| In the past years, market competition has been more drastic. The life-time of the products has been shortened. Some of the products have gotten similar. What's more, the demands of customers have become more and more individual and diversified. As a result, the product-oriented concept gets into hot water, and the new idea of customer-oriented emerges, on which CRM (Customer Relationship Management) is based. Soon, the idea becomes popular. Under such conditions, the Telecom industry in China has carried out huge reforming. All of the Telecom companies have to pay more attention to the customers because of the intense competition, to improve the service and satisfy their requirements. Consequently, the Telecom companies thirst for CRM. However, the implementation of CRM in Telecom Industry fell across some difficulties in fact, and the Telecom companies know little of the risk management of CRM.Shenzhen Telecom Company is the branch of Guangdong Telecom Ltd of China Telecom in Shenzhen. In CRM implementation, Shenzhen Telecom's information systems over the years, including telecommunications business management system, network management accounting system, customer service systems, office automation systems, and so on, has laid a good foundation for the introduction of CRM. Some of the system itself is a component of CRM system. At the same time, some municipal telecommunications company quietly emerged the quasi-CRM module based on the data warehouse and data mining functions.There is a certain risk during the introduction of any project. The telecommunications industries have now introduced a CRM project. But they have overlooked risk management. The risk management on CRM project has become particularly important. This paper, which focuses on Shenzhen Telecom, from CRM and risk management analysis of the relevant literature, the development course of CRM and risk management is introduced as well as their definition and meaning. Grounded on the analysis of some researchers, it is concluded that CRM is a customer-oriented comprehensive set of process and technologies for managing the relationships with potential and current customers and business partners across marketing, sales, and service regardless of communication channel. And the project risk management is the identification and assessment of project risk, and to take appropriate risk control measures under specific circumstances, in order to make the losses to the minimum level.This paper introduces the current status of Shenzhen Telecom, a market analysis of Shenzhen Telecom. After that, this paper identifies the risks that may exist in Shenzhen Telecom CRM implementation steps. Risk identification is an important step of risk management. Risk identification is actually the vision and speculation of future risk. Consequently, the general risk identification should include risk classification, source, performance and the consequences. Through the Risk-Check table, to identify the risks that may exist in Shenzhen Telecom CRM implementation steps, the risks will be divided into five major categories: external risks, project management risks, the risks of change, and the risks of human and technological risks. After that this paper builds a system of risk indicators.On the basis of Risk identification, this paper makes risk assessment on Shenzhen Telecom CRM project. Risk assessment is the analysis of the overall risk, the risk of interaction, and the interaction of the project's overall impact, risk tolerance aspects of the main item. During the project risk evaluation practice, the fuzzy often is associated with the gray. Pure fuzzy method will cause loss of information. If only the gray theory, is not fully utilizing the fuzzy rules of the features. Both of them will have results and the actual errors. As such, because of the fuzzy and gray of expert evaluation of the information, this paper combines gray theory with fuzzy evaluation method. This paper builds Fuzzy-Grey Comprehensive Evaluation. It is used to the risk assessment of Shenzhen Telecom CRM project. With Fuzzy-Grey Comprehensive Evaluation Model,the risk weights and risk are evaluated through the quantitative assessment of the implementation of the Shenzhen Telecom CRM project. According to the analysis, the risks of change > project management risk>the risk of human>external risks>technical risk. The overall risk of Shenzhen Telecom CRM project is moderate.Risk identification and assessment is not an end. Project risk management objective and important work should be risk control strategy, specific guidance in project management and how to effectively deal with risk control, reduce or avoid risks loss, based on risk identification and assessment results. Risk control is disposal technologies in order to minimize the risk of accidents and reduce the probability of loss rate of the risks. Risk control is through the appropriate measures to deal with the threat of the possible risks. Several measures most commonly used in response to the threat contain avoiding, mitigating, transferring and accepting. So the risks can be kept away by means of Risk-Watch table and CRM project surveillance. This paper also put forward to some steps to improve the implementation of the project. These include self-evaluation and feasibility analysis before implementing, the eight steps during implementing, and system maintenance and performance assessment after implementing.Finally, the paper try to innovative assess the performance of risk management of the CRM project of Shenzhen Telecom, from the improvement extent of customer relationships to assess the performance of risk management of Shenzhen Telecom various branch. This paper attempts to use the TOPSIS on the performance evaluation of risks management of the branch of Shenzhen Telecom CRM project. By analyzing, Futian branch is the best, Longgang branch is the worst. All of these are the basis for risk management improvement on CRM project.Finally, combining 3G situation, combining features of the 3G business, the Shenzhen Telecom CRM development are discussed. This paper considers specific strategy from the following several aspects: (1) develop high-value customers (2) effective introduction of new services (3) promote 3G value chain to grow. This paper also discusses the prospect of risk management of Shenzhen Telecom CRM. Generally speaking, we should pay attention to strengthening the three concepts: First, the concept of prevention strategies. Risk management requires tactical precautions, also be required to focus on the long term, on the macro overall prevention. Second, the concept of phase prevention. As to the risk characteristics within each stage the project cycle, the implementation of risk management should be in different levels by paragraphs. Third, systematic prevention concepts. The risk management on CRM should strive to absorb applicable material, energy and information from external projects, grasp the development trend, systematic prevention, and system administration from the risk of changes. Shenzhen Telecom ultimate realizes the modernization of the risk management on CRM project... |
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