網(wǎng)絡(luò)營(yíng)銷的發(fā)展外文翻譯

1、<p>　　標(biāo)題：The Evolution of Internet Marketing</p><p>　　原文：Paper at a Glance: As multi-channel commerce (i.e., the ability to purchase goods and services via, for example, the Web and the call center) bec

2、omes increasingly ubiquitous, technology (now indistinguish able from the processes it enables) has become the means to instant gratification. However, the Web as a standalone channel presents as much of a liability as

3、it does an opportunity because best business practices for cohesively exploiting the internet and systematically thriving in cybersp</p><p>　　The Take-Away: Brand, relationship and internet marketers must br

4、eak through (often artificial) boundaries to coalesce around the customer as the design point. Organizations must plan to be customer-proactive as commerce paradigms shift from push to pull. Cross-channel integration wi

5、ll enable organizations to optimize the way they treat customers and right-size costs.</p><p>　　Introduction</p><p>　　For too many organizations, "cross-channel integration" is simply

6、a buzzword-compliant trend du jour, and little more than lip-service is paid toward implementing it. However, from the customer's perspective, this lack of integration is aggravating an already frustrating problem wh

7、en interacting with multi-line, multi -channel organizations, leading customers to wonder, "Why don't they know me HERE when I've already told them about me THERE?"</p><p>　　The Internet Ha

8、s Changed the World</p><p>　　Well, maybe not the world, but the Internet has clearly gained momentum as it has moved from being a commercial experiment to a legitimate, mission-critical, business engine in a

9、lmost every business sector. Among other statistics supporting its significance, the U.S. Census Bureau reports that U.S. retail e-commerce sales in the fourth quarter of 2005 continued its steady climb, accounting for

10、 2.4 % of total retail sales (up from 1.6% and 1.9% over previous years, adjusted for seasonality). A</p><p>　　“Old” Internet Marketing</p><p>　　In the beginning, the Internet was cool. In a no

11、d to modernization, many Global 2000 companies dabbled in the Web with experimental web sites, often nothing more than technology-lite brochure sites. These experiments were purposely separated from day- to-day operation

12、s given all the unknowns relative to business impact, claiming dedicated people, business processes, technology, and information. The Web was commonly run by the jeans-wearing ponytail set as opposed to the blue suits

13、carrying sal</p><p>　　Indeed we thought we were making things better by bifurcated marketing disciplines based on channel (e.g., online vs. offline) and formalizing the discipline of online or Internet marke

14、ting. We scoffed at the idea that a relationship or a brand could be enhanced through the Internet, and Internet marketing evolved separately from Relationship Marketing and Brand Marketing. Online marketing sub-special

15、ties evolved (e.g., search marketing), business disciplines were replicated (e.g., order manage</p><p>　　Things improved with the advent of “pull” marketing and all its implications: customers would proacti

16、vely pull companies (see Figure 1) to them on their terms, via their preferred channels, and when they are ready. Banner ads are a classic example of pull marketing: the banners are ubiquitous (and presumably targeted at

17、 a user’s current behavior), but a customer can choose to click through or not. Even with this evolution to pull marketing, customers remained subservient to the channel due to </p><p>　　“New” Internet Mark

18、eting</p><p>　　We now know the Web experiment has succeeded, and the Internet as a commercial tool is here to stay. Consumers are purchasing goods and services more than ever via the Internet, and marketing

19、spend on media such as online classifieds, search marketing, and display advertising is fast following. Indeed spending on Internet marketing is projected to increase, depending on who you believe, between 7% (Winterbe

20、rry Group) and 20%+ (e Marketer) over the next 4 years. But just when we think we’ve go</p><p>　　We also know that while the Web is a huge marketplace, 90%+ of the online purchasing and consideration proces

21、s is occurring beyond the corporate website. Studies show that while customers may seek information from a corporate web site, the sale through this same channel rarely follows. So it would seem on the surface that the

