Customer relationship management is a necessary condition for growth and profit-making enterprises. The most valuable asset of an enterprise is its customers. Customers here refer to customers in a broad sense, including both end users, partners and users within the enterprise. To realize customer relationship management, we must start with the construction of corporate culture. Without a customer-centered corporate culture, it is difficult to achieve customer relationship management in a higher sense. Secondly, customer relationship management is a management process, not a project that can be completed in a period of time. Finally, IT should be noted that in the information society, for some enterprises with huge customer groups, it is difficult to carry out customer relationship management in depth without the help of IT technology.
1 Corporate Culture and Customer Relationship Management
Such as "customers are God", "customers are friends" and "customers are supreme" can be heard or seen in advertisements and slogans of many enterprises. This fully shows that enterprises pay more and more attention to "customers", but how to achieve real customer relationship management may not be clear to many enterprises.
Customer relationship management (CRM) refers to interactive and meaningful communication with customers, thinking from customers' standpoint, fully understanding customers' needs and influencing customers' behaviors, so as to increase the number of customers, better retain customers, improve customers' loyalty, and realize the profits of enterprises. It can be clearly seen from the definition that the ultimate goal of the so-called customer relationship management is still enterprise profitability, but the way of thinking adopted is to stand on the customer's side and the way of action is to understand and meet the needs of users through communication. Customer relationship management is a kind of enterprise thinking mode and also a kind of enterprise culture. Without a customer-centered corporate culture and a corporate culture rooted in people's hearts, the so-called customer relationship management of enterprises can only be a castle in the air.
"Corporate culture is a comprehensive reflection of business purposes, values and moral codes of conduct consciously formed by enterprises in long-term production and operation activities." From this definition, we can see that corporate culture is a kind of conscious formation, deeply rooted in people's hearts, observed by the majority of employees, and can be reflected in daily work. Customer relationship management is not the business of a certain department in an enterprise, but the business of all employees in the enterprise. As an organization, if a company really wants to realize CRM, it must establish a corporate culture-customer-centered corporate culture, which needs to go deep into the operation of the enterprise. In addition, this culture must also be extended to its suppliers, sellers and other relevant partners, so that the company's customers can contact and understand the consistent corporate culture in all situations. Because there are many ways for customers or potential customers to contact the enterprise, such as buying products from distributors, consulting products through service hotlines, contacting the enterprise through enterprise websites and sending emails. Through these channels, customers can touch all aspects of the enterprise. If the enterprise only provides relevant "warm reception" services in the sales-related departments without establishing a "customer-centered corporate culture", when customers contact the enterprise through other channels, they may not get the same experience, thus customer relationship management will be greatly reduced.
Customer relationship management is a management process.
It can be said that the enterprise's customer relationship management has been done consciously or unconsciously since its birth. The difference between enterprises lies in the depth and breadth of customer information utilization. Because society is a very complex system, the needs of customers are constantly changing with the changes of various environments. In this sense, customer relationship management must keep pace with the times, must be a dynamic structure, and the customer demand model is also dynamic. Therefore, customer relationship management is a continuous PDCA cycle management process, which is the starting point when an enterprise is established and will not end until the enterprise finally disappears.
The most important aspect of CRM's continuous PDCA process is to realize the company's business objectives and long-term profitability through continuous learning and generating customer knowledge. For enterprises, the most important customers are those who are satisfied, and their rate of return can produce high-value profits. In addition, some customers will produce medium value, and then some customers will produce low value, and some will even produce no value or negative value. The key point of CRM management process is to distinguish these customers and take corresponding actions for different customer groups to realize the promotion of customer value. In the course of business, we must pay attention to retaining old customers. A generally accepted conclusion is that the cost of retaining old customers is much lower than the cost of winning new customers.
Customer needs are constantly changing, and the goal that CRM hopes to achieve is to provide the right content (products and prices) at the right time by improving communication with the right customers, thus increasing business opportunities. In order to keep communication with the right customers-please note that the value of customers to the enterprise will change with time-customer relationship management must keep up with the changes of customers and customer needs. Only in this way can we provide products or services that users are satisfied with.
3 Customer Relationship Management and Information System
How to effectively use customer information in breadth and depth? At this time, it is inseparable from the help of information system, because the growth rate of enterprise informatization will continue to increase with the growth of enterprise scale and users. After the information reaches a certain scale, the customer information that can be manually processed in the early stage must be effectively analyzed with the help of the information system. When planning and designing information systems, we must realize that market and customer knowledge are at least as important as products and services. If many enterprises do not design the system from the customer's point of view when establishing the sales system or dealer system, they will inevitably find that the customer information is incomplete and incomplete when analyzing the customer information in the future, and may spend more energy to obtain complete and accurate customer information.
It is certain that those companies that put market and customer information at the core of information system in system planning and design will gain an advantage in the competition with their peers. "It will be an important symbol of a successful company in the future to establish an information system infrastructure with detailed historical data of customer and product turnover and respond to market changes".
Putting customer information at the core of the information system focuses on the organic planning of customer information acquisition and analysis, thus guiding effective business improvement. When obtaining customer information, it is necessary to consider obtaining consistent customer information at multiple customer contact points. For example, in the automobile industry, how to ensure that the same customer information obtained by various information systems can be effectively identified and updated? For example, customers may buy a car at one dealer, repair a car at another dealer, call the 800 customer service center of the OEM, or even register users on the OEM's website. For enterprises, if they can't effectively identify that this is the same customer, then they can't really analyze the customer value. Of course, for the retail industry, the customer information it recognizes is the customer's shopping behavior, and the requirement for the information system is that it must be able to record the customer's buying behavior, so as to provide a basis for future customer behavior analysis.
After effectively obtaining customer information, it is to analyze customer information. At present, business intelligence tools are widely used, including data warehouse, online analytical processing tools and data mining tools. In data analysis, it is necessary to design a reasonable business model according to the enterprise's goals. In the analysis stage, a reasonable business model is very important. For example, the business goal of some supermarkets is to analyze the relationship between customers' shopping behavior and regions, while the business goal of some supermarkets is the relationship between shopping behavior and seasons. At this time, the established business model is different. In addition, it must be mentioned that in the stage of customer information analysis, the business department and IT department of the enterprise must cooperate closely, because ignoring any one aspect will not achieve good goals.
After analyzing customer information effectively, it is how to use the analysis results to guide business improvement. What needs to be emphasized here is that the information system must be able to quickly generate information that can guide actions, otherwise it will take too long, which will lead to many missed opportunities or the analysis results are not in line with the actual situation. Wal-Mart is a model of implementing customer relationship management system, and it is a model worth learning in information mining and utilization. In the author's article "Wal-Mart: Turning Data into Operational Information", the informationization of Wal-Mart is described in detail.
4 abstract
This paper first discusses that customer relationship management needs to be based on "customer-centered" corporate culture construction, then explains that customer relationship management is a continuous PDCA management process, and finally talks about information system as an indispensable tool for customer relationship management. The author has worked in the information department of an enterprise for many years and has been thinking about how to do a good job in system planning and design. After the continuous development of enterprise informatization, we have been studying and thinking about how information systems can help business departments maximize customer value, including business intelligence, how business departments can make good use of business intelligence tools, and business intelligence is not everything-how to play the role of business intelligence tools. Based on my own thinking and experience, this paper briefly talks about my views on customer relationship management. To sum up briefly here, the real realization of customer relationship management must be based on "customer-centric". Customer relationship management is a continuous improvement and deepening management process, and information system is a tool-a very important tool that some enterprises cannot do without.