武汉某科技公司CRM解决方案(doc 14页)
CRM解决方案
产值为中心
理性消费 产品观念 质量为中心
推销观念 成本为中心
感情消费 营销观念 顾客为中心
企业营销管理的挑战
消费者是产品生产、渠道选择、售后服务等企业活动 的决定力量
企业的经营观念核心开始从产品、生产导向转移到消 费者导向
企业营销从注重吸引新顾客和一次性交易的交易营销 到强调和客户建立长期的稳定的关系的关系营销
企业管理思想及核心价值提升 CRM解决方案 客户价值及成功客户案例
什么是企业绩效管理(BPM)？
Business Performance Management
企业绩效管理就是管理者通过一定的方法
和制度确保企业及其子系统（部门、流程、工作团队 和员工个人）的绩效成果能够与企业的战略目标保持 一致，并促进企业战略目标实现的过程。
设定 目标 共享 数据 监控
建 预建模模 测
计划 预算
从“蝶形”关系向“菱形”伙伴 关系过渡的阶段,关系尚处于非正式 阶段，
双方均愿意增进对客户业务流程 和市场的了解
主要接触人员开始为其他人员接 触提供便利,增加会面时间
开始关注上述会面结果和实际行 动时间
提高了信任和公开程度
可能在这个阶段发生变故
以及高达50%-100%的爆炸性利润增长
… …
如何实施CRM战略
利润来自出色的客户绩效
利润
但是你必须利用客户导向实现它！
客户绩效 客户价值 客户行为 客户满意度
客户导向
组织 * 信息 * 沟通
客户导向在三个领域的衡量
组织 ✓管理层 ✓员工
沟通 ✓方法、媒介、消息 ✓后勤联系
信息 ✓关于客户的信息 ✓CRM系统
应商身上花了很多钱，客户要求很高，希望供应商
CRM解决方案
CRM解决方案一、概述CRM（Customer Relationship Management，客户关系管理）解决方案是一种综合性的管理系统，旨在帮助企业建立和维护与客户的良好关系，提升客户满意度和忠诚度，提高销售业绩和市场竞争力。
本文将详细介绍CRM解决方案的基本概念、功能模块、实施流程和优势。
二、基本概念1. CRM系统：CRM系统是一种软件工具，用于支持企业与客户之间的沟通和互动，通过集成各种业务流程和数据，实现全面的客户管理。
2. 客户管理：客户管理是指企业对客户进行全面的、系统化的管理和维护，包括客户信息的收集、客户需求的分析、客户关系的建立和维护等。
3. 销售管理：销售管理是指企业对销售过程进行全面管理，包括销售机会的跟进、销售预测的制定、销售业绩的评估等。
4. 市场管理：市场管理是指企业对市场活动进行全面管理，包括市场调研、市场推广、市场营销等。
三、功能模块1. 客户管理模块：包括客户信息管理、客户分类管理、客户关系管理等功能，用于帮助企业建立和维护与客户的良好关系。
2. 销售管理模块：包括销售机会管理、销售预测管理、销售业绩管理等功能，用于帮助企业提高销售业绩和市场竞争力。
3. 市场管理模块：包括市场调研管理、市场推广管理、市场营销管理等功能，用于帮助企业进行市场分析和市场推广。
4. 服务管理模块：包括服务请求管理、服务合同管理、服务质量管理等功能，用于帮助企业提供优质的售后服务。
四、实施流程1. 需求分析：与企业管理层和相关部门进行沟通，了解企业的需求和目标，明确CRM解决方案的具体功能和定制需求。
2. 系统设计：根据需求分析的结果，设计CRM系统的功能模块和界面布局，确定系统的数据结构和流程逻辑。
3. 系统开发：根据系统设计的要求，进行系统开发和编码工作，包括数据库设计、界面设计、业务逻辑编写等。
4. 系统测试：对开发完成的CRM系统进行全面测试，包括功能测试、性能测试、安全测试等，确保系统的稳定性和可靠性。
crm解决方案
crm解决方案在现代商业竞争中，客户管理系统(CRM)是一个不可忽略的因素。
随着消费者要求的不断增加和市场竞争的不断加剧，企业需要一种灵活而又有效的方法来管理客户关系。
因此，许多企业正在利用CRM解决方案来达到他们的目的。
本文将重点介绍什么是CRM解决方案以及其如何帮助企业提高客户体验和增加销售额。
一、CRM解决方案的定义CRM解决方案是一个完整的系统，通过收集和分析客户数据来提高客户服务的质量和增加销售额。
简单来说，CRM解决方案提供了一种集中式方法，用于管理客户关系，包括销售、市场营销和客户服务。
二、CRM解决方案如何帮助企业1.提高客户满意度CRM解决方案可以帮助企业更好地了解客户的需求和偏好，并针对客户的需求提供更好的服务。
将客户的所有信息存储在一个集中的地方，并且可以方便地访问这些信息，以便更好地了解客户。
2.提高销售额CRM解决方案可以帮助企业更好地了解客户的需求，并提供更好的产品和服务，从而提高销售额。
通过CRM系统可以记录销售关系、历史记录和客户反馈，以便销售人员提供更好的客户服务。
3.提高客户保留率通过CRM解决方案，企业可以更好地了解和联系客户，从而提高客户满意度。
对于长期满意的客户，企业可以提供更好的服务和支持，从而保持他们的忠诚度，并提高客户保留率。
三、CRM解决方案的实施CRM解决方案的实施需要企业付出大量的努力和精力。
以下是CRM解决方案的实施步骤：1.收集客户数据在实施CRM解决方案之前，企业需要收集客户数据。
这些数据包括客户的个人信息、购买历史记录、服务请求记录以及客户反馈。
2.确定功能列表企业需要确定CRM解决方案的功能列表。
这些功能列表将包括客户分析、销售管道管理和公告管理等功能。
3.选择供应商企业需要选择适合自己的CRM解决方案供应商。
他们需要考虑功能、可扩展性、安全问题以及服务质量等因素。
4.实施和培训企业需要投资时间和金钱来实施CRM解决方案，并为员工提供培训，帮助他们熟练掌握使用系统。
crm解决方案
crm解决方案CRM（Customer Relationship Management，客户关系管理）是一种全面的商业战略和实践，旨在通过有效地管理和提高客户关系，为企业创造价值。
在当今竞争激烈的商业环境中，CRM解决方案成为企业提升客户体验和增强竞争力的重要工具。
首先，CRM解决方案可以帮助企业更好地了解和跟进客户需求。
通过收集和分析客户数据，如交易历史、偏好和反馈，企业可以更准确地了解客户的需求和喜好。
这使企业能够提供个性化的产品和服务，增加客户的满意度和忠诚度。
例如，一家电商企业可以利用CRM解决方案跟踪客户购买行为，向客户推荐他们感兴趣的产品，从而增加销售额。
其次，CRM解决方案可以协调企业内部各个部门之间的沟通和协作。
在传统的商业模式中，不同部门之间信息的孤立和交流的不畅通导致了客户服务的不协调和低效。
而CRM解决方案通过集中存储客户信息和交流历史，使得不同部门可以更好地共享数据和信息，提高沟通效率。
例如，销售团队可以根据客户的反馈和需求向产品部门提供改进建议，进而提高产品的质量和竞争力。
另外，CRM解决方案还可以帮助企业建立良好的客户关系并提供个性化的服务。
在市场上，竞争对手五花八门，而CRM解决方案可以帮助企业通过建立客户关系和提供个性化的体验来脱颖而出。
通过CRM平台，企业可以实时跟踪客户的活动和反馈，快速响应客户的需求。
而对于客户来说，他们可以享受到更便捷和优质的服务体验，从而增加对企业的忠诚度。
此外，CRM解决方案还可以提高销售和市场营销的效率。
通过CRM平台，销售团队可以更好地了解客户的购买历史和偏好，从而更有针对性地进行销售。
市场营销团队可以通过分析客户数据和行为模式，精确定位目标客户，并开展有效的市场推广活动。
这些都能够大大提高销售和市场营销的效果，并节约企业的资源和时间。
综上所述，CRM解决方案在当今商业环境中扮演着重要的角色。
它不仅可以帮助企业了解和满足客户需求，推动客户关系管理，还可以协调企业内部各个部门之间的沟通和协作。
CRM软件产品之技术解决方案书
修改记录签批记录参考资料专业术语目录1系统概述 (5)1.1概述 (5)1.2项目背景 (5)1.3建设目标 (6)1.4产品定位 (6)2技术路线 (7)3体系结构 (8)4CRM解决方案特点 (9)4.1技术概要 (9)4.2主要特性 (9)5网络结构 (11)6功能结构 (11)6.1系统组成 (11)6.1.1系统管理（STM） (11)6.1.2消息管理（MGM） (15)6.1.3工作管理（WKM） (16)6.1.4客户管理（CTM） (17)6.1.5知识库管理（CHM） (18)6.1.6合同管理（CPM） (21)6.1.7产品管理（PDM） (22)6.1.8服务管理（SVM） (24)6.1.9销售管理（SLM） (25)6.1.10查询统计（QSM） (26)6.2结构模型 (27)7系统特性 (28)7.1先进的体系架构 (28)7.2稳定的调度内核 (28)7.3强大的可扩展性 (29)7.3.1调度内核扩展性 (29)7.3.2系统部署扩展性 (29)7.4完备的系统功能 (29)7.5灵活的系统配置 (29)7.5.1动态的运行参数调整 (29)7.5.2自由的流程模板定制 (29)7.5.3灵活的报表模板定制 (30)7.6坚固的安全特性 (31)7.6.1严格的数据访问机制 (31)7.6.2实时的系统监控手段 (31)7.6.3自动的异常捕获装置 (31)7.6.4智能的异常处理向导 (32)7.6.5可靠的数据备份方案 (32)8系统要求 (32)8.1硬件环境 (32)8.2软件环境 (32)9系统接口 (33)9.1内部接口 (33)9.2外部接口 (33)1 系统概述1.1 概述CRM （Customer Relationship Management ，客户关系管理）是通过采用信息技术，使企业市场营销、销售管理、客户服务和支持等经营流程信息化，实现客户资源有效利用的管理软件系统。
CRM解决方案
CRM解决方案引言概述：在当今竞争激烈的商业环境中，客户关系管理（CRM）解决方案已成为企业提高客户满意度、增加销售额和提升业绩的关键。
本文将介绍CRM解决方案的定义和重要性，并详细阐述其五个关键部份。
一、CRM解决方案的定义和概念1.1 定义：CRM解决方案是一种综合性的策略和技术，旨在通过有效管理和分析客户信息，提供个性化的服务并建立长期的客户关系。
1.2 概念：CRM解决方案包括客户数据管理、销售自动化、市场营销、客户服务和分析等功能，通过整合这些方面的工具和流程，匡助企业实现客户关系的全面管理。
二、CRM解决方案的重要性2.1 客户满意度提升：CRM解决方案可以匡助企业了解客户需求，提供个性化的服务和定制化的产品，从而提高客户满意度。
2.2 销售额增加：CRM解决方案通过有效的销售机会管理和跟进，匡助企业提高销售效率和销售额。
2.3 业绩提升：CRM解决方案可以匡助企业更好地管理客户关系，提高客户留存率和忠诚度，从而实现业绩的持续增长。
三、CRM解决方案的关键部份3.1 客户数据管理：CRM解决方案通过集中管理客户数据，包括联系信息、交互历史和购买记录等，匡助企业全面了解客户，并为个性化服务提供支持。
3.2 销售自动化：CRM解决方案可以自动化销售流程，包括线索管理、销售机会跟进和报价等，提高销售效率和准确性。
3.3 市场营销：CRM解决方案可以通过市场细分和目标客户定位，实施个性化的市场营销策略，提高市场反应和客户转化率。
四、CRM解决方案的实施步骤4.1 需求分析：企业需要明确自身的CRM需求，包括客户数据管理、销售流程和市场营销等方面的需求，以便选择合适的CRM解决方案。
