目前日期文章:200902 (12)

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http://www.lizhandy.net/

讀 韓第 的 "你拿什麼定義自己?" 讓我想要要認識他的夫人Elizabeth Handy (Portrait Photographer)

http://www.google.com.tw/search?hl=zh-TW&q=Elizabeth+handy&btnG=Google+搜尋&meta=&aq=f&oq=

從 Google 中找到好多資料, 待往後再好好研究!

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十句話 .....( 很有意義 )   
第一句 
沒有一百分的另一半 只有五十分的兩個人 
第二句 
付出真心 才會得到真心 卻也可能傷得徹底 
保持距離 就能保護自己 卻也註定永遠寂寞 
第三句 
通常願意留下來跟你爭吵的人 才是真正愛你的人 
第四句 
有時候 不是對方不在乎你 而是你把對方看得太重 
第五句 
冷漠 有時候並不是無情 只是一種避免被傷害的工具 
第六句 
如果我們之間有 1000 步的距離 你只要跨出第1步 
我就會朝你的方向走其餘的 999 步 
第七句 
為你的難過而快樂的 是敵人 
為你的快樂而快樂的 是朋友 
為你的難過而難過的 就是那些 該放進心裡的人 
第八句 
就算是 believe 中間也藏了一個 lie 
第九句 
真正的好朋友 並不是在一起就有聊不完的話題 
而是在一起 就算不說話 也不會感到尷尬 
 
第十句 
朋友就是被你看透了 還能喜歡你的人

 

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首先!確認一下你是左腦還是右腦使用者吧!

1. 像祈禱一般,將雙手交握起來...就是這個模門!!!看看你的雙手!!!

    左手拇指被押在右手拇指下的---------------------->左腦使用者

    右手拇指被押在左手拇指下的---------------------->右腦使用者

2. 將你的雙手交叉環在胸前(請揣摩一下"我生氣了喔=)的感覺,就是這個模門!!!

    再看看你的雙手!!!

    右手臂壓住左手臂的------------------------------>左腦使用者

    左手臂壓住右手臂的------------------------------>右腦使用者

從1 + 2來看你的結果 * (要依照1→2順序看唷~)

右左人

--------------------------

善於體貼他人的傳統溫婉類型

能直覺了解對方的心情, 並自然和善對應的右左人。 

雖然無法主動積極的向前, 但卻會後退一步來支持他人, 

生性穩重且貼心, 給人一股〔凡事都會好好照顧*〕的安心感。

不過一旦被拜託過一次,往後就很難再對他人說〔NO〕 

就是最大的缺點。不管自己有多麼的痛苦也會為他人鞠躬盡瘁.... 

這種熱情堪稱天下第一!

右右人

-------------------------

最愛自己的挑戰類型

生性勇往直前, 一旦認定〔就是這個!〕時就會馬上採取行動! 

這就是好奇心旺盛最愛挑戰的右右人。 

憑著一股氣勢就能夠坦然挑戰危險事物的魯莽一族。

但另一方面亦具有被抓住弱點時就很容易被打動的鮮細脆弱一面...。

基本上,不聽他人的話,會跳著聽談話的內容, 也很容易就以主觀意識說話。

不過也因這般充滿個性的緣故而備受眾人喜愛,往往能成為人氣者唷!

左左人

-------------------------

認真又冷酷的完美主義者

雖頗有女人(男人)味, 但卻是在這四種類型中最具有男子氣概! 

凡事都能條理分明的理論性思考, 會憑著一篇大道理迅速打敗他, 

可說相當具有〔鋼鐵之女〕的感覺。

自尊心極高, 正義感也比他人多上一倍。 

做為朋友是很值得信賴,但若與之為敵就會很棘手的類型。 

只不過, 因生性認真又是完美主義者, 常會讓初次見面的人留下 

〔難以相處〕的不好印象。

左右人

-------------------------

喜歡照顧人,領導型

具有冷靜的觀察力能看透對方或現場的氣氛,

但亦具有能體貼入微照顧對方的一面,

這就是兼具冷靜與溫情的左右人。

因生性冷靜, 頗具男子氣概且責任感強烈, 

像個〔大姐頭〕般常會受到同性的愛慕。 

能自然聚集人群並與之俐落相處。

只不過, 有時也會忍不住太愛照顧他人。

相當在意世人如何看待自己, 總是保持警覺心。

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http://ce.fhl.net/other/other004.htm

耶和華的名字


1. 耶和華以勒(創廿二章14節)耶和華必預備

2. 耶和華尼西(出十七章15節)耶和華是我的旌旗

3. 耶和華彌加底西肯(出卅一章13節)耶和華是叫你們成聖的

4. 耶和華拉法(出十五章26節)耶和華是醫治你的

5. 耶和華沙龍(士六章24節)耶和華賜平安

6. 耶和華齊根努(耶廿三章6節)耶和華是我們的義

7. 耶和華沙瑪(結四十八章35節)耶和華的所在

8. 耶和華何西努(詩九十五篇6節)耶和華是那造我們的

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1. Be Cool! Mr Obama focused on his goal and ignored distractions. He corrected problems without blaming people. He could adjust to the needs of the moment, play hardball only when necessary and lead without losing his humility.

