crm系统中商业智能模块的设计与开发 外文翻译

1外外外外文文文文翻翻翻翻译译译译毕业设计毕业设计毕业设计毕业设计题目题目题目题目CRM系统中商业智能模块的设计与开发系统中商业智能模块的设计与开发系统中商业智能模块的设计与开发系统中商业智能模块的设计与开发原文原文原文原文1AMODELOFCUSTOMERRELATIONSHIPMANAGEMENTANDBUSINESSINTELLIGENCESYSTEMSFORCATALOGUEANDONLINERETAILERS译文译文译文译文1客户关系管理和商业智能系统客户关系管理和商业智能系统客户关系管理和商业智能系统客户关系管理和商业智能系统在在在在商品目录商品目录商品目录商品目录和在线零售商和在线零售商和在线零售商和在线零售商中的应用中的应用中的应用中的应用模型模型模型模型原文原文原文原文2INTELLIGENTPROFITABLECUSTOMERSSEGMENTATIONSYSTEMBASEDONBUSINESSINTELLIGENCETOOLS译文译文译文译文2基于商业智能工具的智能盈利客户细分系统基于商业智能工具的智能盈利客户细分系统基于商业智能工具的智能盈利客户细分系统基于商业智能工具的智能盈利客户细分系统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国籍USA出处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国籍SOUTHKOREA出处EXPERTSYSTEMSWITHAPPLICATIONS，2005，29145152基于商业基于商业基于商业基于商业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户细分系统客户细分系统客户细分系统客户细分系统10摘要摘要摘要摘要客户关系管理的成功，很重要的就是为公司寻找盈利客户。许多客户关系管理的研究已经进行客户盈利能力的计算，并为它开发了一个全面的模型。尽管如此，他们大多有一定的局限性，基于客户盈利能力模型的相应客户细分仍未得到充分利用。本文旨在提供一种简单，有效和更务实的替代方法，它是基于盈利客户细分后的客户满意度调查。我们提出了一个基于多方代理的系统，名为基于调查后的盈利客户细分系统，用来实施客户满意度调查，管理客户满意度调查的收集，社会人口统计，通过商业智能工具的综合使用核算数据库，其中商业智能工具如DEA（数据包络分析法），自组织映射（SOM）的神经式网络和进行有利润客户细分的C45。下面用一个关于汽车公司盈利客户细分的研究案例来进行说明。2盈利盈利盈利盈利客户细分和客户满意度调查客户细分和客户满意度调查客户细分和客户满意度调查客户细分和客户满意度调查传统的客户细分模型是基于人口，态度，以及客户心理属性（格里芬，2003）。他们给的结果过于简单，对于今天的复杂的商业环境来说太不准确了。最近，基于各种信息系统收集的客户交易和行为数据（如购买的类型，数量和历史，呼叫中心的投诉，索赔，网络活动的数据等）的客户细分频繁被使用。然而，基于他/她盈利能力的客户细分对一个公司来说仍然是不足的。客户盈利能力是客户等级的衡量，是指收入减去某一特定客户产生超过给定时间，并已研究了客户价值的名称，客户终身价值，按揭成数及客户权益的成本。许多客户盈利能力的研究着眼于从过去的利润贡献来预计未来的现金流，而没有考虑盈利贡献变化造成的客户流失（伯杰和纳斯尔，1998；古普塔和莱曼，2003）。黄，郑，和苏（2004年）提出了新客户的盈利能力模型，这个模型考虑到了过去的盈利贡献，交叉销售的潜在利益和向上销售的机会，测量客户忠诚度来判定顾客流失的可能性和客户细分。但是，他们表示这个模型仍然还有一些局限性