4.2 系统部署：根据需求分析结果，选择适合企业的CRM解决方案，并进行系统部署和配置，确保系统能够满足企业的实际需求。
4.3 培训和推广：为了确保CRM解决方案的成功实施，企业需要对员工进行系统培训，并积极推广和宣传CRM解决方案的好处和使用方法。
CRM解决方案
CRM解决方案概述：CRM（Customer Relationship Management，客户关系管理）解决方案是一种集成的软件系统，旨在帮助企业有效管理与客户之间的关系。
该解决方案提供了一系列工具和功能，用于跟踪和分析客户数据、管理销售流程、提升客户满意度，并实现更好的销售和市场营销策略。
功能特点：1. 客户数据管理：CRM解决方案提供了一个集中化的平台，用于存储和管理客户的基本信息、交易记录、沟通历史等。
用户可以根据需要创建、编辑和查看客户档案，实时了解客户的情况。
2. 销售管道管理：CRM解决方案帮助企业建立和管理销售管道，从潜在客户到成交的整个销售过程。
用户可以跟踪销售机会、分配任务、设定销售目标，并实时监控销售团队的业绩。
3. 销售预测和分析：CRM解决方案通过分析历史数据和市场趋势，提供准确的销售预测和业绩分析。
用户可以根据这些数据制定销售策略、优化资源分配，并及时调整销售计划。
4. 客户服务和支持：CRM解决方案帮助企业提供更好的客户服务和支持。
用户可以跟踪客户的问题和投诉，及时回复并解决，提升客户满意度和忠诚度。
5. 市场营销管理：CRM解决方案提供了一系列市场营销工具和功能，用于制定和执行市场营销策略。
用户可以创建和发送定制化的营销活动，跟踪市场反馈，并评估市场活动的效果。
6. 移动端支持：CRM解决方案提供了移动端应用程序，使用户能够随时随地访问客户数据和销售信息，提高工作效率和灵活性。
优势：1. 提升销售效率：CRM解决方案通过自动化和集成化的工具，简化了销售流程，减少了繁琐的手工操作，提高了销售团队的工作效率。
2. 提升客户满意度：CRM解决方案帮助企业建立更好的客户关系，通过及时响应客户需求、个性化服务等方式，提升客户满意度和忠诚度。
3. 优化销售策略：CRM解决方案通过分析客户数据和市场趋势，提供了准确的销售预测和业绩分析，帮助企业制定更科学的销售策略，提高销售业绩。
CRM解决方案
CRM解决方案 一、背景介绍 随着企业规模的扩大和市场竞争的加剧，客户关系管理（CRM）变得越来越重要。CRM解决方案是一种综合性的管理系统，旨在帮助企业更好地管理和维护客户关系，提高客户满意度和忠诚度，从而实现企业的增长和成功。
二、CRM解决方案的定义 CRM解决方案是一种软件系统，它集成了客户数据、销售流程、营销活动和客户服务等功能，为企业提供全面的客户管理和分析工具。通过CRM解决方案，企业可以更好地了解客户需求，提供个性化的产品和服务，增强客户黏性，提高销售业绩。
三、CRM解决方案的主要功能 1. 客户数据管理：CRM解决方案可以帮助企业集中管理客户数据，包括基本信息、交易记录、沟通历史等。企业可以根据客户的特征和行为进行分类和分析，以便更好地了解客户需求和购买意向。
2. 销售流程管理：CRM解决方案可以帮助企业规范销售流程，包括销售线索的跟进、销售机会的管理、合同的签署等。通过CRM解决方案，企业可以提高销售团队的工作效率和销售业绩。
3. 营销活动管理：CRM解决方案可以帮助企业规划和执行营销活动，包括市场调研、目标客户定位、推广策略制定等。企业可以通过CRM解决方案跟踪和评估营销活动的效果，不断优化营销策略。
4. 客户服务管理：CRM解决方案可以帮助企业提供更好的客户服务，包括问题解决、投诉处理、售后支持等。通过CRM解决方案，企业可以及时响应客户需求，提高客户满意度和忠诚度。 四、CRM解决方案的优势 1. 提高销售业绩：CRM解决方案可以帮助企业更好地管理销售流程和客户信息，提高销售团队的工作效率和销售业绩。
2. 提升客户满意度：CRM解决方案可以帮助企业了解客户需求，提供个性化的产品和服务，提高客户满意度和忠诚度。
3. 优化营销策略：CRM解决方案可以帮助企业跟踪和评估营销活动的效果，不断优化营销策略，提高市场竞争力。
4. 加强客户关系管理：CRM解决方案可以帮助企业集中管理客户数据和沟通历史，加强与客户的关系，提供更好的客户服务。
CRM解决方案
CRM解决方案概述：CRM（客户关系管理）解决方案是一种集成的软件和业务策略，旨在帮助企业管理和优化与客户的互动和关系。
该解决方案通过整合销售、市场营销和客户服务等关键业务流程，提供全面的客户视图和数据分析，以提高客户满意度、增加销售额和提升企业竞争力。
功能特点：1. 客户管理：CRM解决方案提供全面的客户管理功能，包括客户信息收集、客户分类、客户沟通记录、客户活动跟踪等。
通过集中管理客户信息，企业可以更好地了解客户需求，提供个性化的产品和服务。
2. 销售管理：CRM解决方案提供全面的销售管理功能，包括销售线索跟进、销售机会管理、报价和合同管理等。
通过跟踪销售过程和销售业绩，企业可以更好地管理销售团队，提高销售效率和业绩。
3. 市场营销：CRM解决方案提供全面的市场营销功能，包括市场调研、目标客户定位、市场活动管理等。
通过精确的市场分析和定位，企业可以更好地制定市场营销策略，提高市场份额和品牌影响力。
4. 客户服务：CRM解决方案提供全面的客户服务功能，包括客户投诉处理、客户反馈管理、服务请求跟踪等。
通过及时响应客户需求和解决客户问题，企业可以提高客户满意度和忠诚度。
5. 数据分析：CRM解决方案提供全面的数据分析功能，包括销售分析、市场分析、客户行为分析等。
通过深入挖掘客户数据和市场信息，企业可以发现潜在商机，优化业务流程，提升决策效果。
6. 移动应用：CRM解决方案提供移动应用支持，使销售人员和客户服务人员可以随时随地访问和更新客户信息，提高工作效率和响应速度。
7. 集成能力：CRM解决方案具备良好的集成能力，可以与企业现有的ERP系统、电子邮件系统、电话系统等进行无缝集成，实现信息的共享和流程的自动化。
8. 安全性和隐私保护：CRM解决方案采用先进的安全技术和措施，确保客户信息的安全性和隐私保护，符合相关法规和标准要求。
优势和价值：1. 提升客户满意度：CRM解决方案通过提供个性化的产品和服务，及时响应客户需求和解决客户问题，提高客户满意度，增加客户忠诚度。
客户关系管理(CRM)解决方案2完整篇.doc
客户关系管理(CRM)解决方案7第2页The last component of a CRM solution is interaction management. As organizations have grown and technologies have advanced, the numbers of potential touchpoints between customer and company have grown as well. Before 1990, I would suggest that 75% of all interactions consisted of phone calls, with the remainder being split between letters and FAX transmissions. Today, customers can call, email, FAX, chat, page…the list is rather extensive. To be truly service-oriented, and to preserve a common representation of customer, all of these touchpoints should connect into the customer repository, recording each interaction and its intent.Note that I make a distinction between Interaction Management and Account Management. Account Management is a more macro process, whereby customer account-level information is shared across multiple business units within the same company. For example, the typical bank may have a mortgage department, a financial services department, and an insurance department in addition to the basic bank branch department. In account management, all these departments share information about the customer using a common customer accounts database. I am reminded of an ad campaign where a mortgage applicant expresses his frustration at his mortgage company’s inability to view his checking account information (held at that same bank) by making a large withdraw and closing his account. Account management would prevent this.Interaction management, on the other hand, involves recording the details of each contact no matter what the medium into a centralized or non-centralized database. Each email, phone call, FAX, chat, etc. is recorded in a logical thread so that the history of that customer can be recreated at any point. Note that it is eminently possible to have Interaction Management without Account Management and vice versa. Many companies have specific call centers associated with specific departments. The best efficiencies arise when Interaction Management is combined with Account Management.Data Analysis and Legacy IntegrationAs ancillary/supporting functions, Data Analysis and Legacy Integration can