2. Be Social! ......................

3. Be the Change!

http://www.economist.com/daily/columns/businessview/displaystory.cfm?story_id=13093828&fsrc=nwl

Business.view

Manage like Obama

Feb 10th 2009
From Economist.com

What can chief executives learn from the new commander-in-chief?


BARACK OBAMA’S proposed $500,000 salary cap for executives is unlikely to win the president many friends in America’s C-suites—even though the cap would apply only to firms rescued by the government and, on closer inspection, the details suggest more bark than bite. But this is no time to ignore winning ideas, and as one of the few big winners of the past 12 months, Mr Obama has plenty.

Some of them might even appeal to those very same executives whose pay he wants to cut, say Barry Libert and Rick Faulk, authors of “Barack, Inc: Winning Business Lessons of the Obama Campaign”. Over the past couple of decades politicians have been urged to learn from business; now, the authors say, the tide has turned. They ask: “What if it turns out that business has more to learn from politics than the other way around? What if Mr Obama’s extraordinary campaign was a feat of managing ideas, people and technology on a scale so massive and demanding that historians rank it as a sort of Manhattan Project of presidential politics?”

AP Friend or foe of the CEO?

The authors draw three main lessons from Mr Obama’s leadership of his campaign. First, “Be cool”. This turns out to be about temperament rather than fashion sense. Mr Obama focused on his goal and ignored distractions. He corrected problems without blaming people. He could adjust to the needs of the moment, play hardball only when necessary and lead without losing his humility. He has retained this quality even after his campaign, admitting he “screwed up” after two of his cabinet nominees had to withdraw over non-payment of taxes.

Second, “Be social”. This is a particular favourite of the authors, who are respectively chairman and chief executive of Mzinga, a social-software company. It is widely agreed that unleashing social technologies—blogs, discussion boards, viral videos, texting and mobile-phone networks—gave the Obama campaign a crucial edge in both the primary and the general elections.

Among other things, it allowed the campaign to motivate an army of volunteers, and rapidly rebut criticism. The authors reckon that “companies do themselves an extreme disservice if they forgo the benefits of all these social technologies—for instance, more customers, lower costs, additional leads, higher efficiency, and greater profits.” This idea is already catching on, as The Economist reported in a recent article about Virgance, a San Francisco start-up that wants to make a profit through political activism.

Third, “Be the change”. Just as Mr Obama’s campaign relied on promising radical change, if business leaders—especially in today’s tough economy—“have not yet answered or even recognized the need for drastic action, they need to make way for others.” This is hard to quibble with, though some readers may find it a bit of a stretch for the authors to contrast Mr Obama’s repudiation of the Reverend Jeremiah Wright with the “plethora of fugitives from reality, the leaders of such troubled organisations as AIG, Citigroup, ImClone, Lehman Brothers, Tyco and United Way”.

Messrs Libert and Faulk are wise to rush their book into print now, before the difficulties of office take the shine off Mr Obama’s campaigning brilliance. Eight years ago, even the New York Times Magazine was willing to find positive management lessons in a new White House incumbent. An article on “The Bush Years: C.E.O., USA” lauded the former president for saying that “good management—like his selection of Dick Cheney as his running mate—makes good politics. As Bush has introduced his proposed cabinet, he has given the nation a rolling seminar on management, sounding at times as though he were reading from a primer for aspiring child executives.”

The article quotes the then-new president dispensing management tips that surely even Mr Obama would agree with. “A good executive is one that understands how to recruit people and how to delegate,” for instance. “How to align authority and responsibility, how to hold people accountable for results and how to build a team of people. And that’s exactly what we’re going to do. This is a team of people who’ll be dedicated to doing what is right for America.” As the author of the article comments, “Who but the most unpatriotic shareholder could argue with that?”

Within a few years, however, Mr Bush had inspired several management books all about what not to do. These include “Would You Choose George W. Bush As Your CEO?”, which “shows how the same traits that have led companies like Enron, Worldcom, Global Crossings, Adelphia and others to defraud shareholders and stumble, could profoundly affect our nation’s security and prosperity”. Fingers crossed that we won’t soon be reading “Screw Up Your Business the Obama Way”.

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http://www.nv.com.tw/346beer/

春酒尾牙新鮮好去處台啤346倉庫餐廳.

