效地解決顧客問題，然後向有針對性地提供一定的補償。這樣做可以將顧客的注意力從問題本身轉移到補償待遇上來。
6. 事後跟進 – 不要因為顧客沒有回饋，你就以為萬事大吉了。事後跟進，確認該顧客是否真正對公司的服務感到滿意。這樣做不僅能表現出公司對顧客滿意度的在意程度，而且也能加強與該名顧客之間的關係。
7. 預防措施 – 將每一次投訴視作為一種學習與改善的機會。找出每次顧客投訴的原因所在，然後盡力彌補不足。 有些問題往往並不嚴重，而且也很容易避免重複發生。
顧客投訴是檢驗公司經營的良機。與其為此感到沮喪，不如將它視作為一種能夠加強顧客關係，並提供更好的產品與服務的契機。
Sunday, March 30, 2008
Thursday, March 27, 2008
CRM建設烽煙正旺 上海大眾服務“全攻略”
http://www.sina.com.cn 2008年03月26日 09:55 中華工商時報
2008年年初，中國汽車工業協會發佈的汽車工業產銷統計資料顯示：2007年我國乘用車產銷呈較快增長，分別達638.11萬輛和629.75萬輛，乘用車市場需求繼續保持穩定上漲態勢。其中，上海大眾行銷轉型步入佳境，全年直銷突破43.6萬輛，再創歷史新高。專家分析，上海大眾持續領跑國內轎車市場，銷量一路飄紅，CRM ( 顧客關係管理 ) 功不可沒，是消費者和廠商共贏的不二法門。
第一章：高度入手到策略為先
上海大眾的CRM不僅僅是一種顧客關係管理軟體，更是一項商業策略，代表了上海大眾由產品策略向使用者策略的重大轉移。在此戰略下，上海大眾將品牌形象與顧客體驗相聯接。在CRM資料庫中，每一個顧客都有完整的終生檔案，保證上海大眾能夠對該顧客有一個全面的瞭解，避免了多條資料導致資料更新滯後和丟失的隱患。通過跟蹤顧客行為和交易記錄，分析顧客行為與市場活動的相關性，進而指導和調整品牌宣傳和品牌形象的塑造。
值得一提的是，上海大眾沒有像大部分企業那樣僅僅將這份資料用於顧客關係的管理，而是開創性地將這些資訊共用到其服務領域，在保證客戶資料新鮮而準確的同時，據此提供個性化的服務，並引導客戶的品牌體驗，最終形成良性的品牌顧客關係，實現閉環行銷。上海大眾的CRM從本質上講是將企業的創新能力與消費者所珍視的價值聯繫起來，為消費者提供價值創新使其獲得最大程度的滿足，從而使企業永遠活躍在“與客戶共鳴”的浪尖中。
第二章：規模試點到全面推行
在CRM體系的模式方面，上海大眾採取了企業為主導的業務模式，根據自身發展及市場需求自主開發。企業對整套CRM體系擁有自主智慧財產權和綜合開發能力，並可根據市場及業務發展情況靈活地調整，具備適應越來越多樣化、複雜化市場需求的擴展性。
在實施方面，上海大眾的CRM發展由最初的小規模試點，局部實驗，到全面推行，將先進的CRM理念與務實嚴謹的大眾態度相結合，在實踐中不斷調整和優化，使CRM項目得到完善。目前上海大眾CRM體系由“顧客資訊管理”和“顧客關係管理”兩大環節構成，並形成了良性的螺旋型上升的閉環行銷模式。
第三章：打造平臺到整合優勢
在“客戶生命週期管理”理念的指引下，上海大眾整合核心優勢以強化CRM的競爭力。上海大眾的顧客服務中心是其CRM戰略的核心基礎和重要實施平臺。這一顧客服務中心基於同一資料庫平臺，擁有三條熱線，月呼入和呼出的處理能力超過15萬通。這一五星級呼叫中心不僅有利於提高上海大眾與客戶之間的溝通品質，完善客戶資料及回饋資訊的管理，更通過整合售後與銷售服務熱線，有助於上海大眾建立中國汽車行業唯一的“銷售諮詢”和“售後服務”整合運營、管理呼叫中心。
目前，上海大眾客戶服務中心已發展為集電話、直郵、傳真、電子郵件、短信及互聯網等多樣化顧客溝通管道于一體的整合性客戶溝通平臺，初步形成了整合性的關係行銷架構。不僅如此，上海大眾客戶服務呼叫中心連續三年獲得“中國最佳呼叫中心”稱號，並獲得了“五星級客戶服務中心”認證，成為中國汽車業規模最大的五星級客戶服務中心。
同時，作為國內保有量最大的轎車生產企業，上海大眾產品和行銷服務網路遍佈全國各地。上海大眾“四位一體”經銷商和特約維修站總計達1000多家，形成了分佈最廣、布點最密的轎車行銷與售後服務網路。
作為汽車行業中唯一實現“顧客管理大獎”三連冠的企業，2007年開始，上海大眾基於“顧客發展迴圈”主動出擊，實現以“鎖定目標顧客、開發潛在顧客、促成成交顧客和培育忠誠顧客”這四方面為主體的“把握未來的主動行銷模式”。可以預測的是，上海大眾對創新的持續深化，在鑄就汽車行業最具影響力的CRM體系的同時，也為搶佔競爭制高點打下了堅實的基礎。
2008年年初，中國汽車工業協會發佈的汽車工業產銷統計資料顯示：2007年我國乘用車產銷呈較快增長，分別達638.11萬輛和629.75萬輛，乘用車市場需求繼續保持穩定上漲態勢。其中，上海大眾行銷轉型步入佳境，全年直銷突破43.6萬輛，再創歷史新高。專家分析，上海大眾持續領跑國內轎車市場，銷量一路飄紅，CRM ( 顧客關係管理 ) 功不可沒，是消費者和廠商共贏的不二法門。
第一章：高度入手到策略為先
上海大眾的CRM不僅僅是一種顧客關係管理軟體，更是一項商業策略，代表了上海大眾由產品策略向使用者策略的重大轉移。在此戰略下，上海大眾將品牌形象與顧客體驗相聯接。在CRM資料庫中，每一個顧客都有完整的終生檔案，保證上海大眾能夠對該顧客有一個全面的瞭解，避免了多條資料導致資料更新滯後和丟失的隱患。通過跟蹤顧客行為和交易記錄，分析顧客行為與市場活動的相關性，進而指導和調整品牌宣傳和品牌形象的塑造。
值得一提的是，上海大眾沒有像大部分企業那樣僅僅將這份資料用於顧客關係的管理，而是開創性地將這些資訊共用到其服務領域，在保證客戶資料新鮮而準確的同時，據此提供個性化的服務，並引導客戶的品牌體驗，最終形成良性的品牌顧客關係，實現閉環行銷。上海大眾的CRM從本質上講是將企業的創新能力與消費者所珍視的價值聯繫起來，為消費者提供價值創新使其獲得最大程度的滿足，從而使企業永遠活躍在“與客戶共鳴”的浪尖中。
第二章：規模試點到全面推行
在CRM體系的模式方面，上海大眾採取了企業為主導的業務模式，根據自身發展及市場需求自主開發。企業對整套CRM體系擁有自主智慧財產權和綜合開發能力，並可根據市場及業務發展情況靈活地調整，具備適應越來越多樣化、複雜化市場需求的擴展性。
在實施方面，上海大眾的CRM發展由最初的小規模試點，局部實驗，到全面推行，將先進的CRM理念與務實嚴謹的大眾態度相結合，在實踐中不斷調整和優化，使CRM項目得到完善。目前上海大眾CRM體系由“顧客資訊管理”和“顧客關係管理”兩大環節構成，並形成了良性的螺旋型上升的閉環行銷模式。
第三章：打造平臺到整合優勢
在“客戶生命週期管理”理念的指引下，上海大眾整合核心優勢以強化CRM的競爭力。上海大眾的顧客服務中心是其CRM戰略的核心基礎和重要實施平臺。這一顧客服務中心基於同一資料庫平臺，擁有三條熱線，月呼入和呼出的處理能力超過15萬通。這一五星級呼叫中心不僅有利於提高上海大眾與客戶之間的溝通品質，完善客戶資料及回饋資訊的管理，更通過整合售後與銷售服務熱線，有助於上海大眾建立中國汽車行業唯一的“銷售諮詢”和“售後服務”整合運營、管理呼叫中心。
目前，上海大眾客戶服務中心已發展為集電話、直郵、傳真、電子郵件、短信及互聯網等多樣化顧客溝通管道于一體的整合性客戶溝通平臺，初步形成了整合性的關係行銷架構。不僅如此，上海大眾客戶服務呼叫中心連續三年獲得“中國最佳呼叫中心”稱號，並獲得了“五星級客戶服務中心”認證，成為中國汽車業規模最大的五星級客戶服務中心。
同時，作為國內保有量最大的轎車生產企業，上海大眾產品和行銷服務網路遍佈全國各地。上海大眾“四位一體”經銷商和特約維修站總計達1000多家，形成了分佈最廣、布點最密的轎車行銷與售後服務網路。