play large or small roles in the context of a CRM implementation. Analytics is becoming more and more critical to the understanding of customer behavior. As the granularity of data collection and monitoring increases, the ability to detect trends and patterns within that data becomes more and more important but more and more difficult. Highly complex CRM implementations require highly complex analytics capabilities. The more advanced CRM packages either contain this functionality or partner with companies that provide such functionality. Likewise, CRM packages are starting to extend tendrils to other parts of the organization outside of the traditional front office functions. CRM/ERP implementations are not atypical and indeed any company that has made a large investment in ERP should closely link CRM activities to thatinvestment. This function is typically filled by Enterprise Application Integration (EAI) packages, but some of the more advanced CRM software vendors are including hooks into specific external applications such as SAP, Peoplesoft, or Oracle. This function also serves to tie new functionality into existing infrastructure architectures, primarily around PBX/ACD systems and email systems. This becomes important for companies that have large investments in call center equipment.Note that this viewpoint basically treats each major set of components as a series of Lego™blocks. You can examine a package based on a joined set of blocks, or select the best block for each and examine the fit between the blocks. Similarly, the data analysis layer and the legacy integration layer allow you to isolate those functions and use third-party packages as desired to meet those specific needs.Evaluation MethodologyProduct Evaluation V ALUE OF REQUIREMENT = Requirement Priority * Vendor Capability to Deliver Requirement WHERE Requirement Priority is: HIGH (3 points) MEDIUM (2 points) LOW/NICE TO HA VE (1 point) and Vendor Capability is: DELIVERED WITH PRODUCT (4 points) REQUIRES SLIGHT MODIFICATION (3 points) REQUIRES HEA VY CUSTOMIZATION (1 point) NOT A V AILABLE/POSSIBLE (0 points) Allowing for a range of 0 to 12 points per function.Finally, when I get to the actual evaluation process,I use a general two- parameter matrix to evaluate functional requirements against product capability. Thelist of functional requirements provides a baseline. The project team creates the first parameter. Each functional requirement is weightedas “must-have’, “nice-to- have,”and “optional.”The project teamevaluates the weightingassociated with eachrequirement. The functional requirements also serve as the basis for the RFI/RFP process. The vendors create the second parameter. Each vendor is asked to indicate whether their product incorporates the function,requires slight customization to incorporate the function, requires extensive customization or third-party products to support the function, or does not support the function. In the evaluation process, the weight of the function is applied to the vendor’s ability to support that function to give a weighted value for each functional requirement. The sum total of each vendor’s weighted scores provides a way to evaluate the overall functionality of the product against the team’s specific needs. In addition, the functionalrequirements can be grouped into function sets, and the function sets given weights of their own. Thus, if interaction management functionality is more important than marketing program management, the functions associated with interaction management can be super-weighted accordingly.The advantage of this approach is that it’s general enough to be used for just about any product but can be made specific enough to drill down to very low levels of detail. Good luck in your selection!About the AuthorJay Chang has over ten years of information technologyexperience focusing on the pharmaceuticals industry. He has worked for consulting organizations and Fortune 500 companies, serving a variety of roles from developer to architect. He currently works as an independent consultant focusing on project management, technology assessment, and business process analysis. Jay can be reached at****@***.c*mM ULTI-F UNCTION CRM S UITES FOR M EDIUM TO L ARGE E NTERPRISESBy Applix (iCRM)Applix seems to have repositioned itself as a half CRM, half analytics company. Since customer data is often at the core of any company’s data analysis, synergies exist between its two product lines –iCRM and iPlanning. iCRM has four main subcomponents –iSales, iService, iHelpdesk and iCustomerInsight. Sales force automation and some marketing functionality are offered in the iSales suite. iService delivers basic service and support functionality along with a web self-service option that gives customers access to a knowledge base. iHelpdesk is an internally focused application