The hottest research on knowledge-based customer a

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Research on knowledge-based customer asset management 1. Introduction the research on customer asset management (CAM) originated in the United States, only more than ten years ago. The theory comes from: ① the drastic changes in the market environment in which enterprises are located (such as the change of marketing mode, the evolution of the relationship between buyers and sellers, etc.); ② Challenges faced by enterprise customer management theory (for example, American scholar Reichheld found that enterprises with the purpose of "serving all customers" fell into a "satisfaction dilemma" in the study of customer satisfaction, which prompted the academic community to think and explore new ideas that can make customers satisfied to avoid the organic combination of long-term load of instruments and enterprise profits). In this context, blattberg and Deighton first put forward the concept of "customer assets", which regards customers as important assets of enterprises, and believes that customer assets are the sum of the discounted lifetime value of all customers of the enterprise. Later, different scholars put forward different opinions on the formation mechanism, composition, theoretical source and measurement of customer assets. The concept of customer equity believes that in order to truly realize the customer-centered management idea, enterprises should operate customers as the most important assets of enterprises to maintain and increase their value

customer equity is a strategic resource that enterprises rely on to enhance competitiveness, with special attribute characteristics. In terms of customer equity management, biattberg and Deighton, rust Zeithaml, David bell and Wang Yonggui have done corresponding research. Reviewing the existing literature, although the research results on customer asset management continue to appear, there are still some defects and problems. On the one hand, the existing research focuses on the identification of the antecedents of customer assets (such as driving factors, formation mechanism, composition and measurement, and customer lifetime value), while the research and attention to customer knowledge is not enough, and the importance of customer knowledge hidden in customer behavior is not fully understood. On the other hand, there is a lack of effective customer asset management models and tools to complete the analysis and improvement of customer assets. For example, the existing theories and tools emphasize the segmentation of customer assets from the perspective of customer profitability, rather than from the perspective of customer f consumption J behavior; The lack of discussion on the monitoring of customer asset portfolio risk and customer asset status, as well as the effective grasp and application of customer voice, etc., these deficiencies limit the comprehensive understanding of customer assets and the formulation of value promotion strategies

second, the proposal of knowledge-based customer asset management

the rapid development of information technology and the increasing importance of customer knowledge are the remarkable characteristics in today's dynamic competitive environment. Through information technology, enterprises can complete the acquisition and application of customer knowledge. As a new management concept, the development of customer asset management is far from mature. Both theory and practice urgently need a simple and practical management model to guide enterprises to manage customer assets

1. knowledge based customer asset management: the result of the integration of customer relationship management and customer knowledge management

customer relationship management belongs to the concept of customer orientation. It provides customers with satisfactory products and services by effectively managing customer information resources, and emphasizes establishing and developing a long-term and stable relationship with all customers. Customer knowledge management provides appropriate tools and methods to acquire knowledge and experience, develop and maintain a favorable customer portfolio, and regards knowledge and customers as the core assets of the enterprise. The knowledge-based customer asset management proposed in this paper extends the research content of customer relationship management and customer knowledge management, and is the result of the integration of the two

(1) the inevitable result of the development of customer-oriented concept. From the evolution of the role of customers, we can see that for enterprise activities, customers have gradually changed from passive recipients of products/services to active participants, and become important assets of enterprise value creation activities

(2) customer asset management provides an application platform for the implementation of knowledge management. Only when customer knowledge is closely related to specific business processes can it play a role effectively, and customer asset management provides a platform for the application of customer knowledge

(3) the demand of customer asset management for knowledge management. In customer asset management, the unstructured, massive and decentralized customer information requires enterprises to mine useful customer knowledge from the vast amount of information, such as customer purchase habits, preferences and the changing trend of customer assets, to support enterprise management decisions

2. knowledge based customer asset management framework

the key of customer asset management is to include customers in enterprise assets, and take customer assets as the core, optimize the allocation of enterprise resources, and improve customer loyalty/satisfaction and customer assets. At the same time, the number of customers in marketing and the characteristics describing each customer are increasing, requiring enterprises to introduce advanced knowledge discovery technology, 6800 ton servo energy-saving two plate injection molding machine to explore customer behavior characteristics, asset change trends, analyze customers' aspirations, complete product/service planning and implement refined marketing. According to the principles of systematicness, dynamics and operability, this paper proposes a knowledge-based customer asset management framework (as shown in Figure 1)

Figure 1. Knowledge based customer asset management architecture

from the perspective of enterprise marketing, this paper defines knowledge-based customer asset management as: in order to adapt to the dynamic market environment, enterprises reasonably allocate marketing resources to complete the classification, evaluation and monitoring of customer assets through effective acquisition and application of customer knowledge, A marketing management mode to achieve the purpose of improving customer assets (value preservation/appreciation of customer assets) and customer satisfaction/loyalty. This management mode requires the strategic level, tactical level and executive level of the enterprise to perform their respective duties and cooperate with each other to complete the operation and management of customer assets

