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>>(ni)h>>\Iӑ

S(sh)a

S(sh)anjI(y)Ŀ͑ṩ̺CRMܛ_l(f)˾eʮИI(y)\I(jng)ɹ؞500˾ṩ˿͑1999걻͑ИI(y)uԓȰl(f)չI(y)͑Iʢu

S(sh)aɇOД(sh)ǧ͑ϯжʮNZԵČI(y)ͷܞ͑ṩЇءغ֮gһϵеĿ͑՘I(y)Ј{(dio)ԒINۺa(chn)Ʒ׷ۙϢԃ

ᘌ͑Pϵյĸh(hun)(ji)˾аl(f)һϵеČI(y)ϵy(tng)͹ܛԎ͑pͶYɱЈN

҂ڸҵЈ@óɹ҂Ը@ЩFĽ(jng)򞎧Їϣͨ^҂׿Խķ܎ȫ½(jng)Ĵ˳@øijɹ

҂ķգServices

1͑

oՓЇ߀SɞṩһĿ͑҂ʮNZԵĿͷ팢ṩĂԻ

  • ԒIN
  • ۺ
  • ӆ̎
  • ᾀԒ
  • Ј{(dio)
  • ͑(sh)(j)콨c
  • ͨ^];W(wng)jƽ_ṩ͑Pϵ

2͑ĻIO\Iԃ

ϣԽͷĵI(y)Sc팚FĹ(jng)򞡣

  • ͑ĵOӋI
  • ͑ĽQ
  • ͑ĵĽ
  • ͑\I
  • ͷˆTӖ
  • ϵy(tng)So

3CRMܛ_l(f)ƏV

SITҞИI(y)Ŀ͑߿Ƽܛϵy(tng)

  • Visionlog(TM) (sh)ϵy(tng)
  • VisionDialer ܻA̖ϵy(tng)

͑ģCIC

I(y)Ԯa(chn)ƷD(zhun)׃?yu)Կ͑@N(zhn)D(zhun)׃ɹPIڿ͑Pϵϵy(tng)ЧʩһɹĿ͑PϵQL͑ărֵ

{(dio)500У90%I(y)͑ďһҪ̄ջ85%I(y)ԽԽעؑ͑ď¸PIЈN90%I(y)ʾ͑ĿЧI(y)

оI(y)H5%Ŀ͕͑125%

ڼҸЫ@DDDԿ͑

l@DDDS(sh)a

{ڱɹ\Iʮ껥ĵĽ(jng)򞣬͏CRM֧҂Ѹٲ¼g(sh)mЈ׃ګ@ֵյͬMӏI(y)ĸ

ġS͑Pϵϵy(tng)CRM

SCRM(zhn)

  • SCICܞʲô
  • ӏINNۺͷ
  • UЈҎ(gu)ģ
  • ߿͑\
  • ṩQƶ(j)
  • Чƺͽͽ(jng)Iɱ
  • Ʒƃ(yu)
  • ߸

塡\IManagment

S(sh)a\I탞(yu)ݣ

  • ʮ껥(jng)
  • Ļ
  • M|(zh)O(jin)ϵy(tng)
  • I(y)HĹF
  • YČI(y)Ӗ
  • ITּ֧
  • Ъ֪Ra(chn)(qun)ĻıO(jin)غ͹ܛ

ɹCase Study

VXIATT͑ṩԻ
VXISprintԒÑM
VXIѸLA Times͑յЧcƷ|(zh)
VXIoGE͑피ķ
VXI Qwest

ߡY(ji)Z

׌҂?yu)ṩЇЈ׿Խգ?/p>

҂܎a(chn)Ʒմܲ_ЇЈ

҂HHṩN߀BЩ•uзվI(y)˾ṩֵ

\ڴĴԃ׌҂ͬɹ

 

 

 


ܿDavid Zhou
S(sh)aVision-X, Inc.l(f)ϯ\Iټ渱

S(sh)aVision-X, Inc.l(f)ϯ\Iټ渱@ЇƌWԺTʿWλPepperdine University̌WԺEMBAWλHɼľS(sh)a˾ЃɇOĂ(sh)ǧϯһžžS(sh)aИI(y)ul(f)չI(y)ֱؓ؟ĵĺͺԒյ\I

“(lin)\Iؓ؟ԒNͿͷF꠵ĽOCϹθõg“(lin)Ŀ͑ďĎʮ˔U󵽾Ű˵Ҏ(gu)ģ˾ĠII(y)_σ|Ԫ

Sĺ\I(jng)򞣬HԻIĺij^đ(zhn)Ҏ(gu)txַϯOCRMϵy(tng)ճ\I

һžŰcλ(jng)SĺĹ팣ҹͬ(chung)˾S(sh)aؓ؟(zhn)Բ߄ЈƏVԼճ\IȫλĹ͹˾ͬʵŬS(sh)aɫԒNۘI(y)Ϳ͑Ʒ|(zh)Ϋ@úI(y)AT&T All Star Agency Challenge ChampionSales Madness Contest Winner ԼSprint President Club 

F(xin)American Teleservices Association--ATADirect Marketing Association--DMAĕT

 

 

 

Kevin Tushaus
S(sh)aVision-X, Inc.ЈY

S(sh)aVision-X, Inc.ЈYؓ؟ЈƏVNI(y)չ͑(zhn)Ҏ(gu)

PSprint PCS͑l(f)չ, SprintߌܡSprintSprint PCS\I̺͟oͨӍ\I֮һPʮšg{ʴ_ЈAy͸߶ȵԣ̶Ԓ֙Cƶ˷dzЧCRM(zhn)ԓ˾ڸҵЈЈռ

ڼSprint֮ǰP(jng)ڃ(yu)(Unisys)˾š꣬ԓ˾cձ˾YI(y)ĸߌ

P@֥ӸWMBAWλ

kevin(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.

Understanding the role of customer interaction and orienting your CRM model to GIVE and RECEIVE information between your CRM engine and your customer interaction points is critical.

Making your CRM efforts count when it matters most -when you actually interface with your prospects and customers - is the key to successfully implementing the modern theories of CRM.