designed for IT staffs. Lastly, Applix recently introduced iCustomerInsight, an integrated customer analysis application. The company touts its low total cost of ownership (TCO) derived from its ease of customization, simple implementation, and “zero-client”feature. Lacking from Applix’s application offerings is support for e-commerce, partners, field service, and e-marketing. Analytics are the company’s real differentiator. Traditionally focused on the small business segment of the market, Applix’s low TCO positioning works nicely in this space –though a word of warning, Microsoft recently announced plans to target this segment with its own CRM suite. Chordiant (Chordiant 5)Chordiant targets its CRM solution at global business-to-consumer enterprises (B2C). Its suite of applications includes Chordiant 5 Marketing, Chordiant 5 Selling & Services, and Chordiant 5 Enterprise Platform. Chordiant 5 Marketing includes support for marketing campaigns that can be deployed across any media channel (direct mail, telesales, and print and broadcast advertising). Additionally, it includes an optimization tool as well as a business intelligence module. Chordiant 5 Selling & Services is composed of two suites: Chordiant 5 Advisor and Chordiant 5 Call Center Advisor. The company’s core strength has been its high volume capacity call center applications. The applications are built on “JX Architecture,”which Chordiant describes as a hybrid of XML and J2EE. This open architecture is meant to make the applications easier to integrate with existing applications and quicker to implement. Through a robust integration layer, Chordiant 5 is able to extract and integrate data from external sources to create a unified customer database. Unlikemost of its competitors, Chordiant focuses significant sales efforts outside the United States with over 70% of its revenue coming from Canada, Europe, and Australia. Clarify (Amdocs Clarify CRM)Once one of the high-flyers in the CRM market (along with Siebel and Vantive), Clarify’s future is somewhat questionable. In late 2001, Amdocs acquired the assets of Clarify from Nortel Networks for $200 million in cash. Amdocs is a billing, order management and directory systems solution provider focused exclusively on the communications market. It will integrate Clarify’s eFrontOffice suite with its existing CRM applications and target opportunities in the communications and IP industry exclusively. This, in effect, removes Clarify as a competitor outside this narrow industry focus. Therefore, going forward, Amdocs Clarify CRM should only be evaluated by communications companies. Additionally, existing Clarify customers who are not in the communications industry may well seek an alternative CRM vendor. Prior to the acquisition, Clarify was known as a leading CRM vendor with strong support for sales, marketing and service functions. Its one weakness has historically been in analytics that the company has handled through partnerships with companies such as Broadbase and Business Objects. eGain (E3)eGain positions itself as a customer interaction managementapplications provider. Its offering remains focused on the customer service aspects of CRM and within this area, email management (the company’s origin) stands out as a strength. The overall offering is branded eGain eService Enterprise (E3); offering a set of solutions that enhance traditional phone-based call centers with integrated web self-service, email management, and live web collaboration. The web self-service application is enhanced by the addition of a virtual assistant to guide users through the system. Facets of the email management system seem fairly robust. It includes global functionality that allows a single system to be deployed in multiple languages, a campaign feature that can be used for email-based service and marketing activities, and a commerce bridge for accessing data both within and outside an enterprise. The collaboration application lets an agent guide a customer through a website or through the completion of a form or order. It can also be used for virtual meetings. eGain customers have several purchase options –licensed, hosted, or hosted license, though the vast majority of customers have licensed the software. Although its eService offering has several unique aspects, it remains a point solution – a position that can be exploited by its larger CRM competitors. Epicor (eFrontOffice powered by Clientele)Epicor concentrates on delivering its applications to small and medium sized companies. Its eFrontOffice application is available only for the Microsoft Windows 2000/NT platform. The companyoffers a fairly robust set of CRM applications: Epicor eSales and eMarketing, Epicor eSupport, Epicor eFrontOffice HelpDesk, Epicor eFrontOffice Conductor (workflow automation), and Epicor eFrontOffice