訂位專線:(02)25-098-346 或0922-999-346

營業時間:每日晚上17:30-00:00

台北市八德路二段85號(建國啤酒廠內)

 

http://tw.myblog.yahoo.com/jw!gPZ3IoOdHBBuLrH7wkbaoA--/article?mid=3773

Timberland的2009春夏訓練與春酒

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http://christ.org.tw/faith/become_a_christian.htm

by 魏連嶽

步驟一、透過「決志禱告」向上帝表明願意成為一位基督徒   

要成為一位基督徒的首要步驟是:向上帝禱告,表明我們願意成為一位基督徒。基督徒稱這個禱告為「決志禱告」,意思是:表明我們已經決定要成為一位基督徒的禱告。這個「決志禱告」的內容必須包括:

(1)承認自己在聖潔上帝的面前是一位罪人,祈求上帝能夠赦免我們過去因為不認識上帝所犯下的所有得罪上帝的事 (例如:遠離上帝、未將上帝當成獨一真神來敬拜祂、說謊、貪心、自私等等)

(2) 表明我們願意成為一位基督徒,並且願意相信:耶穌已經在十字架上為我們的罪而受難犧牲,使我們的罪能夠透過相信耶穌而被上帝所赦免,也相信上帝的大能已經使耶穌從死裡復活。

(3) 表明願意邀請耶穌進入我們的生命,使祂成為我們生命的救主 (拯救生命的神),使我們能夠因為相信耶穌而被上帝認定是一位無罪的「義人」,並且能成為上帝的兒女、蒙受上帝的祝福、得到永恆的生命。

(4) 表明我們的「決志禱告」是奉靠主耶穌的名字所祈求。(因為耶教導我們:人必須要奉靠祂的名(基督徒尊稱為:耶穌的聖名)向上帝禱告,上帝就會垂聽這樣的禱告。 此外,禱告完之後,一般都會說「阿們 」,來表達自己剛才在禱告中所說的話是出自於真心誠意的。(阿們(a,mhn/ Amen)的原文意思是「以誠摯的心」或「誠心所願」。

幾乎所有剛接觸基督教信仰不久的人,當他們決定要信耶穌,而願意做這樣的「決志禱告」時,都是跟著某一位基督徒口中所說出的「決志禱告詞」、或是跟著某基督教書籍小冊或網頁上的「決志禱告詞」,然後帶著誠摯的心、將決志禱告詞的內容唸出 (也就是將決志禱告詞覆頌一次),這樣即可完成「決志禱告」。(禱告就是對無所不在的上帝說話,表達出我們內心的真誠想法。因此不論我們是在哪裡禱告,上帝都能聽見。此外,雖然表面上我們是跟著他人、書籍、或網頁上的禱告詞覆頌一次,但只要是真心誠意的,這樣在上帝面前,就是非常好的禱告。)  

下面提供您一個符合聖經及基督教信仰的標準「決志禱告詞」。假如您現在願意成為一位基督徒,您可以用誠摯的心,然後將下面的「決志禱告詞」內容唸出。當您唸完下面這個禱告詞,您就是完成了成為基督徒的第一個最重要的步驟;從這一刻起,您的罪就會被上帝完全赦免、而在上帝面前成為一位無罪的義人、並能因為相信耶穌而成為上帝的兒女、蒙上帝的祝福。 

決志禱告詞
親愛的上帝,我承認:我在祢面前是一位有罪的人。我現在願意成為一位基督徒;我願意相信:耶穌已經在十字架上為我的罪而受難犧牲,使我的罪能夠透過相信耶穌而被祢所赦免;我也相信祢的大能已經使耶穌從死裡復活。我現在願意邀請耶穌進入我的生命,使耶穌成為我生命的救主,使我能夠因為相信耶穌而被祢認定是一位無罪的義人,而能成為祢的兒女、得到祢所賜的平安及祝福、得到永恆的生命。謝謝祢聽我的禱告。我在祢面前這樣的禱告,是奉靠主耶穌的聖名所祈求。阿們!  

 

(相關訊息請參考聖經《約翰福音》1:12; 3:16; 5:24; 14:6,13-14、《羅馬書》3:21-5:21;10:9-10、《加拉太書》3:26、《以弗所書》1:3-14、《彼得前書》2:9-10、《啟示錄》3:20;以及「基督教信仰要義」的解說)

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http://en.wikipedia.org/wiki/Customer_relationship_management

 

rom Wikipedia, the free encyclopedia

Customer relationship management (CRM) consists of the processes a company uses to track and organize its contacts with its current and prospective customers. CRM software is used to support these processes; the software system can be accessed, and information about customers and customer interactions can be entered, stored and accessed by employees in different company departments. Typical CRM goals are to improve services provided to customers, and to use customer contact information for targeted marketing.