22、 Web is an ineffective revenue-generating channel. But we know it is a very effective channel when taken as one element of the channel system. So looking at the Web from</p><p>　　What’s Web 2.0 Got To Do W

23、ith It?</p><p>　　Web 2.0 is a buzzword referring to whatever is newly popular on the Web (e.g., blogs, podcasts); its meaning is still in flux. To be fair, Web 2.0 denotes an improved form of the Web, genera

24、lly referring to a second generation of services that enable people to collaborate and share information online. It is important for marketers to understand the potential of this next-generation Web, as it provides the f

25、oundation for true (and seamless) cross-channel process and information integration. Web </p><p>　　Why Should a Marketer Care?</p><p>　　It’s clear that the (often artificial) boundaries among R

26、elationship, Brand, and Internet Marketers are blurring in the world of Web 2.0. (See definition check). Business usage of the Web typically trails consumer adoption, which lags significantly behind Internet technology

27、advances. And social adoption of new Web capabilities is skyrocketing as increasing numbers of Internet users become indoctrinated. According to IDC, the number of unique global Internet users will grow from approximate

28、ly </p><p>　　Creating Pervasive Relationships</p><p>　　The underlying features of Web 2.0 support the creation of pervasive, cross-channel customer relationships. A pervasive relationship is an

29、 “always on” conversation (“dialog”) which transcends individual transactions and interactions across all channels. The dialog is informed by the panoramic customer view and a customer’s strategic value, and is considere

30、d by the customer to be useful, unobtrusive, personal, and respectful. To get this right, marketing must become the “air traffic controller”</p><p>　　Defining the Dialog</p><p>　　As discussed a

31、bove, consider the dialog to be an “always-on campaign.” Sometimes called event-based marketing, the conversation is predefined by marketing based on anticipated life cycle events. However messaging and triggers must b

32、e built around the consumer’s behavior and profile, and not around arbitrary time-triggered events. (See Figures 4, 5). As such, transforming one-off interactions into meaningful dialogs requires the context of the conv

33、ersation be maintained and transferred from on</p><p>　　The Cross-Channel Marketing Playbook</p><p>　　Businesses whose customer relationships consistently thrive must be prepared for marketing t

34、o act as an air traffic controller of sorts, providing consistent visibility of customers in every channel and across every stage of the commerce life cycle. Cross- channel integration enables organizations to optimize t

35、he way they treat customers and right-size costs. The following general imperatives must be executed to succeed with successful multi-channel systems and cross-channel integration:</p><p>　　Understand the co

36、mmerce life cycle and associated events ―Because marketing is ultimately about supporting revenue through proactive management of the ETFS commerce life cycle, organizations must create and apply the right business proce

37、sses to the right channels in a way that builds exit barriers and switching costs into the relationship. In addition, the multiple channels through which an organization goes to market must be integrated with one anothe

38、r in support of a single ETFS process to pr</p><p>　　Create a business strategy and value proposition for cross-channel interaction―The objective for multiple-channel programs is to make the sales, marketing

39、, and service mix work together as a single, highly efficient execution system that delivers seamless service, rapid growth, and appropriate cost of sale/cost to serve. Facilitating multiple sales and service channels to

40、 work more closely requires new norms around channel compensation and tighter territory “rules of engagement.” Furthermore, t</p><p>　　Transform channel-specific business processes ― Cross-channel strategie

41、s are often inhibited by channel-specific business processes (e.g., marketing supports “push” strategies not “pull”). Perhaps the most important task is for organizations to bring the Web channel into the channel-managem

42、ent fold. The business model should also rightsize channels to ensure the selling system has the capacity to handle a growing number of transactions and customer interactions.</p><p>　　Embed Analytics Into t

43、he Business Processes ― Predictive and declarative analytics (distinct from pure transactional reporting) must be embedded into the DNA of business process and then deployed through the operational environment. Technolo