Connector (data synchronization). The company maintains a confusing delineation between its Epicor brand and its Clientele brand. One website describes Epicor CRM products “powered by Clientele”and another separate website describes “Clientele –by Epicor.”Drilling down on more detailed product information reveals identical information on each site. From a marketing perspective, the company may want to consider cleaner positioning. In addition to its CRM products, Epicor offers a complete back-office suite (manufacturing, financials, e-commerce, etc.), thus it can offer customers the advantage of easy front-office/back-office integration. Lastly, Epicor eIntelligence offers users a set of analysis tools that can access data throughout Epicor’s eApplications. E.piphany (E.piphany E.6)E.piphany’s current tag line uses the term “Smart CRM.”This is indicative of the approach thatE.piphany used to enter the CRM market. Originally a CRM analytics company, E.piphany (primarily through a series of acquisitions) has added operational CRM functionality as well, but continues to emphasize its analytics as a point of differentiation.E.piphany offers four product suites: Marketing, Sales, Service, and Insight. Multi-channel integration is a focus for this vendor –claiming it can deliver personalized customer interactions over traditional and electronic channels, including direct mail, email, call center, Web, chat, fax, and wireless. E.piphany E.6, released in March 2002, was two years in the making and represents the company’s broadest operational CRM offering yet –much of which came from its March 2000 acquisition of Octane. In operational functionality, however, E.piphany continues to lag many of its larger, traditional CRM competitors. For example, E.piphany does not deliver partner relationship management (PRM) or interactive selling functionality that some Tier 1 CRM vendors (e.g. Siebel and Oracle) currently offer. In analytics, however, E.piphany is virtually unmatched delivering advanced functionality such as time-series projection, anomaly detection, segmentation, visualization, regression, self-learning data mining algorithms and collaborative filtering. Firstwave (eCRM 7.0)Firstwave concentrates on delivering its CRM solution to mid-market, B2B companies in the financial, technology, manufacturing and distribution industries. It claims to offer both the ease and simplicity of an ASP model along with the option to customize the solution to a company’s specific needs. The Firstwave eCRM solution is divided into four distinct applications –eMarketing, eSales, eService and u.Dialog. The eMarketing suite provides basic campaign development, execution and tracking functionality. However, missing from the suite is support for emailbased outbound marketing activities. The eSales suite includes support for both direct and channel sales people. The eService suite offers standard customer support features with some customer self-service options. Unlike the products of many of its competitors, Firstwave’s eService does not offer live chat. The u.Dialog application focuses on communication and information flow. The application scans data throughout the system and compares it to pre-written action-based scripts that trigger the system to send an automated email, a letter, prompt a phone call, or execute whatever the desired action is to a computer, pager, etc. The eCRM suite automatically includes Crystal Reports for querying and report writing. J.D. Edwards (J.D. Edwards CRM v 1.1)J.D. Edwards recently boosted its CRM offering with its November 2001 acquisition of YOUcentric. The YOUrelate suite of applications included sales force automation, contact center, customer service, and marketing campaign management. The company is working aggressively to integrate these solutions with its existing systems. Prior to this acquisition, JD Edward’s CRM solution was fairly “lite,”comprised primarily of customer self-service and inbound call management. Like other ERP vendors who have entered the CRM market, J.D. Edwards is able to leverage its existing back office applications to broaden the definition of CRM functionality. It uses the phrase “lead to cash”to encapsulate the breadth of its functionality –from the creation of a lead toprospecting, quoting, order creation, inventory checking, order tracking, delivery and finally collections. Data integration is another bragging point. A feature known as Data Model Inheritance allows the vendor’s CRM and ERP applications to share data, so that all users operate on the same information. J.D. Edwards focuses on B2B companies, and fitting its target market, the solution does include Partner Relationship Management (PRM) functionality. The newness of J.D. Edward’s CRM solution (less than one year since acquiring YOUcentric) may be a disadvantage in the short term