S(sh)a S(sh)anjI(y)Ŀ͑(dng)(w)ṩ̺CRMܛ_l(f)˾eʮИI(y)\(yn)I(jng)(yn)ɹ؞500(qing)˾ṩ˿͑(dng)(w)1999걻͑(dng)ИI(y)u(png)ԓȰl(f)չI(y)͑(dng)I(lng)ʢu(y) S(sh)aɇO(sh)Д(sh)ǧ(g)͑(dng)ϯжʮNZԵČI(y)ͷܞ͑ṩЇءغ֮gһϵеĿ͑(w)I(y)(w)Ј(chng){(dio)СԒINۺ(w)a(chn)ƷۙϢԃ ᘌ(du)͑P(gun)ϵ(w)ĸ(g)h(hun)(ji)˾аl(f)һϵеČI(y)ϵy(tng)ܛԎ͑pͶYɱЈ(chng)(jng)(zhng)N ҂ڸ(jng)(zhng)ҵЈ(chng)@óɹ҂?c)@ЩFĽ(jng)(yn)Їϣͨ^҂Խķ(w)ȫ½(jng)(j)Ĵ˳@øijɹ ҂ķ(w)Services 1͑(dng)(w) oՓЇ߀SɞṩһĿ͑(dng)ģ҂ʮNZԵĿͷ팢ṩĂ(g)Ի(w)
2͑(dng)ĻI䡢O(sh)\(yn)Iԃ ϣԽͷĵI(y)Sc팚FĹ(jng)(yn)
3CRMܛ_l(f)ƏV SITҞИI(y)Ŀ͑߿Ƽܛϵy(tng)
͑(dng)ģCIC I(y)Ԯa(chn)ƷD(zhun)׃?yu)Կ͑ģ@N(zhn)D(zhun)׃ɹP(gun)Iڿ͑P(gun)ϵϵy(tng)Ч(sh)ʩһ(g)ɹĿ͑P(gun)ϵQ(hu)L͑ăr(ji)ֵڡ {(dio)500(qing)90%I(y)͑(dng)ďһ(xing)Ҫ̄(w)(dng)85%I(y)ԽԽעؑ(yng)͑(dng)ď¸P(gun)IЈ(chng)Nۣ90%I(y)ʾ͑(dng)ĿЧI(y)(jng)(zhng) оI(y)H5%Ŀ͕͑(hu)125% ڼҸ(jng)(zhng)Ы@DDDԿ͑ l@DDDS(sh)a {ڱɹ\(yn)Iʮ껥(dng)ĵĽ(jng)(yn)͏(qing)CRM֧҂Ѹٲ¼g(sh)m(yng)Ј(chng)׃ګ@ֵ(w)ͬM(jn)ӏ(qing)I(y)ĸ(jng)(zhng) ġS͑P(gun)ϵϵy(tng)CRM SCRM(zhn)
塡\(yn)IManagment S(sh)a\(yn)I탞(yu)(sh)
ɹCase Study VXIATT͑ṩ(g)Ի(w) ߡY(ji)Z ҂?yu)ṩЇЈ?chng)Խ(w) ҂a(chn)Ʒ(w)ܲ_ЇЈ(chng) ҂HHṩN߀BЩu(y)з(w)I(y)˾ṩֵ(w) \ڴĴԃ҂ͬɹ
S(sh)aVision-X, Inc.l(f)ϯ\(yn)Iټ渱á@ЇƌW(xu)ԺTʿW(xu)λPepperdine University̌W(xu)ԺEMBAW(xu)λHɼľS(sh)a˾ЃɇO(sh)Ă(g)(sh)ǧϯһžžS(sh)aИI(y)u(png)l(f)չI(y)ֱؓ(f)؟(z)ĵĺͺԒ(w)\(yn)I (lin)\(yn)Iؓ(f)؟(z)ԒNͿͷF(tun)(du)ĽO(sh)CϹ(dn)θõg(lin)Ŀ͑(dng)ďĎʮ˔U(ku)Ű˵Ҏ(gu)ģ˾ĠII(y)_(d)σ|Ԫ Sĺ\(yn)I(jng)(yn)HԻIĺij^đ(zhn)Ҏ(gu)txַϯO(sh)CRMϵy(tng)ճ\(yn)I һžŰ꣬cλ(jng)(yn)SĺĹ팣ҹͬ(chung)˾S(sh)aؓ(f)؟(z)(zhn)Բ߄Ј(chng)ƏVԼճ\(yn)IȫλĹ˾ͬʵŬS(sh)aɫԒNۘI(y)Ϳ͑(w)Ʒ|(zh)Ϋ@úI(y)(jing)AT&T All Star Agency Challenge ChampionSales Madness Contest Winner ԼSprint President Club (jing) F(xin)American Teleservices Association--ATADirect Marketing Association--DMAĕ(hu)T
S(sh)aVision-X, Inc.Ј(chng)Yؓ(f)؟(z)Ј(chng)ƏVNI(y)(w)չ͑(zhn)Ҏ(gu) PSprint PCS͑l(f)չ, SprintߌSprintSprint PCS\(yn)I̺͟oͨӍ\(yn)I֮һPʮg{(zhn)_Ј(chng)A(y)y(c)߶ȵ̶Ԓ֙C(j)(w)ƶ˷dzЧCRM(zhn)ԓ˾ڸ(jng)(zhng)ҵЈ(chng)Ј(chng)ռ ڼSprint֮ǰP(jng)ڃ(yu)(Unisys)˾꣬(dn)ԓ˾cձ˾YI(y)ĸߌ P@֥ӸW(xu)MBAW(xu)λ kevin(bo)(ni)ժҪӢ Description of talk The Role of the Customer Interaction Center in CRM Practice To often, CRM efforts stay mired in theory and fall
short in the actual customer interaction area.To often, CRM efforts stay
mired in theory and fall short in the actual customer interaction area.
Systems and processes are built but the actual customer interaction in
ven too little attention. |