外文翻译--客户关系管理(CRM)的理论及应用研究

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客户关系管理在服务行业中的应用研究

客户关系管理在服务行业中的应用研究

客户关系管理在服务行业中的应用研究随着服务行业不断发展壮大,客户关系管理越来越成为企业关注的中心。

客户关系管理(Customer Relationship Management,CRM)是指采用科技手段和有效的商业策略,对顾客资源进行全面管理,深入了解顾客需求,提高顾客满意度,增强企业竞争力。

本文将从客户关系管理的定义、意义、技术手段、应用方法、案例剖析等方面,探讨客户关系管理在服务行业中的应用研究。

一、客户关系管理的定义和意义在客户关系管理中,关键是要对客户进行有效管理,建立长期的稳定关系,实现最大化的利益。

客户关系管理的理念是:客户是企业的资源,服务是企业最重要的资产,服务过程中的质量和效率是企业成功与否的重要标志。

因此,要想在服务行业中立足,必须借助客户关系管理的手段,打造强大的服务体系、优质的品牌形象和稳定的顾客群体。

客户关系管理的意义在于:通过对顾客资源进行全面、深入的管理,节约成本、提高效益、增加回报;增强企业竞争力,从服务提供者和客户的双重角度考虑,因为客户已成为企业最重要的能源。

二、客户关系管理的技术手段客户关系管理的技术手段包括:信息技术、网络技术、数据挖掘技术、社交媒体、移动技术等。

这些技术手段的特点是:信息量大、处理速度快、传输便捷、操作简单,可以极大地提高客户关系管理的效率和精度。

举例来说,在服务行业中,利用网络技术可以实现在线售前咨询、在线售后服务,方便顾客记录联系方式、消费记录等信息;使用移动技术可以提供更快捷的服务,例如物流配送、预约挂号等等。

三、客户关系管理的应用方法客户关系管理的应用方法包括:客户分类、客户评估、客户公司化、客户调研、客户回访和客户关怀等。

客户分类是指按照不同属性、需求、价值等因素将客户分成不同的类别,并实施差异化营销;客户评价是指综合评估客户的满意度、忠诚度,为客户提供个性化的服务;客户公司化是指将个体顾客转换为公司级客户,增加企业与顾客间的互动性;客户调研是指通过问卷调查、深度访谈等方式了解客户的需求,为未来的产品改进和业务拓展提供依据;客户回访是指通过电话、短信、电子邮件等方式联系客户,关切地询问用户体验和工作情况,加强企业与客户之间的互动;客户关怀是指针对客户的生日、购买纪念日等特别时节,给予礼品或赠品,并提供优先服务,让客户感受到企业的陪伴,增强顾客的忠诚度和满意度。

客户关系管理(CRM)(英文版)

客户关系管理(CRM)(英文版)

&
Customers?
Who are these guys?
2
Ogilvy & Mather
& What is CRM? In-depth analysis of customer behavior and attributes.
Applying of the achieved knowledge in the formulation of marketing campaigns, strategies and treatment plans.
Loyal customers will will buy more and are willing to pay premium prices
20/80 rule – 20% of the customers generate 80% of the revenue
4
Ogilvy & Mather
17
Ogilvy & Mather
& The Technology road ahead 2001 Technology strategy objectives Technology – Strategic key focus Key technologies and skills Training Plan Technology Laboratory Work with other companies and organizations Services provided by the Technology group
12
Ogilvy & Mather
& CRM Components (continued) Data extraction and cleansing Data management and storage Scalability and open technologies