when competing against more established CRM vendors. Kana (iCARE Suite)Kana positions itself in the eCRM space touting its iCARE suite as a link between contact centers and marketing departments. The company offers its products as separate components or bundled in suites. The three suites are the Service Solution, the Marketing Solution and the Commerce Analytics Solution. As a result of its roots as an eService applications vendor, Kana’s Service Solution is by far the most robust of the three. Included in it are modules for contact center, email response management, self-service, knowledge management, outbound email notifications, and analytics. The Marketing Solution consists of only campaign automation and analytics. The Commerce Analytics Solution seems more like a feature than a full-fledged “solution.”It delivers information on customer behavior and patterns by combining information fromonline sources, such as customer behavior and click stream data, and offline data such as purchasing and demographic information. Kana’s current offering is the result of several years of acquisitions, the most recent was its 2001 purchase of Broadbase. As a result, tight integration across its product lines should not be expected for sometime. Integration with external systems, however, is an important element of Kana’s offering. The Web-architected solution provides integration capabilities for EAI, CTI and e-commerce engine integration. 客户关系管理(CRM)解决方案7 T HEC U S T O M E RR E L A T I O N S H I P M A N A G E M E N TS O L U T I O N S G U I D E Independent Reviews of CRM ProductsJune 2002Published byThe CRM Solutions Guide is a free report for CRMGuru’smembers. Since we published the first Guide in October 2000, we’ve continued to update our coverage of CRM products, plus added advice to select products to best meet the needs of your business.These are independent reviews of important vendors, which were picked based on the expert opinions of the reviewers and CRMGuru editorial staff. Please note that there are dozens of other CRM vendors that could be considered “leading”in their target markets. This Guide does not include vendors specializing in all application niches or industry verticals.While believes the vendors included in this Guide are options worth considering in your CRM projects, please don’t view this report as a “preferred vendor list”or an endorsement of any kind. It’s not. Furthermore, CRM vendors should not use their inclusion in this Guide for any marketing purposes whatsoever.Regards,Bob ThompsonFounder, ****@***.c*mThis report contains trademarked names of both companies and products.While believes the information presented isaccurate, the opinions expressed are the sole responsibility of the reviewers. Front Line Solutions and accept no liability for decisions made based on the information presented in this report. Contact vendors forcurrent product information.© 2002 and Front Line Solutions. All Rights Reserved.Reproduction and Distribution Strictly Prohibited.For reprint permission and fees, contact ****@***.c*m. is a service of Front Line Solutions.Table of ContentsA Guide to Evaluating CRM Software (1)Multi-Function CRM Suites for Medium to Large Enterprises (5)Applix (iCRM) (5)Chordiant (Chordiant 5) (5)Clarify (Amdocs Clarify CRM) (5)eGain (E3) (6)Epicor (eFrontOffice powered by Clientele) (6)E.piphany (E.piphany E.6) (6)Firstwave (eCRM 7.0) (7)J.D. Edwards (J.D. Edwards CRM v 1.1) (7)Kana (iCARE Suite) (7)Onyx (Onyx Enterprise) (8)Oracle (CRM 11i) (8)Optima (ExSellence) (8)PeopleSoft (PeopleSoft 8.4 CRM) (9)Pivotal (eBusiness and CRM Suite) (9)Point Information Systems (e-point 6)/S1 Corporation (9) RightNow (eService Center) (10)SAP (mySAP CRM 3.0) (10)Siebel (Siebel 7) (10)Talisma (Talisma CRM) (11)White Pajama (CRM Contact Center) (11)CRM Solutions For a Small to Medium Businesses (12) Introduction (12)Interact Commerce Corp. (ACT!2000) (14)Front Range Solutions (Goldmine Front Office) (14)Multiactive (Maximizer 7.0 Enterprise) (15)Commence (Commence RM) (15)SuperOffice ASA (SuperOffice 5) (16)SalesLogix (Interact Commerce Corporation) (16) software AG (marketing manager®) (17)CRM Software for Rent : UpShot, Salesforce and Salesnet (17)A G UIDE TO E V ALUATING CRM S OFTWAREby Jay Chang, Structured Chaos, Inc.One of the most popular questions I receive is some variation on “How do I evaluate CRM software?”Many seek a detailed checklist of functional specifications against which every package can be measured and weighed, and the winner easily quantified and defended. This is a typically IT-oriented viewpoint. The easy part of a CRM evaluation is boiling down a wish list of functional capability into a series of yes/no responses. The hard part is trying to figure out that list in the first place. A product may have everything you want on that checklist, and