作為汽車行業中唯一實現“顧客管理大獎”三連冠的企業，2007年開始，上海大眾基於“顧客發展迴圈”主動出擊，實現以“鎖定目標顧客、開發潛在顧客、促成成交顧客和培育忠誠顧客”這四方面為主體的“把握未來的主動行銷模式”。可以預測的是，上海大眾對創新的持續深化，在鑄就汽車行業最具影響力的CRM體系的同時，也為搶佔競爭制高點打下了堅實的基礎。
Wednesday, March 26, 2008
甲骨文向中國商業電訊用戶推出包含顧客關係管理的解決方案即時軟體
作者： CNET科技資訊網
CNETNews.com.cn
2008-03-26
CNET科技資訊網3月26日北京報導 甲骨文全球通信產品行銷與管道副總裁David Sharpley 昨天在接受記者採訪時表示：運營商正在嘗試把固網和移動的服務融合起來，過渡到以IP為基礎的整個網路中，這樣就產生了一系列新的服務和新的商業模式。
David Sharpley 認為，全球電信行業出現了兩種發展趨勢，第一是“超級競爭”的市場格局，第二是“融合通信”。“就城市和農村區分來看，城市電信行業服務的關鍵是要提高增值服務以更好地抓住客戶，而在農村，則是通過增加頻寬等方式提高電信服務的滲透率。”從融合通信的趨勢來看，目前在手機、寬頻和IPTV業務方面的增長十分強勁，無論PC、手機還是電視，各種各樣的通訊服務都在轉入到以IP為基礎的電子化溝通方案當中，對運營商來說，策略與業務模式、以及降低成本都變得很重要。
David Sharpley 表示：“對運營商和電信公司而言，關鍵是留住核心資產——客戶。與此同時，融合需求下產生了下一代電信服務，在中國，中國聯通、中國電信等等都在嘗試把固網和移動的服務融合起來，過渡到以IP為基礎的整個網路中，這樣就產生了一系列新的服務和新的商業模式。”
另一方面，人們正在創造各種全新的生活方式，比如電子遊戲，語音服務，各種媒體終端的應用，這也使得新的管道和合作夥伴關係層出不窮。
各種各樣的新型網路、手機，還有各種媒體的應用。所以就出現了新的管道和合作夥伴。新的管道和合作夥伴，尤其是合作夥伴關係在目前這種新媒體層出不窮的時代顯得尤為重要。
CEO想什麼？
在這場變革中，首席執行官們的希望是什麼？David Sharpley 說：甲骨通過調查發現，通信行業的CEO們至少有5個方面的期望：1，把創新性的服務引入市場，2，提升客戶滿意度，3，改善交叉銷售或垂直銷售，使得每用戶平均收入和每用戶平均利潤都有所提高，4，減少計費問題和收入漏洞，5，控制成本，提升效率。
根據甲骨文聯合經濟學家情報部所做的一項全球電信行業研究調查資料，全球92%的運營商都已經引入“以客戶為中心”的戰略，但是，只有不到15％的人認為他們的策略非常成功；85％的企業都不是非常成功。問題在於，41％的運營商認為沒有掌握足夠的客戶資料，32％的人不知道要搜集什麼樣的客戶資料，而且不知道怎麼利用搜集起來的資料，而29％的人認為資料太分散，追蹤起來非常困難。
甲骨文稱，這次調查範圍遍及全球，調查了164家全球知名電信企業，其中40％來自亞太地區。
甲骨文推出AIA架構
據David Sharpley 介紹，甲骨文的通信行業市場策略包括三個部分。第一，向客戶提供模組化的應用產品，它們遵從通用，開放，標準性三方面的標準；提供按產品分類的集成方案，以及針對特定行業業務流程的完整套件；同時，通過靈活的部署和產品寫作促進業務轉型。
在此次發佈會上，甲骨文還向中國用戶推出了面向電信行業的應用集成架構（AIA）。甲骨文表示，AIA是建立在開放標準之上的一個大的應用框架，能提供可擴展、按產品化的元件。AIA可以包含顧客關係管理 (Customer Relationship Management)、計費與收入管理、ERP、運營支撐系統和服務交付平臺等。
甲骨文全球市場總監 Josh Aroner接受CNET記者採訪時說：AIA架構並不專屬於甲骨文產品，還可以説明系統集成商及其他合作夥伴在甲骨文的平臺上集成其他的應用產品。
甲骨文近年來在自身大力加強研究與開發的同時，還進行了多次收購來進一步擴充Oracle通信產品的技術力量：通過收購TimesTen，Oracle通信產品獲得了即時使用的記憶體中資料庫；通過收購Siebel，Oracle通信產品獲得了世界領先的CRM軟體；通過收購 Hotsip，Oracle通信產品獲得了IP網路的管理控制；通過收購Netcall，Oracle通信產品獲得了Parlay API的合法網路；通過收購Portal ，Oracle通信產品獲得了業界領先的計費和收入管理解決方案；通過收購Metasolv，甲骨文成了即時軟體的領先供應商；通過收購Netsure，Oracle通信產品獲得了網路智慧和分析解決方案。
CNETNews.com.cn
2008-03-26
CNET科技資訊網3月26日北京報導 甲骨文全球通信產品行銷與管道副總裁David Sharpley 昨天在接受記者採訪時表示：運營商正在嘗試把固網和移動的服務融合起來，過渡到以IP為基礎的整個網路中，這樣就產生了一系列新的服務和新的商業模式。
David Sharpley 認為，全球電信行業出現了兩種發展趨勢，第一是“超級競爭”的市場格局，第二是“融合通信”。“就城市和農村區分來看，城市電信行業服務的關鍵是要提高增值服務以更好地抓住客戶，而在農村，則是通過增加頻寬等方式提高電信服務的滲透率。”從融合通信的趨勢來看，目前在手機、寬頻和IPTV業務方面的增長十分強勁，無論PC、手機還是電視，各種各樣的通訊服務都在轉入到以IP為基礎的電子化溝通方案當中，對運營商來說，策略與業務模式、以及降低成本都變得很重要。
David Sharpley 表示：“對運營商和電信公司而言，關鍵是留住核心資產——客戶。與此同時，融合需求下產生了下一代電信服務，在中國，中國聯通、中國電信等等都在嘗試把固網和移動的服務融合起來，過渡到以IP為基礎的整個網路中，這樣就產生了一系列新的服務和新的商業模式。”
另一方面，人們正在創造各種全新的生活方式，比如電子遊戲，語音服務，各種媒體終端的應用，這也使得新的管道和合作夥伴關係層出不窮。
各種各樣的新型網路、手機，還有各種媒體的應用。所以就出現了新的管道和合作夥伴。新的管道和合作夥伴，尤其是合作夥伴關係在目前這種新媒體層出不窮的時代顯得尤為重要。
CEO想什麼？
在這場變革中，首席執行官們的希望是什麼？David Sharpley 說：甲骨通過調查發現，通信行業的CEO們至少有5個方面的期望：1，把創新性的服務引入市場，2，提升客戶滿意度，3，改善交叉銷售或垂直銷售，使得每用戶平均收入和每用戶平均利潤都有所提高，4，減少計費問題和收入漏洞，5，控制成本，提升效率。
根據甲骨文聯合經濟學家情報部所做的一項全球電信行業研究調查資料，全球92%的運營商都已經引入“以客戶為中心”的戰略，但是，只有不到15％的人認為他們的策略非常成功；85％的企業都不是非常成功。問題在於，41％的運營商認為沒有掌握足夠的客戶資料，32％的人不知道要搜集什麼樣的客戶資料，而且不知道怎麼利用搜集起來的資料，而29％的人認為資料太分散，追蹤起來非常困難。
甲骨文稱，這次調查範圍遍及全球，調查了164家全球知名電信企業，其中40％來自亞太地區。
甲骨文推出AIA架構
據David Sharpley 介紹，甲骨文的通信行業市場策略包括三個部分。第一，向客戶提供模組化的應用產品，它們遵從通用，開放，標準性三方面的標準；提供按產品分類的集成方案，以及針對特定行業業務流程的完整套件；同時，通過靈活的部署和產品寫作促進業務轉型。
在此次發佈會上，甲骨文還向中國用戶推出了面向電信行業的應用集成架構（AIA）。甲骨文表示，AIA是建立在開放標準之上的一個大的應用框架，能提供可擴展、按產品化的元件。AIA可以包含顧客關係管理 (Customer Relationship Management)、計費與收入管理、ERP、運營支撐系統和服務交付平臺等。