44、gy solutions must enable this tight coupling of operational and analytical processes so that knowledge and experience can be deployed into the business, independent of people and systems.</p><p>　　出處：Liz Roc

45、he.The Evolution of Internet Marketing [D].Customers incorporated designing business around customers White Paper.</p><p>　　標(biāo)題：網(wǎng)絡(luò)營(yíng)銷的發(fā)展</p><p>　　譯文：摘要:多渠道營(yíng)銷(例如,通過(guò)網(wǎng)絡(luò)和呼叫中心的能力來(lái)購(gòu)買商品和服務(wù))越來(lái)越普遍,網(wǎng)絡(luò)技術(shù)成了有滿

46、足感的工具。然而,這些網(wǎng)頁(yè)作為獨(dú)立的渠道提出了更多的責(zé)任,因?yàn)樽罴训纳虡I(yè)模式為緊密開(kāi)發(fā)的網(wǎng)絡(luò)系統(tǒng)，它已經(jīng)進(jìn)入繁榮的網(wǎng)絡(luò)空間（不僅僅在營(yíng)銷的舞臺(tái)）?！芭f”互聯(lián)網(wǎng)奠定了基礎(chǔ)但最關(guān)鍵的是錯(cuò)誤組織與網(wǎng)路日期:未能把網(wǎng)路變成他們的整體渠道結(jié)構(gòu)?！靶隆耙蛱鼐W(wǎng)提出了一套新的機(jī)遇，其意識(shí)到在廣告商的決定搜尋者的影響下,在網(wǎng)上廣泛的數(shù)量來(lái)自離線來(lái)源,反之亦然。</p><p>　　外賣:品牌、人際關(guān)系、互聯(lián)網(wǎng)行銷必須沖破(通常是人

47、工)界限,以融合在客戶的設(shè)計(jì)點(diǎn)中。組織必須計(jì)劃將潛在顧客轉(zhuǎn)變?yōu)樯虡I(yè)模式。能使各單位進(jìn)行跨海峽整合優(yōu)化他對(duì)待客戶的成本。</p><p><b>　　簡(jiǎn)介</b></p><p>　　對(duì)許多組織來(lái)說(shuō),“交叉渠道一體化”是一個(gè)簡(jiǎn)單順應(yīng)流行的趨勢(shì)，它比支付多一點(diǎn)口頭服務(wù)。然而,從廣大客戶的觀點(diǎn)來(lái)看,該問(wèn)題缺乏充分的整合，更加令人沮喪的是,多元渠道組織的主要客戶問(wèn):"

48、;為什么他們不知道我在這里，我已經(jīng)告訴他們關(guān)于我自己的事情了啊！”</p><p><b>　　網(wǎng)絡(luò)已經(jīng)改變了世界</b></p><p>　　互聯(lián)網(wǎng)幾乎在每一個(gè)商業(yè)領(lǐng)域都有一個(gè)合法的關(guān)鍵任務(wù)，商務(wù)引擎也已經(jīng)獲得了足夠的動(dòng)力。在支持他的其他統(tǒng)計(jì)數(shù)據(jù)之中,美國(guó)人口普查局的報(bào)導(dǎo),美國(guó)電子商務(wù)零售額2005年第四季度,持續(xù)穩(wěn)步上升,占零售總額24 % 1.6%和1.9%(前

49、一年的季節(jié)性調(diào)整后的)。而且這只是在零售部門的。然而,一位不愿透露姓名的消費(fèi)者表示這些網(wǎng)絡(luò)作為獨(dú)立的渠道提出了那么多的責(zé)任,因?yàn)樗o消費(fèi)者提供了免除手續(xù)費(fèi)的機(jī)會(huì)。反過(guò)來(lái),這限制了企業(yè)激勵(lì)的能力——采購(gòu)基于買方的需求,反過(guò)來(lái),有助于減少消費(fèi)者的忠誠(chéng)度和更低的開(kāi)銷成本。</p><p><b>　　“舊”網(wǎng)絡(luò)營(yíng)銷</b></p><p>　　起初,互聯(lián)網(wǎng)是很酷的。談到現(xiàn)代