more. Like they say on TV, “It slices! It dices! It cuts through cans!”Of course, such lists are typically missing the most important question, which is “what isthe business need?”CRM projects are highly complex. With CRM, you are attempting a sea change in the way you relate to your customer, much like ERP was a sea change in how you organize and operate your business.However, unlike ERP, which dealt with primarily back-office functions that required customization of a set of fairly structured systems, CRM deals with a series of processes and functions that every company considers unique. After all, there are only so many ways to manage your supply chain and a generalledger is a general ledger no matter what the industry. But how a company markets, sells, and manages its most important asset –its customers –is highly variable. This can be seen in the wide variety of vendors in the space, and the variation between similar products in the same market niche.The Evaluation ProcessSo how do you evaluate a universe as varied as that of CRM? The most important evaluation criteria have nothing to do with server platform, processor requirements, or any of the other usual “techie”criteria. Instead, CRM requirements definition starts with business need. More importantly, it requires anenvisioning of “to-be”processes rather than “as-is”processes. Once the envisioning process is stable, you can begin todecide what the product-specific functional needs may be. Product selection is almostancillary compared to the process change that a large scale CRM implementation will bring to multiple organizations within your company. Once those are resolved, it becomes a matter of wading through the CRM product marketplace in search of appropriate vendors.This figure represents CRM functionality as it applies to a prototypical enterprise. While simplistic, it allows youto focus on either specific aspects of CRM or look atoverall functionality. It also shows how the various organizations fit with each other and illustrates whyCRM projects are so complex. Note that the traditionalfront office stovepipes can (if desired) have common butseparate definitions of “customer,”and that thestovepipes can be extended thru to all levels of thegraphic. Thus, for example, I can examine a marketingpackage in terms of its interaction managementcapabilities, its marketing-specific workflow functions,and its data repository. I can also look at that package’sability to do marketing-specific analysis and integrate with legacy sales, CSS, and back-end applications.However, it is the merging of these definitions and functions into one common repository that bringsCRM’s true power to light. The areas in blue are whatare typically viewed as being CRM functions; the gray areas are expansions of CRM that some vendors are using to sell their packages. I’ll start with the areas in blue and then discuss the gray areas later.At the heart of the CRM solution is data. That data represents an organization’s customers and it is vital to the success of a CRM effort that everyone has the same understanding and definition of “customer.”A simple concept, but long hours and many dollars have been spent defining this to the satisfaction of the various data silos that comprise most companies. Supported by the customer data are the functions that are specific to Marketing, Sales, and Customer Service/Support (CSS). Each has a stake in what comprises a customer. Each views customers through different lenses. And each has specific requirements around what it takes to properly manage and support the business processes surrounding their view of “customer.”Marketing, Sales, and Customer ServiceMarketing tends to look at customers through macro lenses.Despite all the talk about one-to-one marketing, marketing campaigns are targeted at relatively large classes of people. The granularity of these classes can vary, but they are still aggregated groups of demographic characteristics. No marketing department ever created a campaign for Jay Chang –they created a campaign that targeted Asian males between the ages of 25 and 35 who have a propensity for buying the latest electronic gadgets, much to the consternation of the family budget. It just so happens that I fall into that demographic and so am highly susceptible to those types of pitches. While personalization is an aspect of marketing, it is not marketing in the true sense –crafting a specific, individualized pitch to woo the prospect. Personalization is more like targeted browsing. From a marketing perspective, it allows the marketer to simulate a closer bond between the company and the prospect.Sales functions tend to be much more individually focused. To the sales rep, it’s all one-to-one interaction and a good salesman is a master of personalization as well as targeted pitches. Sales reps only care