While the term CRM generally refers to a software-based approach to handling customer relationships, most CRM software vendors stress that a successful CRM effort requires a holistic approach.[1] CRM initiatives often fail because implementation was limited to software installation, without providing the context, support and understanding for employees to learn, and take full advantage of the information systems.[2]

Contents

 [hide]

[edit]Overview

From the outside, customers interacting with a company perceive the business as a single entity, despite often interacting with a number of employees in different roles and departments. CRM is a combination of policies, processes, and strategies implemented by an organization to unify its customer interactions and provide a means to track customer information. It involves the use of technology to enable organizations to continue attracting new and profitable customers, while forming ever tighter bonds with existing ones.

CRM includes many aspects which relate directly to one another:

  • Front office operations — Direct interaction with customers, e.g. face to face meetings, phone calls, e-mail, online services etc.
  • Back office operations — Operations that ultimately affect the activities of the front office (e.g., billingmaintenance, planning, marketing,advertisingfinancemanufacturing, etc.)
  • Business relationships — Interaction with other companies and partners, such as suppliers/vendors and retail outlets/distributors, industry networks (lobbying groups, trade associations). This external network supports front and back office activities.
  • Analysis — Key CRM data can be analyzed in order to plan target-marketing campaigns, conceive business strategies, and judge the success of CRM activities (e.g., market share, number and types of customers, revenueprofitability).

[edit]Types/Variations of CRM

There are several different approaches to CRM, with different software packages focusing on different aspects. In general, Customer Service,Campaign Management and Sales Force Automation form the core of the system (with SFA being the most popular[citation needed]).

[edit]Operational CRM

Operational CRM provides support to "front office" business processes, e.g. to salesmarketing and service staff. Interactions with customers are generally stored in customers' contact histories, and staff can retrieve customer information as necessary.

The contact history provides staff members with immediate access to important information on the customer (products owned, prior support calls etc.), eliminating the need to individually obtain this information directly from the customer.

Operational CRM processes customer data for a variety of purposes:

[edit]Sales Force Automation (SFA)

Sales Force Automation automates sales force-related activities such as:

[edit]Analytical CRM

Analytical CRM analyzes customer data for a variety of purposes:

Analytical CRM generally makes heavy use of data mining.

[edit]Sales Intelligence CRM

Sales Intelligence CRM is similar to Analytical CRM, but is intended as a more direct sales tool. Features include alerts sent to sales staff regarding:

  • Cross-selling/Up-selling/Switch-selling opportunities
  • Customer drift
  • Sales performance
  • Customer trends
  • Customer margins

[edit]Campaign Management

Campaign management combines elements of Operational and Analytical CRM. Campaign management functions include:

  • Target groups formed from the client base according to selected criteria
  • Sending campaign-related material (e.g. on special offers) to selected recipients using various channels (e.g. e-mail, telephone,sms, post)
  • Tracking, storing, and analyzing campaign statistics, including tracking responses and analyzing trends

[edit]Collaborative CRM

Collaborative CRM covers aspects of a company's dealings with customers that are handled by various departments within a company, such as sales, technical support and marketing. Staff members from different departments can share information collected when interacting with customers. For example, feedback received by customer support agents can provide other staff members with information on the services and features requested by customers. Collaborative CRM's ultimate goal is to use information collected by all departments to improve the quality of services provided by the company.[3]

[edit]Consumer Relationship CRM

Consumer Relationship System (CRS) covers aspects of a company's dealing with consumers and customers who are handled by the Consumer Affairs and Customer Relations contact centers within a company.[1] Trained contact center representatives handle in-bound contacts from anonymous consumers and customers, replying to inquiries and fulfilling responses. Representatives capture consumer contact information, issues, and verbatim feedback which is stored in the CRM and made available to company stakeholders such as marketing, product management and development, legal, public relations, etc., for input to product and service improvements. The CRS workflow processing and reporting enable issuing of early warning alerts to product problems in the marketplace (e.g., item recalls) and capture of current consumer sentiment ('voice of the customer').[2]

[edit]Geographic CRM

Geographic CRM (GCRM) combines geographic information system and traditional CRM. Geographic data can be analyzed to provide a snapshot of potential customers in a region or to plan routes for customer visits.

[edit]Strategy

Several CRM software packages are available, and they vary in their approach to CRM. However, as mentioned above, CRM is not just a technology but rather a comprehensive, customer-centric approach to an organization's philosophy of dealing with its customers. This includes policies and processes, front-of-house customer service, employee training, marketing, systems and information management. Hence, it is important that any CRM implementation considerations stretch beyond technology toward the broader organizational requirements.

The objectives of a CRM strategy must consider a company’s specific situation and its customers' needs and expectations. Information gained through CRM initiatives can support the development of marketing strategy by developing the organization's knowledge in areas such as identifying customer segments, improving customer retention, improving product offerings (by better understanding customer needs), and by identifying the organization's most profitable customers.[4]

CRM strategies can vary in size, complexity, and scope. Some companies consider a CRM strategy only to focus on the management of a team of salespeople. However, other CRM strategies can cover customer interaction across the entire organization. Many commercial CRM software packages provide features that serve the sales, marketing, event management, project management, and finance industries.