甲骨文全球市場總監 Josh Aroner接受CNET記者採訪時說：AIA架構並不專屬於甲骨文產品，還可以説明系統集成商及其他合作夥伴在甲骨文的平臺上集成其他的應用產品。
甲骨文近年來在自身大力加強研究與開發的同時，還進行了多次收購來進一步擴充Oracle通信產品的技術力量：通過收購TimesTen，Oracle通信產品獲得了即時使用的記憶體中資料庫；通過收購Siebel，Oracle通信產品獲得了世界領先的CRM軟體；通過收購 Hotsip，Oracle通信產品獲得了IP網路的管理控制；通過收購Netcall，Oracle通信產品獲得了Parlay API的合法網路；通過收購Portal ，Oracle通信產品獲得了業界領先的計費和收入管理解決方案；通過收購Metasolv，甲骨文成了即時軟體的領先供應商；通過收購Netsure，Oracle通信產品獲得了網路智慧和分析解決方案。
Tuesday, March 18, 2008
CRM Case 4: GlaxoSmithKline’s Committed Quitters
Introduction
Pharmaceutical companies exploit the opportunity that customer relationship management (顧客關係管理) provides in increasing understanding of its patients. If this knowledge is fed into improving the pharma-patient relationship, it has the potential to boost patient support and, therefore, satisfaction. Improved patient satisfaction could ultimately lead to improved compliance, but can also be extended further into developing brand loyalty and maximizing retention. The case will now focus on highlighting pharmaceutical company which exemplify exceptional customer relationship management (顧客關係管理) within their operations.
Case Study
GlaxoSmithKline’s Committed Quitters
The added value that a tailored CRM program offers contributes to the perceived brand value that patients and physicians associate with a product. The following case study looks at an OTC (over-the-counter) brand that was supported effectively by a personalized support program that helped build brand loyalty and improve compliance. Components of this initiative may have applicability to prescription products.
Purchasers of GlaxoSmithKline’s smoking cessation products, such as Nicorette, Commit and NicoDerm, received free enrollment in Committed Quitters. Committed Quitters is a personalized stop smoking behavioral support plan that offers advice and counseling for smokers trying to quit, using GlaxoSmithKline’s nicotine replacement therapy produces. It is designed to help patients break the psychological dependence on cigarettes, while the smoking cessation products help relieve the physical dependence.
When GlaxoSmithKline’s smoking cessation products, particularly Nicorette and NicoDerm, were moving from prescription products to over-the-counter (OTC) status in the US in 1996, the FDA mandated that a support program be made available to consumers. A physician support program had already been provided. MicroMass (a CRM provider) was selected to handle the US program. In Europe, HealthMedia controls a European version of the program. When MicorMass developed the US Committed Quitters Program in 1996 for GlaxoSmithKline’s Nicorette and NicoDerm OTC (over-the-counter) brands, it set an industry standard for personalized smoking cessation and education programs that is now being replicated worldwide.
What does the program involve?
Committed Quitters involved a free, personally tailored quit plan, complete with newsletters, award certificates and other motivational materials, as well as a toll-free help line. Participants enrolled in the program by telephoning the toll-free number found inside the packaging or online at Committed Quitters. Patients were asked a series of questions and submitted a detailed smoking history. They then received a tailored profile and quitting program.