50、化,很多跨國(guó)公司在2000年在網(wǎng)上實(shí)驗(yàn)用的網(wǎng)站,只不過(guò)是超過(guò)簡(jiǎn)單知識(shí)手冊(cè)的網(wǎng)站。這些實(shí)驗(yàn)蓄意地脫離日復(fù)一日的運(yùn)營(yíng),相對(duì)于聲稱具有奉獻(xiàn)精神的人們,業(yè)務(wù)流程、技術(shù)和信息帶來(lái)所有的生意更具沖擊。網(wǎng)絡(luò)一般由穿著牛仔褲，頭發(fā)梳成馬尾辮,反對(duì)攜帶藍(lán)色銷售袋的人經(jīng)營(yíng)。網(wǎng)絡(luò)營(yíng)銷在很大程度上由質(zhì)量、出庫(kù)電子郵件的爆炸和獲得電子郵件組成一個(gè)巨大的焦點(diǎn)網(wǎng)上營(yíng)銷。電子郵件技術(shù)員發(fā)現(xiàn)自己作為新時(shí)代前衛(wèi)經(jīng)營(yíng)者，成為了需要制作更多完美的電子郵件而不是通過(guò)合適的渠道得

51、到正確的信息和合適的客戶。因此,基本上最關(guān)鍵的錯(cuò)誤是組織與網(wǎng)路日期:未能把網(wǎng)路變成他們的整體渠道結(jié)構(gòu)。</p><p>　　我們確信,基于渠道的營(yíng)銷學(xué)科(例如,上網(wǎng)和離線)和在線的網(wǎng)絡(luò)營(yíng)銷能夠把事情做好。網(wǎng)上銷售代替了搜索營(yíng)銷、重復(fù)商務(wù)領(lǐng)域(如訂單管理,在線客戶服務(wù)、銷售收入的跟蹤),就這么簡(jiǎn)單!我們創(chuàng)造了類似的電子商務(wù)。記得pre-dot.com的互聯(lián)網(wǎng)分拆企業(yè)嗎?盡管如此,互聯(lián)網(wǎng)行銷不是個(gè)人盲目的發(fā)出進(jìn)行交叉

52、渠道的銷售;而是,整合出發(fā)進(jìn)行交叉渠道也就是從谷歌到雅虎!營(yíng)銷都是將有關(guān)于訊息“推”給客戶,促銷曾經(jīng)是(現(xiàn)在依然是)以有計(jì)劃的渠道作為首要考慮目標(biāo);客戶設(shè)計(jì)點(diǎn)是次要的。我們認(rèn)為,缺乏技術(shù)和未知的恐懼會(huì)讓客戶從要求互聯(lián)網(wǎng)成為一個(gè)商業(yè)和渠道結(jié)合的合法公司。</p><p>　　隨著“拉”營(yíng)銷的出現(xiàn)和所有的含意的提高:當(dāng)消費(fèi)者準(zhǔn)備好之后將會(huì)通過(guò)他們的首選渠道在允許的條件下積極“拉”公司。橫幅廣告是典型的拉營(yíng)銷:橫幅在市

53、場(chǎng)上無(wú)處不在(以及此后針對(duì)當(dāng)前的用戶行為),但客戶可以通過(guò)點(diǎn)擊選擇。即使有了這種進(jìn)化了的拉營(yíng)銷、但是由于缺少信息用戶依然屈從于渠道,企業(yè)可以精選在渠道中融入“全景圖”的客戶。全景的客戶是企業(yè)的一項(xiàng)“企業(yè)記憶”里的客戶跨時(shí)空的渠道和業(yè)務(wù)線，也叫“360°視角”,“它的目的是為了優(yōu)化客戶的相互作用以取得最大段的盈利能力。創(chuàng)造盡收眼底,組織必須擁有固定的方法來(lái)收集準(zhǔn)確的客戶信息,收集到在傳統(tǒng)的交易中的人口統(tǒng)計(jì)資料,包括所有互動(dòng)銷售信