[edit]Implementation Issues

Many CRM project "failures" are also related to data quality and availability. Data cleaning is a major issue. If a company's CRM strategy is to track life-cycle revenues, costs, margins, and interactions between individual customers, this must be reflected in all business processes. Data must be extracted from multiple sources (e.g., departmental/divisional databases such as sales, manufacturing, supply chain, logistics, finance, service etc.), which requires an integrated, comprehensive system in place with well-defined structures and high data quality. Data from other systems can be transferred to CRM systems using appropriate interfaces.

Because of the company-wide size and scope of many CRM implementations, significant pre-planning is essential for smooth roll-out. This pre-planning involves a technical evaluation of the data available and the technology employed in existing systems. This evaluation is critical to determine the level of effort needed to integrate this data.

Equally critical is the human aspect of the implementation. A successful implementation requires an understanding of the expectations and needs of the stakeholders involved. An executive sponsor should also be obtained to provide high-level management representation of the CRM project.

An effective tool for identifying technical and human factors before beginning a CRM project is a pre-implementation checklist.[5] A checklist can help ensure any potential problems are identified early in the process.

[edit]Privacy and data security

One of the primary functions of CRM software is to collect information about customers. When gathering data as part of a CRM solution, a company must consider the desire for customer privacy and data security, as well as the legislative and cultural norms. Some customers prefer assurances that their data will not be shared with third parties without their prior consent and that safeguards are in place to prevent illegal access by third parties.

[edit]Market structure

The following table lists the top CRM software vendors in 2006-2007 (figures in millions of US dollars) published in a Gartner study.[6]

Vendor2007 Revenue2007 Share (%)2006 Revenue2006 Share (%)'06-'07 Growth (%)
SAP 2,050.8 25.3 1,681.7 26.6 22.0
Oracle 1,319.8 15.3 1,016.8 15.5 29.8
Salesforce.com 676.5 8.3 451.7 6.9 49.8
Amdocs 421.0 5.2 365.9 5.6 15.1
Microsoft 332.1 4.1 176.1 2.7 88.6
Others 3,289.1 40.6 2,881.6 43.7 14.1
Total 8,089.3 100 6,573.8 100 23.1

The following table lists the top software vendors for CRM projects completed in 2006 using external consultants and system integrators, according to a 2007 Gartner study.[7]

VendorPercentage of implementations
Siebel (Oracle) 41%
SAP 8%
Epiphany (Infor) 3%
Oracle 3%
PeopleSoft (Oracle) 2%
salesforce.com 2%
Amdocs 1%
Chordiant 1%
Microsoft 1%
SAS 1%
Others 15%
None 22%

A 2007 Datamonitor report [8] lists Oracle (including Siebel) and SAP as the top CRM vendors, with Chordiant, Infor, and SalesForce.com as significant, smaller vendors.

[edit]Free and Open Source CRM Software

As the enterprise CRM market grows, many companies and small groups of developers focus on creating CRM software that are distributed freely on the Internet or offered at a fraction of the price of classic enterprise CRM software. Many of these packages focus on providing the software for free, but offer the customer an option of paid-for support plans. Free CRM software typically offers similar features as the popular enterprise software packages. The following lists some of the more popular Free and Open Source CRM software available.

[edit]See also

[edit]References

  1. ^ Malthouse, Edward C; Bobby J Calder (2005). "Relationship Branding and CRM". in Alice Tybout and Tim Calkins. Kellogg on Branding. Wiley. pp. 150-168.
  2. ^ Rigby, Darrell K.; Frederick F. Reichheld, Phil Schefter (2002). "Avoid the four perils of CRM". Harvard Business Review 80 (2): 101–109. doi:10.1225/8946.
  3. ^ Edwards, John (2007-11-29). "Get It Together with Collaborative CRM"insideCRM. Tippit. Retrieved on 2008-02-01.
  4. ^ Bligh, Philip; Douglas Turk (2004). CRM unplugged – releasing CRM's strategic value. Hoboken: John Wiley & Sons. ISBN 0-471-48304-4.
  5. ^ Dyche, 2002, Managing Your CRM Project
  6. ^ Gartner, Inc (2008-09-12). Gartner Says Worldwide Customer Relationship Management Market Grew 23 Percent in 2007Press release. Retrieved on 2008-08-15.
  7. ^ Gartner, Inc. (22 June 2007) Commonly Deployed CRM Application Vendors in 2006
  8. ^ Datamonitor (22 August 2007). Datamonitor suggests Oracle, SAP likely to remain atop CRM market

 