A series of customized self-help materials were sent throughout the 8-12 week course of therapy, to help users successfully cope with their specific triggers and issue in quitting. The program provides customized materials according to the individual’s smoking history and reasons for quitting and therefore, represented a departure, such as an untailored user guide or audiotape for helping smokers quit smoking.
Results
As of June 2000, a total of 575,000 consumers had enrolled in the Committed Quitters program since its launch in 1996. During this period, the program recorded a 350% increase in refills, and according to independent research conducted at the University of Pittsburgh (published in 2000), program participants were 56% more likely to quit smoking for 120 days than non-participants.
When compared to nicotine replacement therapy alone, the Committed Quitters support program had been clinically proven to increase a smoker’s chance of quitting successfully by up to 26% when paired with NicoDerm CQ and by up to 50% when paired with Nicorette, versus using either of these products alone (company press releases, October 2001)
In Europe, a study of 3971 smokers using the NicoDerm CQ 21 mg patch and receiving either HealthMedia’s tailored Committed Quitters Stop Smoking Pan or untailored support was conducted. There was a 28% increase in the number of people stopping smoking with the tailored support programs over the untailored, with 55% able to sustain 10 weeks of continuous abstinence from smoking as opposed to 43%. From the sales point of view, participants with the tailored materials purchased over 1445 more boxes than those with generic materials.
Pharmaceutical companies exploit the opportunity that customer relationship management (顧客關係管理) provides in increasing understanding of its patients. If this knowledge is fed into improving the pharma-patient relationship, it has the potential to boost patient support and, therefore, satisfaction. Improved patient satisfaction could ultimately lead to improved compliance, but can also be extended further into developing brand loyalty and maximizing retention. The case will now focus on highlighting pharmaceutical company which exemplify exceptional customer relationship management (顧客關係管理) within their operations.
Case Study
GlaxoSmithKline’s Committed Quitters
The added value that a tailored CRM program offers contributes to the perceived brand value that patients and physicians associate with a product. The following case study looks at an OTC (over-the-counter) brand that was supported effectively by a personalized support program that helped build brand loyalty and improve compliance. Components of this initiative may have applicability to prescription products.
Purchasers of GlaxoSmithKline’s smoking cessation products, such as Nicorette, Commit and NicoDerm, received free enrollment in Committed Quitters. Committed Quitters is a personalized stop smoking behavioral support plan that offers advice and counseling for smokers trying to quit, using GlaxoSmithKline’s nicotine replacement therapy produces. It is designed to help patients break the psychological dependence on cigarettes, while the smoking cessation products help relieve the physical dependence.
When GlaxoSmithKline’s smoking cessation products, particularly Nicorette and NicoDerm, were moving from prescription products to over-the-counter (OTC) status in the US in 1996, the FDA mandated that a support program be made available to consumers. A physician support program had already been provided. MicroMass (a CRM provider) was selected to handle the US program. In Europe, HealthMedia controls a European version of the program. When MicorMass developed the US Committed Quitters Program in 1996 for GlaxoSmithKline’s Nicorette and NicoDerm OTC (over-the-counter) brands, it set an industry standard for personalized smoking cessation and education programs that is now being replicated worldwide.
What does the program involve?
Committed Quitters involved a free, personally tailored quit plan, complete with newsletters, award certificates and other motivational materials, as well as a toll-free help line. Participants enrolled in the program by telephoning the toll-free number found inside the packaging or online at Committed Quitters. Patients were asked a series of questions and submitted a detailed smoking history. They then received a tailored profile and quitting program.
A series of customized self-help materials were sent throughout the 8-12 week course of therapy, to help users successfully cope with their specific triggers and issue in quitting. The program provides customized materials according to the individual’s smoking history and reasons for quitting and therefore, represented a departure, such as an untailored user guide or audiotape for helping smokers quit smoking.
Results
As of June 2000, a total of 575,000 consumers had enrolled in the Committed Quitters program since its launch in 1996. During this period, the program recorded a 350% increase in refills, and according to independent research conducted at the University of Pittsburgh (published in 2000), program participants were 56% more likely to quit smoking for 120 days than non-participants.
When compared to nicotine replacement therapy alone, the Committed Quitters support program had been clinically proven to increase a smoker’s chance of quitting successfully by up to 26% when paired with NicoDerm CQ and by up to 50% when paired with Nicorette, versus using either of these products alone (company press releases, October 2001)
In Europe, a study of 3971 smokers using the NicoDerm CQ 21 mg patch and receiving either HealthMedia’s tailored Committed Quitters Stop Smoking Pan or untailored support was conducted. There was a 28% increase in the number of people stopping smoking with the tailored support programs over the untailored, with 55% able to sustain 10 weeks of continuous abstinence from smoking as opposed to 43%. From the sales point of view, participants with the tailored materials purchased over 1445 more boxes than those with generic materials.
CRM case 3: HSBC DriverQuote
Introduction
The HSBC case study considers how detailed customer research through customer relationship management (顧客關係管理) enabled the HSBE to develop an award-winning product with its DriverQuote service, a vehicle quotation system which enables companies to compare vehicles by different categories that fit in with company policy.
Case Study
HSBC DriverQuote
Winning service
In 2003 HSBC won the Institute of Financial Service Innovation Award for the Most Innovative eDelivery Channel for its DriverQuote service. The service enables fleet managers and company car drivers to get quotes and order vehicles online. This follows the Fleet Innovation Gold Award given to HSBC for DriverQuote by the leading fleet and business car magazine, Fleet Week, Earlier in 2003.
HSBC DriverQuote was designed to be an easy-to-use vehicle quotation system that takes the burden off fleet managers and allow company car drivers to compare vehicles according to different categories such as emissions, price or fuel consumption based on their own organization’s car policy.
HSBC’s innovation for business customers achieved further success at the Awards, with its Business Internet Banking service winning the overall Grand Prix Winner-of-Winners prize and Best Internet Banking Service title.
Big business customers
Since its launch in 2002, over 255 companies have committed to installing HSBC DriverQuote, which equated to a fleet size of nearly 51,000 cars. Some of the UK’s largest fleets, including AT&T, Coca-Cola Enterprises and the Co-operative Wholesale Society are already using the system, following highly successful pilots.
DriverQuote abilities
HSBC DriverQuote differs to most other quotation systems in that it can be configured online to match a company’s tightly defined car policy by: setting the allocation criteria by price, fuel type, CO2 value, whole life costs, or engine size; restricting optional extras; reflecting negotiated manufacturer trading terms; and ensuring drivers only produce quotations appropriate to their grade or allocation.
Drivers can research the latest vehicle information and source instant quotations together with the financial implication for them in terms of contribution or tax. Once drivers have made their final decision and the fleet manager has authorized the order, HSBC has a policy of placing an order within 2 hours.
Lorraine Lea, head of ifs\BT Financial Innovation Awards, said: “The judges decided to award HSBC Vehicle Finance with the Most Innovative eDelivery Channel for 2003 because of its innovative design and clear focus on the need of the customer.”