54、息是否發(fā)生病變。事實(shí)上, 因?yàn)榍?客戶提供的顏色搭配通常會(huì)不同，所以銷售大體上仍然靜態(tài)及無(wú)功的。企業(yè)需要及時(shí)指出預(yù)先確定特殊渠道的規(guī)則。然而,客戶的行為會(huì)脫離這些規(guī)則以及缺乏組織能力的有效回答。這是一條雙行道:企業(yè)沒(méi)有全方位的客戶,但客戶也沒(méi)有單一的觀看整個(gè)企業(yè)。這很重要,因?yàn)閷?duì)客戶來(lái)說(shuō),通過(guò)渠道遭遇挫折,從而導(dǎo)致不滿和不夠忠誠(chéng)。</p><p><b>　　“新”網(wǎng)絡(luò)營(yíng)銷</b><

55、/p><p>　　我們現(xiàn)在知道互聯(lián)網(wǎng)作為商務(wù)工具的網(wǎng)絡(luò)實(shí)驗(yàn)已獲得成功。消費(fèi)者通過(guò)互聯(lián)網(wǎng)購(gòu)買產(chǎn)品和服務(wù)比以往任何時(shí)候都更加快速，市場(chǎng)營(yíng)銷在媒體如在線的分類,搜索市場(chǎng)營(yíng)銷展示廣告是快速追隨者的花費(fèi)。網(wǎng)絡(luò)營(yíng)銷預(yù)計(jì)支出確實(shí)在增長(zhǎng),這取決于你相信誰(shuí),在接下來(lái)的4年，在7%（Winterberry集團(tuán))和20%之間(e—Marketer）。但是,正當(dāng)我們認(rèn)為我們已經(jīng)了若指掌時(shí),消費(fèi)者告訴我們不然。目標(biāo)消費(fèi)群,通過(guò)多種渠道做生意,

56、他們將利用哪個(gè)渠道是最合適的呢？研究表明,網(wǎng)絡(luò)營(yíng)銷中如果所有頻道不整合企業(yè)就會(huì)失去顯著性的機(jī)會(huì)。因此,組織必須開(kāi)始把網(wǎng)絡(luò)(一些叫它的電子平臺(tái))作為另一種渠道的渠道組合,而不是把它看成是一個(gè)獨(dú)立的企事業(yè)單位、自營(yíng)公司、或分裂它。綜合頻道系統(tǒng)在一個(gè)渠道體系優(yōu)化使用單一渠道(例如,網(wǎng))本身必須有經(jīng)濟(jì)優(yōu)化。</p><p>　　我們也知道,雖然互聯(lián)網(wǎng)是一個(gè)巨大的市場(chǎng),90%以上的網(wǎng)上采購(gòu)和考慮采購(gòu)的過(guò)程是發(fā)生在企業(yè)網(wǎng)站以

57、外的。研究表明,客戶同時(shí)從一個(gè)公司網(wǎng)站、通過(guò)這同一頻道尋求銷售信息的情況很少隨之而來(lái)。這么看來(lái)在表面上的網(wǎng)絡(luò)是無(wú)效的收益渠道。但我們知道它作為通道系統(tǒng)的一個(gè)元素是一種非常有效的渠道。所以從不同的角度看待網(wǎng)絡(luò),消費(fèi)者拋棄了購(gòu)物車則預(yù)示著一個(gè)商業(yè)存在生命周期的發(fā)生，而不僅僅是一個(gè)失敗的交易。如果這樣認(rèn)為,一個(gè)組織有機(jī)會(huì)影響消費(fèi)者在那個(gè)情況下的購(gòu)買即使網(wǎng)絡(luò)不是合適的渠道。在該模型中,功效網(wǎng)站增加,因?yàn)樗嬖谟谥笖?shù)與其它渠道交易中。事實(shí)上數(shù)以百