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http://zh.wikipedia.org/w/index.php?title=客户关系管理&variant=zh-tw

 

客戶關聯管理

維基百科,自由的百科全書

客戶關聯管理Customer relationship management 或簡稱 CRM),企業活動面向長期的客戶關聯,以求提升企業成功的管理方式,其目的之一是要協助企業管理銷售循環:新客戶的招徠、保留舊客戶、提供客戶服務及進一步提升企業和客戶的關係,並運用市場行銷工具,提供創新式的個性化的客戶商談和服務,輔以相應的資訊系統資訊技術資料挖掘資料庫行銷來協調所有公司與顧客間在銷售行銷以及服務上的互動。

目錄

 [隱藏]

[編輯]客戶關係管理系統

客戶關聯管理系統(CRM系統,或簡稱CRM)通常包含由每位顧客的基本資料及互動歷史記錄集合成的客戶群資料庫,而系統的使用者尚需使用資料挖掘以有效整理出有利用價值的資料,讓經授權的前線銷售人員、市場分析員、客戶服務主任等跟客戶交往時,可以參考CRM系統內的客戶記錄,以加強對彼此的了解,使服務更個人化。理想的 CRM 能提供有始有終的顧客服務,並能達成提昇顧客滿意度顧客忠誠度之最終目的。

[編輯]CRM系統的分類

CRM系統若依照其應用功能的不同,則可以分為下列三大類,通路互動型(communicational)CRM系統、資料分析型(analytical)CRM系統以及作業應用型(operational)CRM系統(Wilde and Hippner,2000)。

通路互動型CRM 企業與其顧客不同的接觸方式與溝通的管道,促使彼此間更易於交流互動的功能。目前通路互動型CRM業者主要是以提供電腦電話語音整客戶服務(computer telephony intrgration center,CTI call center),及提供網頁、電子郵件、傳真、面對面等溝通管道整合方案的業者為主。

資料分析型CRM 根據藉由上述各種溝通管道所蒐集到的顧客資料,進而分析顧客行為,作為企業決策判斷依據的功能。目前資料分析型CRM業者主要是以傳統的資料庫(database)、從事資料倉儲(data warehousing)與資料挖礦(data mining)的業者為主。

作業應用型CRM 幫助企業整合前、後台所有業務流程(business process)時,用套裝(suite)方式,提供各種直接面對顧客需求的自動化服務功能與應用。主要業者包括過去協助企業後台整合,進而提供訂單承諾(fulfillment)與訂單追蹤(order tracking)等管理功能的企業資源規劃系統與供應鏈管理系統的業者,以及致力於前端的銷售(sales)、行銷(marketing)與顧客服務(customer service)自動化、套裝化的業者。

 

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http://www.godtube.com/
http://www.lakewood.cc/Pages/index.aspx 

http://www.llc.org.tw/ 台北靈糧堂
http://gbwww.goodtv.tv Good TV
http://www.rolcc.net/tcn/ce_game.php 生命河靈糧堂破冰遊戲

http://www.llc.org.tw/connect/index.html 福音網站
http://www.llc.org.tw/connect/church.html 教會網站
http://www.tpehoc.org.tw/group.htm 台北基督之家
http://www.oursweb.net/event/christmas/index.asp 我們的網站
http://www.taitheo.org.tw/library/front/bin/home.phtml 台灣神學院圖書館

http://tw.myblog.yahoo.com/olga-blog/gbpost Olga 的部落格 - Moment of Truth

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人經常會抱怨自己不夠幸運,卻從來不懂得去探討幸運發生的原因。其實,幸運是來自於一分注定,三分善良和六分的努力。注定的幸運,起因於前世所積累的福報,強求不得,所以不必妄想。 

努力得到的幸運,在其流得汗、用得心比別人多,付出多自然回報多。善良也能獲致幸運,是真的嗎?就讓我用生活中一段真實的小插曲來說明: 

有一天早晨,我到便利超商買報紙,結帳的時候,一名小學生排在我前面,我聽見他向店員小姐說: 

「麵包和紅茶請分開各打一張發票,謝謝!」我在他後面笑著說:「多拿一張發票,難道就比較容易中獎嗎?像我不訂報紙,每天用買的,為的就是一個月可以多三十張發票對獎,但從來連小獎也不曾對中過,運氣實在是有夠背的!」那名小學生轉頭對我說:「不會呀!我每個月最少都會對中兩百元,最高紀錄還對中過四萬元哩!」 

我開始對他的幸運感到好奇和羡慕,經由短暫的聊天,他告訴我說:「我媽媽每天早上都會給我二十元買早餐吃,媽媽賺錢很辛苦,而我爸爸很早以前就離開我們了。媽媽說,不吃早餐,頭腦會變笨,可是,我實在很想幫媽媽省錢。後來,我決定每天的早餐都到便利商店買,因為有發票可以拿,要是去一 般的早餐店,錢花完了就什麼也沒有了。我想,如果我每個月都能對中獎金的話,不就可以替媽媽省錢了嗎!...」啊! 