Tim Holmes, head of HSBC Vehicle Finance, said: “The award for HSBC DriverQuote is a great tribute to our staff – they listened to our customers and understood their needs and then delivered a world class solution that drastically reduces the fleet manager’s workload, empowers driver and brings down the cost of motoring for the business.”
The HSBC case study considers how detailed customer research through customer relationship management (顧客關係管理) enabled the HSBE to develop an award-winning product with its DriverQuote service, a vehicle quotation system which enables companies to compare vehicles by different categories that fit in with company policy.
Case Study
HSBC DriverQuote
Winning service
In 2003 HSBC won the Institute of Financial Service Innovation Award for the Most Innovative eDelivery Channel for its DriverQuote service. The service enables fleet managers and company car drivers to get quotes and order vehicles online. This follows the Fleet Innovation Gold Award given to HSBC for DriverQuote by the leading fleet and business car magazine, Fleet Week, Earlier in 2003.
HSBC DriverQuote was designed to be an easy-to-use vehicle quotation system that takes the burden off fleet managers and allow company car drivers to compare vehicles according to different categories such as emissions, price or fuel consumption based on their own organization’s car policy.
HSBC’s innovation for business customers achieved further success at the Awards, with its Business Internet Banking service winning the overall Grand Prix Winner-of-Winners prize and Best Internet Banking Service title.
Big business customers
Since its launch in 2002, over 255 companies have committed to installing HSBC DriverQuote, which equated to a fleet size of nearly 51,000 cars. Some of the UK’s largest fleets, including AT&T, Coca-Cola Enterprises and the Co-operative Wholesale Society are already using the system, following highly successful pilots.
DriverQuote abilities
HSBC DriverQuote differs to most other quotation systems in that it can be configured online to match a company’s tightly defined car policy by: setting the allocation criteria by price, fuel type, CO2 value, whole life costs, or engine size; restricting optional extras; reflecting negotiated manufacturer trading terms; and ensuring drivers only produce quotations appropriate to their grade or allocation.
Drivers can research the latest vehicle information and source instant quotations together with the financial implication for them in terms of contribution or tax. Once drivers have made their final decision and the fleet manager has authorized the order, HSBC has a policy of placing an order within 2 hours.
Lorraine Lea, head of ifs\BT Financial Innovation Awards, said: “The judges decided to award HSBC Vehicle Finance with the Most Innovative eDelivery Channel for 2003 because of its innovative design and clear focus on the need of the customer.”
Tim Holmes, head of HSBC Vehicle Finance, said: “The award for HSBC DriverQuote is a great tribute to our staff – they listened to our customers and understood their needs and then delivered a world class solution that drastically reduces the fleet manager’s workload, empowers driver and brings down the cost of motoring for the business.”
微軟推出首個中文化CRM軟體
ZDNet記者馬培治／台北報導
2008/03/10 19:44
微軟今(10)日宣佈在台推出顧客關係管理軟體Dynamics CRM的首個中文化版本，加碼本地商業應用軟體市場。
微軟今發表商用套裝軟體產品線Dynamics中的新版顧客關係管理軟體CRM 4.0，除了首度支援繁體中文的操作介面，並增強既有的客戶管理模型及安全性設計，強調在沒有企業私有網路或目錄服務(AD)的情況下，仍可安全運行，此外亦強調與Office的整合更為緊密，可直接在Office介面中使用CRM，不必再另開程式執行視窗，企圖藉中文化與新功能搶攻本地CRM市場。
Dynamics CRM 4.0並非微軟首次在台灣推出的CRM版本，不過早前版本一直未中文化，在地化程度不如本土業者如通用數碼等，功能相較於主流大廠如被Oracle併購的Siebel等亦較為陽春，導致採用客戶成長速度有限。不過在推出中文化版本後，且搭配上CRM市場的成長，微軟認為前景將有所改觀。
微軟引述資策會資訊市場情報中心(MIC)的報告指出，2007台灣CRM應用軟體總支出達到12億台幣的規模，2010年並可望成長至19億，「不管是大型或中小企業，CRM未來市場應用潮流趨勢可期，」微軟中小企業解決方案暨經銷事業群總經理胡世衛透過新聞稿表示。
代理銷售Dynamics CRM的業者也相當看好未來發展。自3.0版本開始銷售的逸凡科技副總經理張賜賢便說，早前由於只有英文版本，產品只能賣給國際化程度較高的公司，銷售一年來也不過只有健身器材業者喬山、通訊設備廠合勤以及陽明海運三家客戶，但中文版計劃一出，「目前在談的就不只三家，全年預計可增加20個新客戶，」張賜賢說。
原廠與經銷商都看好微軟CRM前景，但分析師的態度則相對保守。
「CRM已經算是成熟的市場了，要再有顯著成長不易，」IDC(國際數據資訊)企業應用資深分析師薛如珊表示，從營收面來看，Siebel和Teradata就瓜分了本地大型企業CRM市場的大半，微軟中文化和Office整合等優勢雖的確有吸引力，「但要快速擴張也不容易，」她說。
「中小型企業多半則根本還是用Excel來做CRM，微軟的價格若無法壓低，也不容易快速打入這塊仍是空白的市場，」她說。
微軟並未提供Dynamics CRM的售價，不過通路業者表示，每個主機授權費用約10萬元，外加每個使用者約3.8萬元的授權費，一張訂單至少五、六十萬跑不掉。
SaaS版本暫不引進台灣
甫推出中文版本的Dynamics CRM 4.0，其實早在一月底就已在美國推出英文版本，當時微軟大力強調的，其實是支援SaaS的服務模式，還推出了兩個SaaS線上代管版本：由經銷商維運的Partner Hosting與微軟本身維運的Live版本。
不過顯然微軟在台灣市場並未強調SaaS，因為前者目前還在招募本地經銷商，後者微軟則暫不打算引進台灣。
微軟並未透露目前Partner Hosting CRM代管服務的招商進度，但現有經銷業者逸凡科技是直接表態：沒這打算。
「代管要建機房、備援，投資太大，經銷商根本做不起來，」張賜賢說，台灣企業對SaaS的接受度還不夠明確，且本土企業常有獨特的客製化需求，對於SaaS講究一致性的服務來說，並不適合。
不過分析師卻認為，目前國內CRM市場的空白主要在100人以下的小型企業，「SaaS反而是填補這塊市場的理想選擇，」薛如珊說。
她表示，本地小型企業對代管式服務的接受度越來越高，而Salesforce.com也在天新之外，簽下第二家本地代理商昊青，再加上本地主機代管業者戰國策日前亦投入CRM代管服務，「本地CRM市場在小型企業與SaaS上，反而比較看得到成長潛力，」薛如珊說。
2008/03/10 19:44
微軟今(10)日宣佈在台推出顧客關係管理軟體Dynamics CRM的首個中文化版本，加碼本地商業應用軟體市場。
微軟今發表商用套裝軟體產品線Dynamics中的新版顧客關係管理軟體CRM 4.0，除了首度支援繁體中文的操作介面，並增強既有的客戶管理模型及安全性設計，強調在沒有企業私有網路或目錄服務(AD)的情況下，仍可安全運行，此外亦強調與Office的整合更為緊密，可直接在Office介面中使用CRM，不必再另開程式執行視窗，企圖藉中文化與新功能搶攻本地CRM市場。
Dynamics CRM 4.0並非微軟首次在台灣推出的CRM版本，不過早前版本一直未中文化，在地化程度不如本土業者如通用數碼等，功能相較於主流大廠如被Oracle併購的Siebel等亦較為陽春，導致採用客戶成長速度有限。不過在推出中文化版本後，且搭配上CRM市場的成長，微軟認為前景將有所改觀。
微軟引述資策會資訊市場情報中心(MIC)的報告指出，2007台灣CRM應用軟體總支出達到12億台幣的規模，2010年並可望成長至19億，「不管是大型或中小企業，CRM未來市場應用潮流趨勢可期，」微軟中小企業解決方案暨經銷事業群總經理胡世衛透過新聞稿表示。
代理銷售Dynamics CRM的業者也相當看好未來發展。自3.0版本開始銷售的逸凡科技副總經理張賜賢便說，早前由於只有英文版本，產品只能賣給國際化程度較高的公司，銷售一年來也不過只有健身器材業者喬山、通訊設備廠合勤以及陽明海運三家客戶，但中文版計劃一出，「目前在談的就不只三家，全年預計可增加20個新客戶，」張賜賢說。
原廠與經銷商都看好微軟CRM前景，但分析師的態度則相對保守。
「CRM已經算是成熟的市場了，要再有顯著成長不易，」IDC(國際數據資訊)企業應用資深分析師薛如珊表示，從營收面來看，Siebel和Teradata就瓜分了本地大型企業CRM市場的大半，微軟中文化和Office整合等優勢雖的確有吸引力，「但要快速擴張也不容易，」她說。
「中小型企業多半則根本還是用Excel來做CRM，微軟的價格若無法壓低，也不容易快速打入這塊仍是空白的市場，」她說。
微軟並未提供Dynamics CRM的售價，不過通路業者表示，每個主機授權費用約10萬元，外加每個使用者約3.8萬元的授權費，一張訂單至少五、六十萬跑不掉。
SaaS版本暫不引進台灣
甫推出中文版本的Dynamics CRM 4.0，其實早在一月底就已在美國推出英文版本，當時微軟大力強調的，其實是支援SaaS的服務模式，還推出了兩個SaaS線上代管版本：由經銷商維運的Partner Hosting與微軟本身維運的Live版本。
