1外外外外文文文文翻翻翻翻譯譯譯譯畢業(yè)設(shè)計畢業(yè)設(shè)計畢業(yè)設(shè)計畢業(yè)設(shè)計題目題目題目題目CRM系統(tǒng)中商業(yè)智能模塊的設(shè)計與開發(fā)系統(tǒng)中商業(yè)智能模塊的設(shè)計與開發(fā)系統(tǒng)中商業(yè)智能模塊的設(shè)計與開發(fā)系統(tǒng)中商業(yè)智能模塊的設(shè)計與開發(fā)原文原文原文原文1AMODELOFCUSTOMERRELATIONSHIPMANAGEMENTANDBUSINESSINTELLIGENCESYSTEMSFORCATALOGUEANDONLINERETAILERS譯文譯文譯文譯文1客戶關(guān)系管理和商業(yè)智能系統(tǒng)客戶關(guān)系管理和商業(yè)智能系統(tǒng)客戶關(guān)系管理和商業(yè)智能系統(tǒng)客戶關(guān)系管理和商業(yè)智能系統(tǒng)在在在在商品目錄商品目錄商品目錄商品目錄和在線零售商和在線零售商和在線零售商和在線零售商中的應(yīng)用中的應(yīng)用中的應(yīng)用中的應(yīng)用模型模型模型模型原文原文原文原文2INTELLIGENTPROFITABLECUSTOMERSSEGMENTATIONSYSTEMBASEDONBUSINESSINTELLIGENCETOOLS譯文譯文譯文譯文2基于商業(yè)智能工具的智能盈利客戶細分系統(tǒng)基于商業(yè)智能工具的智能盈利客戶細分系統(tǒng)基于商業(yè)智能工具的智能盈利客戶細分系統(tǒng)基于商業(yè)智能工具的智能盈利客戶細分系統(tǒng)2AMODELOFCUSTOMERRELATIONSHIPMANAGEMENTANDBUSINESSINTELLIGENCESYSTEMSFORCATALOGUEANDONLINERETAILERSASMORERETAILERSEVOLVEINTOCUSTOMERCENTRICANDSEGMENTBASEDBUSINESS,BUSINESSINTELLIGENCEBIANDCUSTOMERRELATIONSHIPMANAGEMENTCRMSYSTEMSAREPLAYINGAKEYROLEINACHIEVINGANDMAINTAININGCOMPETITIVEADVANTAGEFORTHEPASTTENYEARS,THEAUTHORSHAVEHADTHERAREOPPORTUNITYOFOBSERVINGANDINTERVIEWINGEMPLOYEESANDMANAGERSOFTHREEDIFFERENTMANAGEMENTTEAMSATTHREESEPARATEFINGERHUTCOMPANIESASTHEYEXPERIMENTEDWITHVARIOUSITSFORTHEIRCOMPANIESWHENTHEFIRSTFINGERHUTCOMPANYPEAKEDIN1998,ASMANYAS200ANALYSTSAND40STATISTICIANSMINEDTHEDATABASEFORINSIGHTSTHATHELPEDPREDICTCONSUMERSHOPPINGPATTERNSANDCREDITBEHAVIORDATAMININGANDBIHELPEDFINGERHUTSPOTSHOPPINGPATTERNS,BRINGPRODUCTOFFERINGSTOTHERIGHTCUSTOMERS,ANDNURTURECUSTOMERRELATIONSHIPSBY1998,FINGERHUTWASTHESECONDLARGESTCATALOGUERETAILERINTHEUSWITHREVENUESNEARING2BILLIONHOWEVER,AFTERFEDERATEDACQUIREDFINGERHUTIN1999ANDMADEITASUBSIDIARY,FINGERHUTNET,ITSUFFEREDGREATLOSSESANDWASEVENTUALLYLIQUIDATEDFINALLY,ANEWCOMPANY,FINGERHUTDIRECTMARKETING,WASRESURRECTEDIN2002UNDERANEWMANAGEMENTTEAM,ANDITONCEAGAINBECAMESUCCESSFULWHATWENTRIGHTWHATWENTWRONGTHEPAPERCONCLUDESWITHCRMANDBISYSTEMSSUCCESSFACTORSANDADISCUSSIONOFLESSONSLEARNED1INTRODUCTIONTHEUSEOFITHASCREATEDNEWWAYSFORFIRMSTOEXPLOITVASTPOTENTIALSOFCUSTOMERRELATIONSHIPSTHATHAVENEVERBEENEXPLOITEDBEFOREWITHGROWINGCOMPETITIONFROMBOTHTRADITIONALANDONLINEBUSINESSES,KEEPINGCUSTOMERSSATISFIED,INCREASINGPOTENTIALSALES,ANDMAINTAININGCUSTOMERLOYALTYBECOMESTRATEGICALLYIMPORTANTTOBUSINESSSUCCESSTOIMPROVEANDEXPLOITCUSTOMERRELATIONSHIPS,BUSINESSINTELLIGENCEBITOOLSAREUSEDTOASSISTCRMSYSTEMSFOCUSONDECISIONSUPPORT,MARKETRESEARCH,TARGETMARKETING,CUSTOMERSERVICE,ANDCUSTOMERCOLLABORATIONINPRODUCTSANDSERVICESDESPITENUMEROUSCRMSTUDIES,VERYLITTLEEFFORTHASBEENMADEININCORPORATINGCONSUMERPREFERENCESFORCUSTOMERSATISFACTIONANDRELATIONSHIPSWANGANDHEAD10REPORTTHATMOSTRESEARCHONCONSUMERBEHAVIORADDRESSESTHEACQUISITIONSTAGE,WHILERESEARCHINTHERETENTIONSTAGEISSTILLINITSINFANCYTHISPAPERDEALSWITHTHISPAUCITYOFRESEARCH,ANDPRESENTSCASESTUDIESONTHESUCCESSANDFAILUREOFCUSTOMERRELATIONSHIPSANDBUSINESSPOTENTIALSALES,ANDMAINTAININGCUSTOMER3LOYALTYBECOMESTRATEGICALLYIMPORTANTTOBUSINESSSUCCESSTOIMPROVEANDEXPLOITCUSTOMERRELATIONSHIPS,BUSINESSINTELLIGENCEBITOOLSAREUSEDTOASSISTCRMSYSTEMSFOCUSONDECISIONSUPPORT,MARKETRESEARCH,TARGETMARKETING,INTELLIGENCETHEPAPERIDENTIFIESSTRATEGIESANDTHESUCCESSESANDFAILURESATFINGERHUTINC,THESECONDLARGESTCATALOGUEMAILORDERCOMPANYINTHEUSIN1999,ANDADDRESSESTHEFOLLOWINGQUESTIONS1WHATARETHEIMPACTSOFPRICEDISCRIMINATIONONCUSTOMERRELATIONSHIPS2WHATARETHEIMPACTSOFCRMAND/ORBISYSTEMSONCATALOGUEANDONLINERETAILINGBUSINESSES3WHATARETHEIMPACTSOFHIGHSWITCHINGCOSTSAND/ORLOCKINSTRATEGIESONCUSTOMERRELATIONSHIPS4WHATISASUCCESSFULOUTCOMEMODELFORCATALOGUEANDONLINEBUSINESSES6LESSONSLEARNED,INSIGHTS,ANDSUCCESSFACTORSASECOMMERCEEVOLVES,NEWVISIONSANDPARADIGMSEMERGEHOWDOCONVENTIONALMANAGEMENTSTRATEGIESANDPROCESSESCOMPAREWITHTHEEXPERIENCEGAINEDFROMTHESUCCESSESANDFAILURESATFINGERHUTANDHOWDOCONVENTIONALMANAGEMENTSTRATEGIESANDPROCESSESCOMPAREWITHTHEEXPERIENCEGAINEDFROMTHECRMSUCCESSESANDFAILURESATFINGERHUTTHELESSONSLEARNEDWERE1THEUSEOFBIANDCRMATFINGERHUTREDUCESTHETHREATSOFPRICEANDCOSTTRANSPARENCYANDDISINTERMEDIATIONEARLYECOMMERCEVISIONSPREDICTEDTHATPRICEANDCOSTTRANSPARENCYWOULDCAUSECUSTOMERSTOMOVETORETAILERSWHOOFFEREDLOWESTPRICES,ANDTHATDIRECTSALESWOULDELIMINATEINTERMEDIARIESWITHINNOVATIONINOLAPANDDM,FINGERHUTWASABLETOLOCKINCUSTOMERSINTHESUBPRIMEMARKET,PREDICTBUYERPATTERNS,ANDMAINTAINCUSTOMERSTRUSTANDLOYALTYDMALSOALLOWEDFINGERHUTTOFOCUSITSEFFORTSONNURTURINGBUYERBEHAVIORSTHISWASAWINWINSTRATEGYWHICHRESULTEDINCUSTOMERSATISFACTIONANDTRUSTWHILEBRINGINGMOREPROFITSTOFINGERHUT2HIGHSWITCHINGCOSTSDONOTHURTCUSTOMERSATISFACTIONBECAUSEFINGERHUTTAILOREDITSPRODUCTSANDCREDITSERVICESTOITSCUSTOMERS,CUSTOMERSATISFACTIONLEVELANDLOYALTYWASHIGHITWASONLYAFTERFEDERATEDEXTENDEDCREDITBEYONDCUSTOMERSABILITYTOPAYTHATCUSTOMERSBECAMEDISSATISFIEDASWEHAVESEENINTHECREDITMARKETRECENTLY,SUBPRIMEMORTGAGELENDERSWHOOFFERCREDITBEYONDCUSTOMERSABILITYTOPAYALSOSUFFERFAILURE3PRICEDISCRIMINATIONAMONGSALESCHANNELSHURTCUSTOMERRELATIONSHIPSWHENLOCKINANDHIGHSWITCHINGCOSTSAREREMOVEDAFTERFEDERATEDGAVEFORMERFINGERHUTCUSTOMERSCREDITCARDS,THEYSHOPPEDELSEWHEREFORLOWERPRICES4SUCCESSINTHECATALOGUEMAILORDERBUSINESSDOESNOTGUARANTEESUCCESSINONLINEECOMMERCE4PUNDITSPREDICTEDTHATITWOULDBEEASYFORCATALOGUEMAILORDERCOMPANIESTOMOVEINTOONLINERETAILINGBECAUSETHEYOPERATEDWITHOUTPHYSICALSTORESHOWEVER,HAVINGPASTEXPERIENCEINORDERFULFILLMENTANDINRUNNINGBUSINESSESWITHOUTPHYSICALSTORESDOESNOTAUTOMATICALLYTRANSLATEINTOSUCCESSINONLINEBUSINESS作者DIENDPHAN，DOUGVOGEL國籍USA出處INFORMATIONGUPTALEHMANN,2003HWANG,JUNG,ANDSUH2004SUGGESTEDANEWCUSTOMERPROFITABILITYMODELCONSIDERINGPASTPROFITCONTRIBUTION,POTENTIALBENEFITINDICATEDCROSSSELLINGANDUPSELLINGOPPORTUNITY,ANDDEFECTION8PROBABILITYOFACUSTOMERMEASUREDCUSTOMERLOYALTYANDSEGMENTEDCUSTOMERSBASEDONTHEIRMODELHOWEVER,THEYSAIDTHATITHADSOMELIMITATIONSSUCHASNOTCONSIDERINGTHEREACTIVATIONPOSSIBILITYOFCUSTOMERS,ATTRACTING/SERVICINGCOSTANDCAUSESOFCUSTOMERDEFECTIONITISDIFFICULTANDCOMPLICATEDTODEVELOPANEFFECTIVEANDEXACTCUSTOMERPROFITABILITYMODELANDSEGMENTPROFITABLECUSTOMERSBASEDONTHATMODELINTHISSTUDY,WEPROVIDEANEASY,EFFICIENTANDMOREPRACTICALALTERNATIVEAPPROACHTHROUGHTHECUSTOMERSATISFACTIONSURVEYFORTHEPROFITABLECUSTOMERSSEGMENTATIONINSTEADOFUSINGTHATMODELTHETYPICALCUSTOMERSATISFACTIONSURVEYCOLLECTSDATAONTHECAUSALCONTEXTOFSATISFACTION,IEANTECEDENTSEGPERCEIVEDPERFORMANCEOFVARIOUSPRODUCTATTRIBUTES/SERVICEANDCONSEQUENCESEGOVERALLSATISFACTIONLEVEL,REPURCHASEINTENTIONSANDWORDOFMOUTHINTENTIONSACCORDINGTOTHESATISFACTIONPROFITCHAINPRINCIPLEANDERSONMITTAL,2000,IMPROVINGPRODUCTANDSERVICEATTRIBUTESCAUSESINCREASEDCUSTOMERSATISFACTION,INCREASEDCUSTOMERSATISFACTIONLEADSTOGREATERCUSTOMERRETENTIONANDIMPROVINGCUSTOMERRETENTIONGREATERPROFITABILITYEMPIRICALRESEARCHESHAVESHOWNTHATINCREASINGOVERALLSATISFACTIONLEADSTOGREATERREPURCHASEINTENTIONS,ASWELLASTOACTUALREPURCHASEBEHAVIORANDCOMPANIESWITHHIGHCUSTOMERSATISFACTIONANDRETENTIONCANEXPECTHIGHERPROFITSREICHHELDFREDERICK,1996INTHISSTUDY,WEUSETHECUSTOMERSOVERALLSATISFACTIONLEVEL,REPURCHASEINTENTIONS,WORDOFMOUTHINTENTIONSOBTAINEDFROMTHECUSTOMERSATISFACTIONSURVEYANDHIS/HERPROFIT/LOSSTOACOMPANYDERIVEDFROMTHEACCOUNTINGDATABASEOFITFORTHEFIRSTSTEPOFPROFITABLECUSTOMERSSEGMENTATION3PROFITABLECUSTOMERSSEGMENTATIONBASEDONCUSTOMERSATISFACTIONSURVEYWEPROPOSEASURVEYBASEDPROFITABLECUSTOMERSSEGMENTATIONSYSTEMSPCSSBASEDONDATAMININGANDAGENTTECHNOLOGYTHATDESIGNS,EXECUTESONLINE,EMAIL,ETCCUSTOMERSATISFACTIONSURVEYANDCONDUCTSPREDEFINEDMININGPROCESSESFORTHEPROFITABLECUSTOMERSSEGMENTATIONSPCSSHASAMULTIAGENTBASEDARCHITECTUREANDTHEINTEGRATIONOFPREDEFINEDMININGPROCESSESINTODECISIONSUPPORTSYSTEMFRAMEWORKTHEREARETHREETYPESOFINTELLIGENTAGENTSWITHINTHESPCSSARCHITECTURESURVEYMANAGEMENTSMAGENTWITHSURVEYKNOWLEDGEBASETHATPROVIDESSYSTEMCOORDINATION,FACILITATESMINEDKNOWLEDGECOMMUNICATION,ANDTAKESTHECHARGEOFDESIGNANDEXECUTIONOFCUSTOMERSATISFACTIONSURVEY,PROFITABLECUSTOMERSSEGMENTATIONPCSAGENTTHATSEGMENTSPROFITABLECUSTOMERSAMONGALL9THESURVEYEDCUSTOMERSTHROUGHTHEMININGOFINTEGRATEDDATAFROMTHECUSTOMERSATISFACTIONSURVEYANDACCOUNTINGDATABASEANDDECIDESTHEPRIORITYORDERFOREACHNONPROFITABLECUSTOMERACCORDINGTOTHESIZEOFPOSSIBILITYTHATHE/SHEISCONVERTEDTOPROFITABLEONETHROUGHTHEMININGOFINTEGRATEDDATAFROMTHECUSTOMERSATISFACTIONSURVEYANDCUSTOMERDATABASE,ANDUSERASSISTANTAGENTTHATACTSASTHEINTELLIGENTINTERFACEAGENTBETWEENTHEUSEREGTHEENGINEEROFCUSTOMERSATISFACTIONCENTERANDTHESPCSS作者JANGHEELEE,SANGCHANPARK國籍SOUTHKOREA出處EXPERTSYSTEMSWITHAPPLICATIONS，2005，29145152基于商業(yè)基于商業(yè)基于商業(yè)基于商業(yè)智能工具的智能智能工具的智能智能工具的智能智能工具的智能盈利盈利盈利盈利客戶細分系統(tǒng)客戶細分系統(tǒng)客戶細分系統(tǒng)客戶細分系統(tǒng)10摘要摘要摘要摘要客戶關(guān)系管理的成功，很重要的就是為公司尋找盈利客戶。許多客戶關(guān)系管理的研究已經(jīng)進行客戶盈利能力的計算，并為它開發(fā)了一個全面的模型。盡管如此，他們大多有一定的局限性，基于客戶盈利能力模型的相應(yīng)客戶細分仍未得到充分利用。本文旨在提供一種簡單，有效和更務(wù)實的替代方法，它是基于盈利客戶細分后的客戶滿意度調(diào)查。我們提出了一個基于多方代理的系統(tǒng)，名為基于調(diào)查后的盈利客戶細分系統(tǒng)，用來實施客戶滿意度調(diào)查，管理客戶滿意度調(diào)查的收集，社會人口統(tǒng)計，通過商業(yè)智能工具的綜合使用核算數(shù)據(jù)庫，其中商業(yè)智能工具如DEA（數(shù)據(jù)包絡(luò)分析法），自組織映射（SOM）的神經(jīng)式網(wǎng)絡(luò)和進行有利潤客戶細分的C45。下面用一個關(guān)于汽車公司盈利客戶細分的研究案例來進行說明。2盈利盈利盈利盈利客戶細分和客戶滿意度調(diào)查客戶細分和客戶滿意度調(diào)查客戶細分和客戶滿意度調(diào)查客戶細分和客戶滿意度調(diào)查傳統(tǒng)的客戶細分模型是基于人口，態(tài)度，以及客戶心理屬性（格里芬，2003）。他們給的結(jié)果過于簡單，對于今天的復(fù)雜的商業(yè)環(huán)境來說太不準確了。最近，基于各種信息系統(tǒng)收集的客戶交易和行為數(shù)據(jù)（如購買的類型，數(shù)量和歷史，呼叫中心的投訴，索賠，網(wǎng)絡(luò)活動的數(shù)據(jù)等）的客戶細分頻繁被使用。然而，基于他/她盈利能力的客戶細分對一個公司來說仍然是不足的?？蛻粲芰κ强蛻舻燃壍暮饬浚侵甘杖霚p去某一特定客戶產(chǎn)生超過給定時間，并已研究了客戶價值的名稱，客戶終身價值，按揭成數(shù)及客戶權(quán)益的成本。許多客戶盈利能力的研究著眼于從過去的利潤貢獻來預(yù)計未來的現(xiàn)金流，而沒有考慮盈利貢獻變化造成的客戶流失（伯杰和納斯爾，1998；古普塔和萊曼，2003）。黃，鄭，和蘇（2004年）提出了新客戶的盈利能力模型，這個模型考慮到了過去的盈利貢獻，交叉銷售的潛在利益和向上銷售的機會，測量客戶忠誠度來判定顧客流失的可能性和客戶細分。但是，他們表示這個模型仍然還有一些局限性