真是一個心地善良的好孩子,想得獎金的出發點完全不是為自己,難怪他會如此幸運了。 

終於,我明白了自己的運氣為什麼總是不好,原來是因為這個世界上有比我更需要幸運的人呀!如果幸運全給了我,那這名善良的孩子不就難以如願了嗎!可見,上天真是有眼睛的,唯有善良的人值得庇護。 

現在,每當我拿到發票的時候,總會情不自禁地紅著眼眶想起那名小學生,神奇的是,當我愈希望上天將幸運分送給真正有需要的人時,自己卻開始也中起小獎來了。假若這不是因為善良而招來的幸運,那又會是什麼呢? 

親愛的朋友!我們不該再抱怨自己不夠幸運了,回頭想一想,是不是自己的福報積得不夠?還是流得汗太少,用得心太淺,努力與冀求的比例差太多了呢?或許,你該學著更善良一點兒,更會替別人著想一點兒,當上天確認可以經由你的手去幫助更多苦難者的時候,幸運之神就會降臨了。

======================

讓世界因為我們,而變的更美好!
「好東西要跟大家分享 
生命就該浪費在美好的事物上, 
當你遇見美好的事物時所要做的事, 
就是把它分享給你四周的人; 
這樣,美好的事物才能在這個世界上 
自由自在的散播開來....」

======================

 

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http://en.wikipedia.org/wiki/Memorandum_of_understanding

From Wikipedia, the free encyclopedia

A memorandum of understanding (MOU or MoU) is a document describing a bilateral or multilateral agreement between parties. It expresses a convergence of will between the parties, indicating an intended common line of action. It most often is used in cases where parties either do not imply a legal commitment or in situations where the parties cannot create a legally enforcement agreement. It is a more formal alternative to a gentlemen's agreement.

In some cases, depending on the exact wording, MoUs can have the binding power of a contract; as a matter of law, contracts do not need to be labeled as such to be legally binding. Whether or not a document constitutes a binding contract depends only on the presence or absence of well-defined legal elements in the text proper of the document (the so-called "four corners"). For example, a binding contract typically must contain mutual consideration—a legally enforceable obligations of the parties, and its formation must take place free of the so-called real defenses to contract formation (fraud, duress, lack of age or mental capacity, etc.).

Contents

Examples include:

•The Memorandum of Understanding Relating to the Treaty between the United States of America and the Union of Soviet Socialist Republics on the Limitation of Anti-Ballistic Missile Systems on May 26, 1972 signed by US President Richard Nixon and the USSR Successor States updating the Anti-Ballistic Missile Treaty[2]

•The Memorandum of Understanding on Hijacking of Aircraft and Vessels and Other Offenses between the US and Cuba, meant to criminalize hijacking in both countries (February 3, 1973)

•The Agreed Framework between the U.S. and North Korea over nuclear weaponry on October 21, 1994

•The Oil for Food program, for which Iraq signed an MoU in 1996

•The agreement between the government of Indonesia and the GAM in the Aceh peace process, 15 August, 2005.

•The agreement between the UK and Jordan, Libya and Lebanon regarding potential extradition of suspects (commonly terrorists suspects) who if they are to be tried, must be tried fairly and in a manner similar to the European Convention on Human Rights, for example withholding from using evidence obtained through the use of torture(Article 3). Such an understanding has been criticised for its inability to be legally enforced. This has been highlighted in the current deportation process of the suspected terrorist Abu Qatada, who is wanted by Jordan in connection with a terrorist attack. However, at present, the Court of Appeal have rejected the UK Government's appeal based on their concern at Jordan obtaining evidence potentially incriminating Qatada through the use of torture.

•The Memorandums of Understanding on Labour Cooperation between The People's Republic of China, Singapore and New Zealand on 2008, in parallel with their respective free trade agreements

 

國安(評) 097-179 號

September 18, 2008

兩岸簽署金融監理備忘錄(MOU)情勢分析

副研究員 鄧岱賢  

關鍵字: 兩岸金融監理機制 兩岸金融交流合作 MOU      http://www.npf.org.tw/post/1/4692

自一九九二年我政府通過「台灣地區與大陸地區人民關係條例」,正式准許台商赴大陸投資以來,兩岸經貿、投資關係密切。依大陸統計資料,在貿易方面,二○○七年兩岸貿易總額為一千二百四十四億美元,我國享有七百七十五億美元的貿易順差;在投資方面,累計至二○○七年我國一共有七萬五千餘件大陸投資案,累計投資金額超過四百五十六億美元。在兩岸貿易、投資往來如此密切之狀況下,自然會衍生出對兩岸金融交流合作的需求。 