不過顯然微軟在台灣市場並未強調SaaS，因為前者目前還在招募本地經銷商，後者微軟則暫不打算引進台灣。
微軟並未透露目前Partner Hosting CRM代管服務的招商進度，但現有經銷業者逸凡科技是直接表態：沒這打算。
「代管要建機房、備援，投資太大，經銷商根本做不起來，」張賜賢說，台灣企業對SaaS的接受度還不夠明確，且本土企業常有獨特的客製化需求，對於SaaS講究一致性的服務來說，並不適合。
不過分析師卻認為，目前國內CRM市場的空白主要在100人以下的小型企業，「SaaS反而是填補這塊市場的理想選擇，」薛如珊說。
她表示，本地小型企業對代管式服務的接受度越來越高，而Salesforce.com也在天新之外，簽下第二家本地代理商昊青，再加上本地主機代管業者戰國策日前亦投入CRM代管服務，「本地CRM市場在小型企業與SaaS上，反而比較看得到成長潛力，」薛如珊說。
CRM case 2: British Gas case study
Introduction
In recent times, utilities such as British Gas have begun to spend significant amounts of money in order to better understand their customers through customer relationship management (顧客關係管理) tools. In the UK market of the future, customers are expected to start selecting or staying with suppliers on the basis of service rather than product and price. Customer relationship management (顧客關係管理) is providing the means to best understand the customer during this process in order to match expectations with experience. However, utilities thus far have generally failed to analyze their own workforces in relation to the proposition that they are promoting.
On the whole, this has been due to a lack of applicable data being driven by the HR departments. Market research has certainly uncovered the link between variables such as employee satisfaction and customer satisfaction, but has done little to define and then influence the chain of causation between them.
British Gas now readily accepts the link between employee morale, perceptions of the business, and the service that it delivers at the front line. It is also beginning to understand what types of employee behavior creates the greatest level of customer satisfaction among customers in particular situations. If this can be understood then efficiencies can be gained with a complementary increase in customer satisfaction. Already companies like Marks & Spencer, Royal Bank of Scotland and Vodafone are applying these kinds of workforce metrics to answer the needs of identified customer segments.
British Gas is to be the focus of this report because of its movements towards innovative new methods within its call centers, designed to improve the overall package it provides to consumers. The company has shunned examples set by other firms, setting up high tech centers in the UK rather than abroad and investing heavily in its operatives in order to facilitate a smoother, more efficient support system.
Case Study
Overview of workforce metrics in the marketplace
Recognizing that value generation is the future of electricity supply, British Gas is now investing in providing the systems to enable call center agents to deliver in the “moments of truth” customer contacts. This has meant a wholesale change to the back office to provide agents with the tools to be able to act in this manner, but also a reappraisal of HR practices for rewarding particular types of behavior. Indeed, old standards of performance measurement and rewards will inhibit nay change towards a new proposition based on targeted service.
From the technology side, British Gas’ systems enable it to identify “know callers” so that agent can view their transaction history and type of customer. This in turn helps the agent to tailor their response according to what and how many products the customer has bought, and whether they pay on time. This can even enable operational metrics such as time of call to be adjusted to better guide the agent for particular caller types.
From the customer’s perspective, the agent is then empowered to handle their particular query without the need to be handed off to other agents with the consequent repetition of their details and concerns.
Attracting mature applicants
The advantage to British Gas is the opportunity to deliver elite service to high-value customers, and a basic service to lower-value ones. The ability to recognize and then act upon this has called for a change in its resourcing model in order to attract more mature applicants with relevant product and service experience. To date, most of the company’s call center applicants tend to be between 20-24 years of age, and cannot necessarily relate to older customers’ generation expectations.
Certainly, as staff are expected to become proactive, involved in market research for products, cross-selling products, and profiling customers, a greater level of knowledge will be required. Unsurprisingly, British gas’ Scottish subsidiary, Scottish Gas, has therefore taken the decision to invest ￡21 million in a call center in Edinburgh instead of following the call factory/low cost option of Powergen in outsourcing certain service functions to India. Higher skill, high levels of commitment, and high morale will be one of the keys to success in delivering the multi-service proposition effectively and profitably.
Application of workforce metrics at British Gas
Call centers, operating on an independent basis, currently serve British Gas’s multi-service proposition, which includes energy, home services and insurance. Each center is organized around particular specialisms and product sets. However, in tangent with the development to computer systems, staff responsibilities are being reappraised. Each service member is being allocated one of three areas:
1) Customer Service
2) Customer Sales
3) Customer Support (Processing)
Within each of these areas, particular skills and competencies are stressed in training, taking a “job family” approach to support them. By aligning skill sets, knowledge and competencies with particular activities, staff can be more confident in their approach, and better empowered to handle customer service queries. By assigning individual role profiles to the three job families, employees understand what skills are required of them, and the performance measures related to their specific functions along with the associated reward framework.