58、萬(wàn)計(jì)的這些網(wǎng)絡(luò)互動(dòng)不知不覺(jué)地在每一周、收獲這種信息將導(dǎo)致更多的集中,生產(chǎn)市場(chǎng)營(yíng)銷努力協(xié)調(diào)在線和離線營(yíng)銷參與驅(qū)動(dòng),最終在依靠交叉渠道的地方。</p><p>　　什么是2.0網(wǎng)絡(luò)？要做什么？</p><p>　　2.0網(wǎng)絡(luò)是一個(gè)熱門話題,是指放到網(wǎng)上的任何新流行(例如,博客,播客);其含義是仍在變化。說(shuō)句公道話,2.0網(wǎng)絡(luò)是指一種改進(jìn)形式的網(wǎng)絡(luò),一般指第二代服務(wù),讓人們協(xié)作和交流的信息聯(lián)機(jī)。

59、它的重要性是為市場(chǎng)營(yíng)銷者了解這種新一代網(wǎng)絡(luò)的潛力,因?yàn)樗峁┝苏鎸?shí)的基礎(chǔ)和進(jìn)行交叉流程的信息集成。2.0網(wǎng)絡(luò)使商家預(yù)測(cè)一致回應(yīng)客戶需求,每一個(gè)渠道在每一個(gè)階段的商務(wù)生活周期。</p><p>　　為什么市場(chǎng)營(yíng)銷者應(yīng)該關(guān)心？</p><p>　　很明顯，(通常是人工)邊界關(guān)系,品牌,在世界上的2.0網(wǎng)絡(luò)和互聯(lián)網(wǎng)營(yíng)銷者中是模糊的(看定義核實(shí))。商業(yè)使用的網(wǎng)絡(luò),在零售業(yè)中采用典型消費(fèi)者創(chuàng)新滯后于

60、互聯(lián)網(wǎng)技術(shù)進(jìn)步。隨著愈來(lái)愈多的互聯(lián)網(wǎng)用戶成為灌輸那種觀點(diǎn)的人社會(huì)所采用的新網(wǎng)絡(luò)能力大幅上漲。據(jù)IDC，在2004年許多獨(dú)特的全球互聯(lián)網(wǎng)用戶大約8.2億，在2009年成長(zhǎng)超過(guò)1.3億元。是時(shí)候到企業(yè)超越網(wǎng)絡(luò)“brochureware”(即網(wǎng)絡(luò)1.0和靜態(tài)HTML網(wǎng)頁(yè))和開(kāi)發(fā)的互動(dòng)和社交網(wǎng)絡(luò)特點(diǎn)的互聯(lián)網(wǎng)2.0版本。</p><p><b>　　創(chuàng)造普遍的關(guān)系</b></p><

61、;p>　　下面是互聯(lián)網(wǎng)2.0支持創(chuàng)造非常廣泛,出發(fā)進(jìn)行交叉渠道客戶關(guān)系的特點(diǎn)。一個(gè)普遍的關(guān)系是一個(gè)“總是在”談話(“對(duì)話”)超越個(gè)人交易和它們之間的相互作用在所有渠道的關(guān)系。當(dāng)對(duì)話框通報(bào)全景的客戶觀和客戶的戰(zhàn)略價(jià)值,而且被認(rèn)為是客戶是很有用的, 得到謙和,個(gè)人,和尊重這些權(quán)利,營(yíng)銷應(yīng)該在相互作用過(guò)程中進(jìn)行普及，使客戶在每一個(gè)通道成為“空中交通指揮員”。這樣，每個(gè)市場(chǎng)營(yíng)銷專業(yè)在正確的時(shí)間提供正確的信息共同作用于全景的客戶觀，創(chuàng)造有效