二○○八年九月七日大陸國務院台辦主任王毅在參加「第三屆海峽西岸經濟區論壇」時指出;「金融是現代經濟的核心,為加強兩岸金融交流與合作,推動兩岸經濟關係發展,我們願與台灣方面就建立兩岸銀行業、證券業監管合作機制,儘快展開協商。繼續鼓勵和支持台資企業在大陸資本市場上市,推動建立兩岸貨幣清算機制,為台灣地區的銀行和券商到大陸設立經營機構逐步創造條件。」顯見大陸方面有極高意願與台灣洽商簽署兩岸金融監理機制MOU。 

在台灣方面,二○○八年六月二十六日行政院為打造台灣成為「亞太資產管理與籌資中心」,促成兩岸金融監理機制運作、放寬國人投資含陸股成分之有價證券,通過「調整兩岸證券投資方案-短期計畫」,擬推動

(一)基金型態之外國機構投資人免出具聲明書;

(二)開放台港「指數股票型證券投資信託基金」,(Exchange Traded Funds, ETF)相互掛牌;

(三)開放香港交易所掛牌企業得來台第二上市(櫃);

(四)開放赴大陸投資證券期貨業;

(五)放寬基金投資涉陸股之海外投資限制等五項措施。既然我政府宣示兩岸要進行金融交流與合作,因此,簽訂兩岸金融監理備忘錄(MOU),制訂雙方金融界相互運作之機制就有其必要性。 

備忘錄(Memorandum Of Understanding, MOU)是陳述雙方或多方協議的文件。通常使用在雙方無法有法律承諾或是無法創造合法執行之協議的狀況之時。國際合作契約通常在正式簽署合約前,會先簽備忘錄(MOU)、意向書(Letter Of Intent, LOI)及保密協定(Non-Disclosure Agreement, NDA),而MOU及LOI是合作雙方在早期階段所簽署的合約形式,不算是正式的合約類型,除非內容有特別約束規範,否則在法律上不具效力,而NDA為一個獨立存在的契約,有獨立的法律效力。

 

我國通常與非邦交國簽署文件時,大都使用MOU,例如與法國簽署「台灣金融監督管理委員會與法國銀行監理委員會共同合作及資訊交換『瞭解備忘錄』」,而與我有邦交之國家則簽署協議(Agreement),如與馬紹爾群島共和國簽署「中華民國(臺灣)與馬紹爾群島共和國洗錢情報交換合作協定」。因此兩岸在金融監理方面簽署MOU不會有矮化我方之問題。 

在兩岸金融業都有需求的情況下,再加上兩岸金融相關單位的領導人都表示肯定,尤其是此議題已是二○○六年第一屆「兩岸經貿論壇」兩按雙方的共同意見,未來兩岸簽訂金融監理MOU,加強兩岸金融交流與合作,應該可以水到渠成。 

尤其目前我政府已開放十四家產壽險在大陸設立十八個辦事處,並已核准七家保險公司赴大陸投資,三家在大陸設立子公司;且已有十三家證券商在大陸設立二十三個辦事處;七家銀行在大陸設立代表人辦事處。這些產壽險、證券、銀行業者亟待兩岸簽署金融監理 MOU後,他們可以開始在大陸拓展業務。更何況核准台灣金融業赴大陸佈局營業,可以擴大台灣金融業的營業規模,擴大兩岸證券投資,解決目前台灣金融市場過於狹小的問題,並有效將台灣金融業推向國際舞台,且對強化我國資本市場之國際競爭力,應有一定助益。 

隨著全球化發展及兩岸經貿關係日益密切,兩岸金融交流合作已經勢在必行,目前兩岸金融市場均已經根據世界貿易組織(WTO)的規範,向全世界銀行開放,兩岸實在沒有理由單獨限制彼此金融往來。兩岸金融交流合作是互利雙贏的局面,也有益於金融業者、台商及廣大百姓,希望兩岸當局均以金融業者及黎民百姓的福祉為依歸,擱置政治爭議,務實促其實現。 

當前兩岸各自只要做相關法令的修正,並簽署金融監理MOU,即可讓兩岸金融合作順利進行。建議我政府儘速成立跨部會金融相關單位工作小組,研擬兩岸金融監理MOU簽署之相關細節問題,並由陸委會授權海基會,與大陸海協會展開協商工作,讓台灣金融業可以赴大陸佈局,擴大規模;讓大陸資金可以來台,活絡台灣經濟。進一步加強兩岸金融業的交流合作,提升彼此金融業的國際競爭力,並為兩岸經貿及投資奠下更好的投資經營基礎,相信兩岸必能克服這波全球不景氣浪潮,為兩岸人民創造安居樂業的未來。 

(本文刊載於97.09.17中央日報網路報,本文代表作者個人意見)

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