Whilst this approach has been taken in the service centers initially, it is now being developed across British Gas. All employees from front to the back office are now being assigned to particular job families, with their reward packages being redeveloped as a result.
Implementation of job-family approach
The job-family approach has yet to be completed, but British Gas is considering introducing further layers to its front-line segmentation. Just as companies like Vodafone and Orange have gone about matching employee segments to customer segments, British Gas is now assessing these principles in accordance with its own customer relationship management (顧客關係管理) approach. In future this should allow the delivery of particular customer behavior aimed towards retaining and developing the relationship with exiting customers whilst also acquiring new ones.
Incentives and new billing techniques
British Gas now offers a paperless billing service, providing customers with a ￡5 annual discount per fuel for signing away from traditional billing. However, the company’s customers still expect excellent service, since these have been heir leading brand values in advertising.
Customers believe they are doing the utility a favor by providing their own meter readings, feel annoyed about waiting at the call center, and are reluctant to go online to have their queries handled. The difference is that these customers have been raised with high service expectations, potentially higher than those that can be profitably met. At a low cost utility like Atlantic, meter readings are only read once a year, with most customers understanding that this is the consequence of a low price.
With this in mind, British Gas has begun to manage its customer expectations appropriately, and one step at a time. The guarantees are being raised level by level in accordance with investments, but should eventually encompass factors such as call response time, email response time, and numbers of meter readings or visits. By such means, the company, with its service brand promise, can begin to deliver upon its word without necessarily incurring the high costs of meeting unrealistically high current expectations.
Conclusions
British Gas has recognized the crucial value that service staff must play if it is to succeed in offering a multi-service proposition. Its call centers simply cannot become call factories if its staff are to be sufficiently empowered and interested to deliver the “moment of truth” service that can lead to improved customer value.
The job family approach cannot be viewed as a simple HR procedure, but should be examined in relation to the proposition as a whole. Job families have been created as a result of improved customer relationship management (顧客關係管理) capabilities that can identify the “moment of truth”, and then tailor the service response accordingly. This inevitably involves higher training costs, but should enable British Gas to provide a service level that is differentiated by customer type, and therefore differentiated from the level of service provided by other suppliers. For British Gas, call centers are not a “necessary evil”, but are a lead generator and a sales tool.
As the market matures and price diminishes in importance, the role of service should increase in the customer’s decision-making process regarding switching, which could work to the benefit of British Gas. Its ability to influence this through the workforce analytical approach is in turn dependent upon whether appropriate rewards can be introduced to alter existing staff’s approach to service. This will require ongoing review, appraisal, and adjustment if truly customer-centric service behavior is to develop.
CRM case 1: Anytime, Anywhere
Good running of customer relationship management (顧客關係管理) give an insight for firms to understand the market trend so that firms can adapt the changing environment and anticipate the future needs. Here is an article about how Microsoft makes use of customer relationship management (顧客關係管理) for their research and development of Windows Mobile software.
Anytime, Anywhere
By Tim Bajarin
About 10 years ago, I had an interesting discussion with Bill Gates while on a visit to Microsoft’s headquarters in Redmond. At the time, he was touting some new mobile software that Microsoft was about to release, and reiterating that this was part of his vision for “information at your fingertips, anytime and anywhere you happen to be.”
In fact, if you’ve been following Microsoft for any length of time, you already know that this mobile mantra has been one of the company’s major drivers. This is why it has made such an investment in Windows Mobile software, and why today the idea of delivering a more robust mobile operating system for laptops, tablets, and smartphones has become part of the company’s DNA.
As of last year, laptops outsold desktops; by decade’s end, some analysts believe that laptops will account for 65% of all computers sold. Today, smartphones represent only about 7% of the 1.1 billion cell phones sold annually, but by 2010, analysts believe they’ll account for up to 22%
The fact is that we’re becoming, more and more, a mobile society. Businesses and consumers want their information, email, applications-even entertainment-on demand, no matter where they happen to be.
That trend is clearly in the sight of all of the personal computer, consumer electronics, and mobile handset makers, as they and the telephony carriers rush to deliver high-speed wireless networks and mobile devices of all kinds, capable of delivering business in an instant.
New third-generation (3G) and fourth-generation (4G) wireless network will soon deliver wireless connection with speeds well over 4MBPS. In the future, WiMax networks will become the wireless workhorse, delivering connections up to 70 MBPS. And WiFi hotspots are popping up everywhere, making it easier to get connected even if you don’t have a cellular modem in your laptop.
As more and more applications get delivered via the internet cloud, the need for high-speed, smart, wireless devices will only increase. It’s time we prepared businesses and consumers alike for a world where business applications, information and even consumer-driven entertainment are delivered - as Bill Gates suggested a decade ago - “anytime and anywhere you happen to be.”
Tim Bajarin, president of Creative Strategies, is a leading authority within the Customer Relationship Management industry. He will also be a presenter at the destination CRM 2008 conference, taking place August 18-21 in New York.
Anytime, Anywhere
By Tim Bajarin
About 10 years ago, I had an interesting discussion with Bill Gates while on a visit to Microsoft’s headquarters in Redmond. At the time, he was touting some new mobile software that Microsoft was about to release, and reiterating that this was part of his vision for “information at your fingertips, anytime and anywhere you happen to be.”
In fact, if you’ve been following Microsoft for any length of time, you already know that this mobile mantra has been one of the company’s major drivers. This is why it has made such an investment in Windows Mobile software, and why today the idea of delivering a more robust mobile operating system for laptops, tablets, and smartphones has become part of the company’s DNA.
As of last year, laptops outsold desktops; by decade’s end, some analysts believe that laptops will account for 65% of all computers sold. Today, smartphones represent only about 7% of the 1.1 billion cell phones sold annually, but by 2010, analysts believe they’ll account for up to 22%
The fact is that we’re becoming, more and more, a mobile society. Businesses and consumers want their information, email, applications-even entertainment-on demand, no matter where they happen to be.
That trend is clearly in the sight of all of the personal computer, consumer electronics, and mobile handset makers, as they and the telephony carriers rush to deliver high-speed wireless networks and mobile devices of all kinds, capable of delivering business in an instant.
New third-generation (3G) and fourth-generation (4G) wireless network will soon deliver wireless connection with speeds well over 4MBPS. In the future, WiMax networks will become the wireless workhorse, delivering connections up to 70 MBPS. And WiFi hotspots are popping up everywhere, making it easier to get connected even if you don’t have a cellular modem in your laptop.
As more and more applications get delivered via the internet cloud, the need for high-speed, smart, wireless devices will only increase. It’s time we prepared businesses and consumers alike for a world where business applications, information and even consumer-driven entertainment are delivered - as Bill Gates suggested a decade ago - “anytime and anywhere you happen to be.”