about tools that help them sell. Tell a rep a tool will help the central office track his activities and I can almost guarantee that tool will never be used. But tell a rep the tool will let her make three extra calls a day or spend an extra five hours a week in the field meeting her customers and you stand a fighting chance of getting her to use that tool. The biggest bane of SFA projects has been that the tools don’t aid in the selling per-se –rather, it assists in the management of the sale, an important but distinct concept.CSS agents look at how to maximize their time. Since call centers are typically monitored by throughput (number of calls per hour and the like), agents want to be able to close calls as efficiently as possible. Secondary measures such as cross sales presentations and up-sell volumes can also be used, but outside of the financial services industry, these are not common. Thus, for CSS organizations, the critical components are those that present relevant contextual information quickly and efficiently. Also critical are simple interfaces that allow rapid training. This is due to the high levels of turnover associated with many CSS organizations. To the agent, a customer can exist in a total vacuum –with no prior knowledge, the good CSS agent establishes a connection with the customer, resolves their issue and cements a solid relationship association to the corporate entity. This is a huge challenge since most interactions start out non-committal at best and antagonistic at worst.Workflow Automation and Interaction ManagementWithin and between these various functions is the concept of workflow automation. Workflow is the linkage both within each set of organizational functions as well as the linkage between organizations. These are typified by paper or electronic transfers. Old-line companies tend to use paper processes (whether the papershuffling is done online or off doesn’t matter). More advanced companies use intelligent routing of information to make informed decisions. Using workflow allows business rules to be encapsulated。
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一、 应用背景 武汉雷恩博激光科技有限公司是专业研发制造气动打标机、高精激光打标机，焊接机的武汉市重点高新技术企业， 公司始终专注于气动和激光应用领域，服务于高端市场，以卓越的品质向客户提供完善的解决方案。是2010年上海世博会唯一激光标识设备供应商，2011年西安世界园艺博览会激光标识设备唯一供应商。
“一切以客户为中心，48小时内解决最棘手的售后问题”，这是雷恩博永恒的服务理念。目前，雷恩博产品广泛应用于石油机械、汽车零备件、通用机械、电力、轻工等行业，并出口东欧、中东、东南亚等13个国家和地区。产品通过欧盟CE认证，且在石油机械、汽车零备件、阀门，液压行业市场占有率居全国首位，特别是在液压件行业成套设备的配套上，被国内外各大企业、设计院列为替代进口的首选产品，在全国同行业中享有很高的知名度。
随着市场的不断扩大，现有的客户管理模式已不能满足公司的长远发展目标，必须借助科学的管理工具配合自身的战略部署和管理思想，实现企业信息化管理，从而提高客户的忠诚度，不断挖掘客户的潜在购买价值。 二、 亟需解决的问题 1、 整合企业内外的客户资源、客户资料集中管理： a) 防止因人员流动带来的客户资源流失，确保业务的继承性； b) 实现各部门协同办公，降低管理成本和经营成本； c) 客户分析，为制定市场策略提供客观数据； 2、 销售管理： a) 销售业务跟进管理，业务员工作过程评估； b) 每日需联系客户提醒，防止因业务员工作繁忙带来的业务流失； c) 销售分析，为制定销售策略提供客观数据； 3、 业务员跟进管理，通过特色的客户管理策略功能，实现业务管理自动化： a) 我今天需要联系的客户 b) 已过期未联系的客户 c) 系统3天内即将回收的客户 4、 服务管理，详实记录客户服务情况，有效保障客户服务资料的完整性和延续性。 5、 实时报表分析和数据查询，随时随地做管理，为企业新产品研发，销售战略提供客观依据。 6、 我的办公室实现文档、消息、日程安排、任务和活动安排的统一管理，降低企业办公成本。 7、 权限管理－操作权限和查询权限相分离，由企业自定义进行权限分配； 8、 强大的自定义功能，节省企业昂贵的二次开发费用 三、 软件实施分析 研发方式 对企业 自身要求 研发 风险 前期投入 项目周期
自主研发 高 高 大（需大量的人力、物力及时间） 长 请专业软件商 定向研发 高 中 需求把握困难， 投入费用高 长
在标准通用软件 基础上进行改版 （二次开发） 中 中 需要投入人力确定需求，投入费用和时间完成开发和测试。 中
适应需求的标准产品 低 低 小 短
四、 软件选型 好多企业进行信息化推广时，大都希望找到一套系统能解决其所有问题，这样当然比较完美，但一套这样的系统多半是非常复杂的，对于操作人员的要求相对比较高，且投入费用高昂，而企业在现实的使用中常常发现当初为了完美而付出高昂费用开发出的功能实际使用频率非常低。
由于系统功能的强大，数据逻辑和流程要求高，致使操作人员在做基础应用时变得非常繁琐、步骤多，往往一个步骤没有到位，会导致整个系统不能应用，不仅没有提高工作效率，反而给操作人员带去更多的额外工作。这就是现在许多企业花费高昂代价做的ERP系统最终在企业内部推广不下去，而最终失败的主要原因。
综上所述，对于中小企业做信息化管理推广应循序渐进。应把对软件的要求定位在是否能解决自己现在最主要的问题，且操作、使用一定要非常的简单，与此同时软件要具有拓展性和强大的平台支持，以满足企业不断发展变化的需要。
在目前市面上的针对中小企业的标准客户关系管理软件中，“奥汀ICRM增强版”比较符合上述定位。 奥汀ICRM增强版是一款B/S架构（即浏览器/服务器应用模式）CRM软件，客户端无须安装任何程序，轻松实现CRM系统在局域网和互联网上的应用。
奥汀软件简介： 奥汀软件位于国家级高新技术开发区“中国光谷”——武汉东湖经济技术开发区，是国家认定的软件企业，是湖北省软件行业协会理事单位，系专业从事CRM软件研发、销售和服务的软件厂商，公司技术力量雄厚，后续研发实力强劲，其“奥汀营销管理平台” 、“奥汀CRM软件商务版” 和“奥汀ICRM增强版”已获得国家版权局计算机软件著作权的登记注册权。
奥汀CRM得到制造业、流通业、化工、IT、服务业、汽车装饰、管理咨询、旅游、保险业、保健品、广告、及传媒出版行业等12大行业、近10,000多家企业的成功应用，通过多年的CRM研发和全国销售，已建立以北京、上海、武汉、郑州、广州、南京、成都和深圳为营销中心辐射全国七大区、12个省份的奥汀营销服务网络，成为推动中国中小企业营销信息化建设的主流应用软件。 奥汀软件凭借自身丰富的客户应用经验积累和11年的研发技术沉淀，为金山软件、上海中视广告传媒有限公司（央视控股子公司）、爱帝集团、武汉世城制服、劲牌酒业、金六福酒业、斯威兰、百居易房产、华工激光、武汉三源特种建材等多家知名企业提供个性化解决方案，典型应用案例：
北京金贵宾项目管理系统（B/S模式）： 北京斯威兰商贸有限公司营销管理系统（CS模式） 上海中视国际广告媒介管理系统（B/S模式） 武汉世诚制服生产管理系统（CS模式） 湖北劲牌酒业会员管理系统（B/S模式） 武汉三源特种建材营销管理系统（B/S模式）
武汉华工激光工程有限责任公司 武汉嘉铭激光工程有限公司 武汉金运激光工程有限公司 武汉大华激光科技有限公司 北京殷华激光快速成形与模具技术有限公司 深圳市大族激光科技股份有限公司
…… 奥汀软件的目标是：立足行业发展，建立奥汀品牌形象，打造中国CRM管理软件第一品牌。 五、 实施方案 通过双方前期的沟通及软件试用情况，我司建议如下： 标准产品：奥汀ICRM增强版 产品特色：软件基于浏览器的操作方式，界面简洁，菜单模块布局清晰，使操作者能够更快、更方便地上手使用，主要功能模块包括：潜在客户管理、客户管理、销售机会、报价管理、合同管理、销售订单、收款管理、采购管理、付款管理、渠道管理、项目管理、潜在客户池、公共检索、自动化管理策略、竞争对手管理、服务管理、商品管理、费用管理、短信群发、传真群发、邮件群发、活动管理、任务管理、权限管理、自定义功能、数据导入功能、新闻公告发布、工作台、快速通道、系统监控、报表数据分析等。
全国统一售价：8,600元/10用户 12,800元/15用户 优惠活动： 增强版网络版买5送2，买10送5， 即增强版网络版15用户，仅需8600元； 活动截止日期：2012-02-24
附件： 附件―奥汀ICRM软件实施先决条件