62、的渠道。</p><p><b>　　定義對(duì)話框</b></p><p>　　如上所述,考慮對(duì)話框來(lái)“總是在線行動(dòng)”。有時(shí)根據(jù)估算的生命周期的事件被稱為營(yíng)銷、談話營(yíng)銷預(yù)定義。然而消息和觸發(fā)必須圍繞消費(fèi)者行為與個(gè)人資料和任意及時(shí)觸發(fā)事件(見(jiàn)表4、5)。這樣，轉(zhuǎn)變成有意義的對(duì)話框需要一次性相互作用的上下文來(lái)維護(hù)和談話轉(zhuǎn)移到下一個(gè)通道,而這就要求要出發(fā)進(jìn)行交叉渠道的整合。&

63、lt;/p><p><b>　　交叉渠道營(yíng)銷的劇本</b></p><p>　　企業(yè)是客戶關(guān)系不斷發(fā)展的市場(chǎng)作為一名空中交通管制人員必須準(zhǔn)備應(yīng)付的,提供各種各樣客戶一致的知名度,每一個(gè)渠道在每一個(gè)階段的商務(wù)生活周期。,交叉渠道集成組織優(yōu)化如何對(duì)待客戶和合適的成本。以下是必須執(zhí)行成功的多渠道系統(tǒng)和進(jìn)行交叉渠道整合:</p><p>　　理解商業(yè)生命周

64、期及相關(guān)的事件——因?yàn)闋I(yíng)銷最終是關(guān)于通過(guò)的預(yù)防性管理組織生命周期支持收入,ETFS必須創(chuàng)造和應(yīng)用這一正確的業(yè)務(wù)流程,正確渠道,建立一種退出壁壘和轉(zhuǎn)換成本的方式。此外,通過(guò)多種渠道組織去市場(chǎng)必須結(jié)合彼此支持一個(gè)單一的ETFS過(guò)程提供一個(gè)一致的形象展現(xiàn)給客戶以及集成客戶體驗(yàn)。</p><p>　　創(chuàng)造良好的營(yíng)銷策略和價(jià)值目標(biāo)進(jìn)行交叉渠道作用--建議多渠道計(jì)劃是把銷售、市場(chǎng)、服務(wù)和工作聯(lián)系在一起,就像一個(gè)單一、高效的執(zhí)

65、行系統(tǒng),提供完美的服務(wù),適當(dāng)?shù)某杀句N售/成本服務(wù)快速增長(zhǎng)。便于多重銷售和服務(wù)渠道,更加密切地在渠道需要新的規(guī)范補(bǔ)償和緊密的領(lǐng)土“交戰(zhàn)規(guī)則”。此外,快速成長(zhǎng)的客戶相互作用的理解就意味著作為關(guān)鍵客戶間的相互作用是進(jìn)行交叉渠道的策略,因?yàn)榻灰子幸韵聝蓚€(gè)原因:（1)有一個(gè)重要的行為的信息將被扣留在客戶關(guān)系中即使(或者特別是如果)它不產(chǎn)生交易；（2)組織,不緊緊地執(zhí)行每一個(gè)通道上的一致性風(fēng)險(xiǎn)影響品牌資產(chǎn)。組織必須要同時(shí)評(píng)估一部分渠道效率進(jìn)行交叉渠

66、道策略。</p><p>　　變換特殊渠道業(yè)務(wù)流程——交叉渠道策略往往被特殊渠道業(yè)務(wù)流程(例如,銷售支持“推”不“拉”策略)抑制。也許最重要的任務(wù)是組織能夠把網(wǎng)絡(luò)航道進(jìn)入渠道管理中的商業(yè)模式，也應(yīng)該適合渠道銷售系統(tǒng),確保有能力去處理越來(lái)越多的交易和客戶之間的相互作用。</p><p>　　嵌入分析到商業(yè)過(guò)程——預(yù)見(jiàn)性和聲明分析(有別于純交易報(bào)告)必須嵌入到DNA的業(yè)務(wù)流程,然后通過(guò)可操作環(huán)