Tim Bajarin, president of Creative Strategies, is a leading authority within the Customer Relationship Management industry. He will also be a presenter at the destination CRM 2008 conference, taking place August 18-21 in New York.
顧客關係管理問卷調查的須知 DO's and DON'Ts for CRM Survey
Customer relationship management (顧客關係管理) is essential to companies. Greatly understanding potential customers’needs and behaviors is one of the successful factors for them. They can gain and analyze the information through varieties of research method and then provide what products or services that potential customers’needs and wants.
Vovivi is the leading provider of Enterprise Feedback Management (EFM) solutions, providing online survey software, survey template, analytic expertise, and research services to decision makers in the enterprise, research, and government markets. Organizations worldwide, including more than half of the Fortune 500, rely on Vovivi to help them better identify employee satisfaction and act on that information in order to create long-term relationships, increase profitability, and facilitate time-critical actions that drive business results.
Don’t ask too many questions
It’s easy to ask too many questions or include questions that are very complex. Avoid questions that are too granular and try not to incorporate topics without a clear focus. You can easily scare away or confuse respondents and not get the information you are after.
Do keep surveys simple and focused
Studies show that keeping surveys short-with no more than 30 questions-is the best practice. In many cases surveys can be much shorter. Focus on a single underlying theme and ask questions to gather the exact information you need. Resist the temptation to ask, “Just one more question….”
Don’t take response for Granted
A survey is not successful without respondents. People have plenty of things to do with their time, and despite the importance you may place on the survey, it is usually not a high priority. If you don’t pay sufficient attention to how you recruit respondents, you may be faced with a poor response rate, a high abandonment rate, or both.
Do invite respondents with care
A strong invitation shows respect for recipients and their time. Studies have shown that most email recipients look at and email for eight seconds before deciding whether or not to take action. If you can’t grab a recipient’s action and provide them with a reason to take action in those eight seconds, you’ve lost them.
Don’t contribute to the spam problem
Everyone hates spam and spammers. But you don’t want them to hate you, your survey, or your company. To make sure you are not sending Spam, take care to avoid violating the CAN-SPAM Act and be sure you know where your lists are coming from.
Do use lists appropriately
The respondents to your survey will come from either your own lists (your customers or employees, for example), or from outside lists. If you are not using your own list, invite respondents using reputable, third-party list brokers or panel providers. These organizations enable distributions to their lists without directly providing you with the names and addressed of the prospective respondent.
Don’t substitute data for analysis
Once responses are compiled, many organizations present the data they’ve gathered in a linear fashion that exactly follows the order of the survey questions. Little analysis is performed and data is merely repeated for everyone to see. The data is not compelling and few people read the reports. In effect, the value of the survey data is severely degraded because people find it hard to see any actionable data in the survey.
Do analyze results and present a compelling story
Analysis is key to making the data useful, so don’t assume the data will speak for itself. Present results by telling a story using a combination of charts, graphs, and narrative. Use visual variety to lead your audience through the information and point out the important results. Don’t assume that just because data is presented on the page, people will read it. Use callouts and brief analysis to show people what’s important on each stage.
Don’t underestimate the value of data
All primary data is valuable because it provides information you can’t get anywhere else. The data you are collecting may originally have been intended for one purpose only, but most of the time it can have significant uses and value beyond that one project.
Do repurpose and share the data
As you analyze and report on your data, include colleagues who might benefit from the same information. You can also share it with your customers and prospects, with business partners, with press, and with anyone in your industry who might be interested in the results. Some organizations have developed a reputation for thought leadership in their markets simply by publicizing their survey results.
Vovivi is the leading provider of Enterprise Feedback Management (EFM) solutions, providing online survey software, survey template, analytic expertise, and research services to decision makers in the enterprise, research, and government markets. Organizations worldwide, including more than half of the Fortune 500, rely on Vovivi to help them better identify employee satisfaction and act on that information in order to create long-term relationships, increase profitability, and facilitate time-critical actions that drive business results.
Don’t ask too many questions
It’s easy to ask too many questions or include questions that are very complex. Avoid questions that are too granular and try not to incorporate topics without a clear focus. You can easily scare away or confuse respondents and not get the information you are after.
Do keep surveys simple and focused
Studies show that keeping surveys short-with no more than 30 questions-is the best practice. In many cases surveys can be much shorter. Focus on a single underlying theme and ask questions to gather the exact information you need. Resist the temptation to ask, “Just one more question….”
Don’t take response for Granted
A survey is not successful without respondents. People have plenty of things to do with their time, and despite the importance you may place on the survey, it is usually not a high priority. If you don’t pay sufficient attention to how you recruit respondents, you may be faced with a poor response rate, a high abandonment rate, or both.
Do invite respondents with care
A strong invitation shows respect for recipients and their time. Studies have shown that most email recipients look at and email for eight seconds before deciding whether or not to take action. If you can’t grab a recipient’s action and provide them with a reason to take action in those eight seconds, you’ve lost them.
Don’t contribute to the spam problem
Everyone hates spam and spammers. But you don’t want them to hate you, your survey, or your company. To make sure you are not sending Spam, take care to avoid violating the CAN-SPAM Act and be sure you know where your lists are coming from.
Do use lists appropriately
The respondents to your survey will come from either your own lists (your customers or employees, for example), or from outside lists. If you are not using your own list, invite respondents using reputable, third-party list brokers or panel providers. These organizations enable distributions to their lists without directly providing you with the names and addressed of the prospective respondent.
Don’t substitute data for analysis
Once responses are compiled, many organizations present the data they’ve gathered in a linear fashion that exactly follows the order of the survey questions. Little analysis is performed and data is merely repeated for everyone to see. The data is not compelling and few people read the reports. In effect, the value of the survey data is severely degraded because people find it hard to see any actionable data in the survey.
Do analyze results and present a compelling story
Analysis is key to making the data useful, so don’t assume the data will speak for itself. Present results by telling a story using a combination of charts, graphs, and narrative. Use visual variety to lead your audience through the information and point out the important results. Don’t assume that just because data is presented on the page, people will read it. Use callouts and brief analysis to show people what’s important on each stage.
Don’t underestimate the value of data
All primary data is valuable because it provides information you can’t get anywhere else. The data you are collecting may originally have been intended for one purpose only, but most of the time it can have significant uses and value beyond that one project.
Do repurpose and share the data
As you analyze and report on your data, include colleagues who might benefit from the same information. You can also share it with your customers and prospects, with business partners, with press, and with anyone in your industry who might be interested in the results. Some organizations have developed a reputation for thought leadership in their markets simply by publicizing their survey results.
Wednesday, March 12, 2008
顧客關係管理的定義 Definition of Customer Relationship Management CRM
Customer Relationship Management (顧客關係管理) can be defined as thestrategy by which a company attempts to maximize the value of its market by managing and maintaining the customer relationship. The goal is to improve customer retention and support market development, while reducing the operating costs attributed to sales, marketing and customer fulfillment activities.
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