(1) on the basis of clarifying the mission of the enterprise, the strategic management of the enterprise determines the management objectives of the enterprise's customer assets, customer satisfaction/loyalty and the improvement of customer assets. The goal of customer asset management is the service object and expected goal of enterprise marketing work. It is the direction of enterprise management and management of customer assets, and reflects the customer-oriented management concept

(2) according to the objectives set by the strategic level and the understanding of customers' consumption behavior and profitability, the tactical level reasonably allocates enterprise resources, invests in different customer assets, and completes the optimization of the enterprise's customer base (or customer portfolio) (such as through in-depth development of existing customers, retaining valuable customers, guiding or giving up worthless customers, and acquiring new value customers), so as to achieve the goal of customer asset management

(3) the task of the executive level is to complete customer asset analysis and value improvement. In order to achieve the goals set by the tactical level, the executive level establishes a support system for customer asset management (the dotted rectangular box is the cam support system and key elements). The key factors of the system include: cam database, customer knowledge acquisition tools (such as data mining 2, quality function deployment 3, etc.) to complete the acquisition and application of customer knowledge, and guide enterprises to complete the segmentation of customer assets, customer asset portfolio analysis and monitoring Customer voice processing and product/service planning, as well as refined marketing modeling and implementation, guide enterprises to optimize the allocation of resources

customer asset management is a marketing management mode of enterprises in a dynamic competitive environment. At the executive level, in order to achieve a win-win situation between enterprises and customers, enterprises should first establish a cam database to store information about customers' geography, demographics, consumer psychology and other information, as well as customers' needs, attitudes, profit contributions and purchase behavior. Data mining technology is used to divide customer groups into different categories with similar characteristics within groups and large differences between groups. Managers analyze customer assets according to the segmentation results, and understand the value contribution and consumption behavior characteristics of customers. Customer portfolio analysis allows managers to understand whether the current customer portfolio risks and benefits match; For the business activities of enterprises, the different reactions of customers are directly reflected in the changes of customer assets. By monitoring and predicting the changes of customer assets, we can identify the change degree and trend of customer assets and understand the status of target customer assets. Through customer survey and the application of QFD, the value difference between customer expectations and enterprise products/services is identified, which provides an analytical basis for the planning, maintenance and improvement of products/services. The implementation of refined marketing is a marketing measure for enterprises to improve customer assets. The operation and analysis data of relevant elements are stored in the cam database to accumulate more detailed information for the next round of customer asset management

3. Characteristics of knowledge-based customer asset management

as a new management model, customer asset management has some similarities with the past theories, but it also has its own uniqueness. From the definition given in this paper, we can find that the essence of customer asset management is to obtain and utilize customer knowledge, analyze the current situation of customer assets, improve customer assets and customer satisfaction/loyalty, and achieve the purpose of obtaining competitive advantage

knowledge based customer asset management regards customers as important assets of enterprises to operate, and further extends the management of customers from the marketing department to the whole process and links of enterprise production and operation, from a local strategy to an enterprise's overall strategy. This theory has the following characteristics: ① the acquisition, analysis and Application of customer knowledge is the basis of customer asset management. ② The goal of customer asset management is to support enterprises to establish a sustainable development strategy. It takes customer assets as the center to guide the operation and management of enterprises, pursues the maximization of customer assets and the win-win of customer loyalty/satisfaction as the goal, regards customers as their important partners and key stakeholders, and pays attention to establishing and developing a solid long-term relationship with them, so as to realize value together with customers. It is a sustainable competitive strategy. ③ Customer asset management focuses on the optimization of customer groups. Different customer groups bring different benefits to enterprises. Some customers have long-term value, and some customers can balance the risks and benefits of customer portfolio. Therefore, the first content of customer asset management is to monitor the changes of customer assets, understand the changing trend of customer base, find and stabilize high-quality customers, and guide low-value customers to develop into high-value customers; The second is to reasonably match the risks and benefits of customer portfolio. ④ Customer asset management emphasizes the interaction between customers and enterprises. For example, the two-way communication between customers and enterprises emphasizes the attention to the voice of customers and the implementation of cross selling to customers. Therefore, interaction with customers is indispensable

4. The role of customer knowledge

david J. since June 2016, Skyrme and Debra m amidon believe that among all the knowledge owned by an enterprise, customer knowledge is the first. Using customer knowledge to deal with customer relations has gone beyond the realm of customer satisfaction. The role of customer knowledge in the analysis and improvement of customer assets includes: ① customer knowledge is conducive to strengthening the enterprise's understanding of customers, mastering customer needs at all levels, and continuously providing customers with better products and services, so as to improve customer assets. ② Through the application of customer knowledge, improve the tactical decision of enterprises in customer asset management. It can close the oil return valve and open the oil delivery valve to lift the platen. Based on customer assets

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