芯片固件开发工程 数字IC设计工程

MiningcustomerknowledgefortourismnewproductdevelopmentandcustomerrelationshipmanagementOriginalResearchArticleExpertSystemswithApplicationsInrecentyearstourismhasbecomeoneofthefastestgrowingsectorsoftheworldeconomyandiswidelyrecognizedforitscontributiontoregionalandnationaleconomicdevelopment.Tourismproductdesignanddevelopmenthavebecomeimportantactivitiesinmanyareas/countriesasagrowingsourceofforeignanddomesticearnings.Ontheotherhand,customerrelationshipmanagementisacompetitivestrategythatbusinessesneedinordertostayfocusedontheneedsoftheircustomersandtointegrateacustomer-orientedapproachthroughouttheorganization.Thus,thispaperusestheApriorialgorithmasamethodologyforassociationrulesandclusteringanalysisfordatamining,whichisimplementedforminingcustomerknowledgefromthecasefirm,PhoenixToursInternational,inTaiwan.Knowledgeextractionfromdataminingresultsisillustratedasknowledgepatterns,rules,andknowledgemapsinordertoproposesuggestionsandsolutionstothecasefirmfornewproductdevelopmentandcustomerrelationshipmanagement.ArticleOutline1.Introduction2.Thecasefirm–thePhoenixToursInternational2.1.Backgroundofthecasefirm2.2.Thenewproductdevelopmentprocedureofthecasefirm3.Methodology3.1.Researchframework3.2.Questionnairedesignanddatacollection3.3.Relationaldatabasedesign3.4.Associationrule–Apriorialgorithm3.5.Clusteringanalysis4.Researchresults4.1.Newproductdevelopment4.1.1.Travelarea–inboundtravel(patternA)4.1.1.1.Inboundtravelassociationanalysis4.1.1.2.Inboundtravelclusteranalysis4.1.2.Travelarea–outboundtravel–Asia(patternB)4.1.2.1.Outboundtravelassociationanalysis4.1.2.2.Outboundtravelclusteranalysis–Asiaarea4.2.Customerrelationshipmanagement4.2.1.Travelservice4.2.1.1.Travelserviceassociationanalysis(patternC)4.2.1.2.Travelserviceclusteranalysis4.2.2.Directmarketing4.2.2.1.Travelwebsiteusageassociationanalysis(patternD)4.2.2.2.Directmarketingclusteranalysis5.Discussion5.1.Intheregardofcurrentmarketstrategy5.2.Intheregardoffuturemarketstrategy5.3.Intheregardofcustomervalueandsatisfaction5.4.Intheregardofnewbusinessmodel6.ConclusionAcknowledgementsReferencesCustomersatisfactiondrivenqualityimprovementtargetplanningforproductdevelopmentinautomotiveindustryOriginalResearchArticleInternationalJournalofProductionEconomicsCustomersatisfactiontargetsforvehicleattributesaresetatthecorporatelevelwithlimitedconsiderationoftheengineeringfeasibilityandinteractionsbetweendifferentproductfeatures.Thispaperpresentsacomprehensiveframeworkfortargetplanningforcustomersatisfactiondrivenqualityimprovementeffortsintheproductdevelopmentprocess.Theproposedframeworkfacilitatesalinkbetweencorporatedecisionmakingandengineeringdecisionmakingbyintegratingbestpracticesandstructuringtechnicalactivities.PotentialvehicleattributesareclassifiedandprioritizedforfurtherimprovementusingKanomodelandqualityfunctiondeployment.Customersatisfactiontargetsareestablishedbasedonrigorousbusinessanalysisandtrade-offstudies.Thesetargetsareconvertedintoobjectiveengineeringmetricsusingregressionmodels.Transferfunctionequationsaredevelopedtoprovidealinkbetweenhigher-levelproductcharacteristicsandlower-leveldesignvariables.Themathematicalmodelsareformulatedasoptimizationproblemstocascadedowntop-leveltargetstolower-levelelementswithingivenconstraints.Acaseexampleispresentedtodemonstratetheproposedmethodology.ArticleOutline1.Introduction2.Targetplanningprocess3.Methodology3.1.Identifyandprioritizeimprovementopportunities3.1.1.Customerrequirements3.1.2.Corporateandregulatoryrequirements3.1.3.Classificationofvehicleattributes3.1.4.Prioritizationofimprovementopportunities3.2.Setattribute-levelCStargets3.3.Establishattribute-levelobjectivemetric(measurable)targets3.4.Targetcascadingprocess3.4.1.Identifycriticalcharacteristics3.4.2.Developtransferfunctionmodel3.4.3.Targetcascading3.4.3.1.Mathematicalmodel3.4.3.2.Vehicle-leveltargetcascading3.4.3.3.System-leveltargetcascading3.4.3.4.Sub-system-leveltargetcascading3.5.Component-leveldesignoptimization4.Example4.1.Vehicle-leveltargetcascadingmodel4.2.System-leveltargetcascadingmodel4.3.Sub-system-leveltargetcascadingmodel5.ConclusionAcknowledgementsReferencesManagingthetrade-offbetweenrelationshipsandvaluenetworks.Towardsavalue-basedapproachofcustomerrelationshipmanagementinbusiness-to-businessmarketsOriginalResearchArticleIndustrialMarketingManagementThemanagementofbuyer–sellerrelationshipswasanearlyantecedenttothedevelopmentofcustomerrelationshipmanagement(CRM)concepts.Currently,CRMconceptsarebeingchallengedbytheriseofvaluenetworks.Valuenetworkscanand,often,dointerferewithcustomerrelationshipsandtherebycallforabroaderrangeofconceptstoanalyzeandunderstandrelationshipmanagementandtheinfluenceofvaluenetworksonrelationships.Thisintroductoryarticledescribesthenatureoftheproblembetweenrelationshipsandvaluenetworks,reviewsthecurrentstateofresearch,anddescribesthecontributionsofthearticlespresentedinthisspecialissueonCRMinbusiness-to-businessmarkets.ArticleOutline1.Valuenetworks—Achallengeforbusiness-to-businessrelationships2.Valuecreat