外文翻译--客户关系管理(CRM)的理论及应用研究

外文翻译--客户关系管理(CRM)的理论及应用研究

本科生毕业设计(论文)外文翻译外文题目:A Strategic Framework for Customer Relationship Management 译文题目:客户关系管理的战略框架学生姓名:专业:工业工程指导教师姓名:评阅日期:Adrian Payne & Pennie FrowA Strategic Framework for Customer RelationshipManagementOver the past decade, there has been an explosion of interest in customer relationship management (CRM) by both academics and executives. However, despite an increasing amount of published material, most of which is practitioner oriented, there remains a lack of agreement about what CRM is and how CRM strategy should be developed. The purpose of this article is to develop a process-oriented conceptual framework that positions CRM at a strategic level by identifying the key crossfunctional processes involved in the development of CRM strategy. More specifically, the aims of this article are•To identify alternative perspectives of CRM,•To emphasize the importance of a strategic approach to CRM within a holistic organizational context,•To propose five key generic cross-functional processes that organizations can use to develop and deliver an effective CRM strategy, and•To develop a process-based conceptual framework for CRM strategy development and to review the role and components of each process.We organize this article in three main parts. First, we explore the role of CRM and identify three alternative perspectives of CRM. Second, we consider the need for a cross-functional process-based approach to CRM. We develop criteria for process selection and identify five key CRM processes. Third, we propose a strategic conceptual framework that is constructed of these five processes and examine the components of each process.The development of this framework is a response to a challenge by Reinartz, Krafft, and Hoyer (2004), who criticize the severe lack of CRM research that takes a broader, more strategic focus. The article does not explore people issues related to CRM implementation. Customer relationship management can fail when a limitednumber of employees are committed to the initiative; thus, employee engagement and change management are essential issues in CRM implementation. In our discussion, we emphasize such implementation and people issues as a priority area for further research.CRM Perspectives and DefinitionThe term “customer relationship management” emerged in the information technology (IT) vendor community and practitioner community in the mid-1990s. It is often used to describe technology-based customer solutions, such as sales force automation (SFA). In the academic community, the terms “relationship marketing” and CRM are often used interchangeably (Parvatiyar and Sheth 2001). However, CRM is more commonly used in the context of technology solutions and has been described as “information-enabled relationship marketing” (Ryals and Payne 2001, p.3). Zablah, Beuenger, and Johnston (2003, p. 116) suggest that CRM is “a philosophically-related offspring to relationship marketing which is for the most part neglected in the literature,” and they conclude that “further exploration of CRM and its related phenomena is not only warranted but also desperately needed.”A significant problem that many organizations deciding to adopt CRM face stems from the great deal of confusion about what constitutes CRM. In interviews with executives, which formed part of our research process (we describe this process subsequently), we found a wide range of views about what CRM means. To some, it meant direct mail, a loyalty card scheme, or a database, whereas others envisioned it as a help desk or a call center. Some said that it was about populating a data warehouse or undertaking data mining; others considered CRM an e-commerce solution, such as the use of a personalization engine on the Internet or a relational database for SFA. This lack of a widely accepted and appropriate definition of CRM can contribute to the failure of a CRM project when an organization views CRM from a limited technology perspective or undertakes CRM on a fragmented basis.The definitions and descriptions of CRM that different authors and authorities use vary considerably, signifying a variety of CRM viewpoints. To identify alternativeperspectives of CRM, we considered definitions and descriptions of CRM from a range of sources, which we summarize in the Appendix. We excluded other, similar definitions from this list.Grabner-Kraeuter and Moedritscher (2002) suggest that the absence of a strategic framework for CRM from which to define success is one reason for the disappointing results of many CRM initiatives. This view was supported both by the senior executives we interviewed during our research and by Gartner’s (2001) research. Our next challenges were to identify key generic CRM processes using the previously described selection criteria and to develop them into a conceptual framework for CRM strategy development.Our literature review found that few CRM frameworks exist; those that did were not based on a process-oriented cross-functional conceptualization of CRM. For example, Sue and Morin (2001, p. 6) outline a framework for CRM based on initiatives, expected results, and contributions, but this is not process based, and “many initiatives are not explicitly identified in the framework.” Winer (2001, p. 91) develops a “basic model, which contains a set of 7 basic components: a database of customer activity; analyses of the database; given the analyses, decisions about which customers to target; tools for targeting the customers; how to build relationships with the targeted customers; privacy issues; and metrics for measuring the success of the CRM program.” Again, this model, though useful, is not a crossfunctional process-based conceptualization. This gap in the literature suggests that there is a need for a new systematic process-based CRM strategy framework. Synthesis of the diverse concepts in the literature on CRM and relationship marketing into a single, process-based framework should provide practical insights to help companies achieve greater success with CRM strategy development and implementation.Interaction ResearchConceptual frameworks and theory are typically based on combining previous literature, common sense, and experience (Eisenhardt 1989). In this research, weintegrated a synthesis of the literature with learning from field-based interactions with executives to develop and refine the CRM strategy framework. In this approach, we used what Gummesson (2002a) terms “interaction research.” This form of research originates from his view that “interaction and communication play a crucial role” in the stages of research and that testing concepts, ideas, and results through interaction with different target groups is “an integral part of the whole research process” (p. 345). The sources for these field-based insights, which include executives primarily from large enterprises in the business-tobusiness and business-to-consumer sectors, included the following:•An expert panel of 34 highly experienced executives;•Interviews with 20 executives working in CRM, marketing, and IT roles in companies in the financial services sector;•Interviews with six executives from large CRM vendors and with five executives from three CRM and strategy consultancies;•Individual and group discussions with CRM, marketing, and IT managers at workshops with 18 CRM vendors, analysts, and their clients, including Accenture, Baan, BroadVision, Chordiant, EDS, E.piphany, Hewlett-Packard, IBM, Gartner, NCR Teradata, Peoplesoft, Oracle, SAP, SAS Institute, Siebel, Sybase, and Unisys;•Piloting the framework as a planning tool in the financial services and automotive sectors; and•Using the framework as a planning tool in two companies: global telecommunications and global logistics. Six workshops were held in each company.Process Identification and the CRM FrameworkWe began by identifying possible generic CRM processes from the CRM and related business literature. We then discussed these tentative processes interactively with the groups of executives. The outcome of this work was a short 170 / Journal of Marketing, October 2005 list of seven processes. We then used the expert panel of experienced CRM executives who had assisted in the development of the process selection schema to nominate the CRM processes that they considered important andto agree on those that were the most relevant and generic. After an initial group workshop, each panel member independently completed a list representing his or her view of the key generic processes that met the six previously agreed-on process criteria. The data were fed back to this group, and a detailed discussion followed to help confirm our understanding of the process categories.As a result of this interactive method, five CRM processes that met the selection criteria were identified; all five were agreed on as important generic processes by more than two-thirds of the group in the first iteration. Subsequently, we received strong confirmation of these as key generic CRM processes by several of the other groups of managers. The resultant five generic processes were (1) the strategy development process, (2) the value creation process, (3) the multichannel integration process, (4) the information management process, and (5) the performance assessment process.We then incorporated these five key generic CRM processes into a preliminary conceptual framework. This initial framework and the development of subsequent versions were both informed by and further refined by our interactions with two primary executive groups: mangers from the previously noted companies and executives from three CRM consulting firms. Participants at several academic conferences on CRM and relationship marketing also assisted with comments and criticisms of previous versions. With evolving versions of the framework, we combined a synthesis of relevant literature with field-based interactions involving the groups. The framework went through a considerable number of major iterations and minor revisions; the final version appears in Figure 2.This conceptual framework illustrates the interactive set of strategic processes that commences with a detailed review of an organization’s strategy (the strategy development process) and concludes with an improvement in business results and increased share value (the performance assessment process). The concept that competitive advantage stems from the creation of value for the customer and for the business and associated cocreation activities (the value creation process) is well developed in the marketing literature. For large companies, CRM activity will involvecollecting and intelligently using customer and other relevant data (the information process) to build a consistently superior customer experience and enduring customer relationships (the multichannel integration process). The iterative nature of CRM strategy development is highlighted by the arrows between the processes in both directions in Figure 2; they represent interaction and feedback loops between the different processes. The circular arrows in the value creation process reflect the cocreation process. We now examine the key components we identified in each process. As with our prior work, we used the interaction research method in the identification of these process components.客户关系管理的战略框架在过去的十年里,管理层和学术界对客户关系管理(CRM)的兴趣激增。

企业客户关系管理外文文献翻译

企业客户关系管理外文文献翻译

文献信息文献标题:Customer Relationship Management (CRM)-Philosophy and its Significance for the Enterprise(客户关系管理(CRM)的理念及其对企业的意义)文献作者及出处:Idzikowski A, Kuryło P, Cyganiuk J, et al. Customer Relationship Management (CRM)-Philosophy and its Significance for the Enterprise[J]. System Safety: Human-Technical Facility-Environment, 2019, 1(1): 1004-1011.字数统计:英文3107单词,17349字符;中文5459汉字外文文献Customer Relationship Management (CRM)-Philosophy and its Significance for the EnterpriseAbstract The article presents the CRM (Customer Relationship Management) philosophy. The principles of building the CRM strategy, enabling building and strengthening ties with the client (including ensuring its safety in relationship with a company), thanks to which the company can expect continuous sales, have been presented. Exemplary tools used in CRM (such as: call centre, contact centre, key account management) are listed and described. An attempt has been made to assess the cost-effectiveness of implementing the CRM philosophy in the enterprise based on the SWOT analysis. The strengths, weaknesses, opportunities and threats of such an undertaking were analysed, and the results were presented in the summary and final conclusions.Keywords: CRM (Customer Relationship Management), call center, contact center, key account management, lead management, risks in relations with clients, customer safety1.INTRODUCTIONCRM is an abbreviation of the concept of Customer Relationship Management (Haenlein, 2017). CRM is the entire philosophy that combines a marketing concept with a business strategy on how to effectively manage customer relationships. The centre and also the object of interest is the client and their needs, including its safety in relationship with a company. According to Dr. Robert Shaw from Shaw Consulting, the author of the book "Measuring and Valuing Customer Relationships", CRM is “an interactive process of gaining an optimal balance between the organization's investments and the satisfaction of its clients in order to maximize profits”. The Main Statistical Office defines CRM as "Management methodology, which assumes the client being in the centre of business activities and is based on the intensive use of information technology to collect, combine, process and analyse customer information". CRM is a process that is constantly evolving and "requires abandoning the traditional business model focused on the organization. Supported by thoughtful investments in people, technology and business processes, CRM is the way of how the company meets its clients' needs" (Zachara, 2001).In business terms, CRM is a strategy "based on building customer loyalty towards an enterprise/brand by developing long-term, mutually beneficial relationships using the latest advances in information processing technology" (Deszczyński and Deszczyński, 2011).In marketing terms, CRM is a philosophy aimed at satisfying the client's needs, thanks to which effective marketing and effective sales are ensured. In marketing terms, CRM relies on "identifying, winning and educating customer loyalty, and in particular on collecting, integrating, processing and disseminating customer information in all the involved organizational units through possible information distribution channels" (Frąckiewicz and Rudawska, 2004).In IT terms, CRM is a tool whose task is to support the CRM philosophy in the company, so that the management of customer relations is more effective. CRM systems "collect data about clients, competition, contacts, negotiations, transactions, and marketing activities of the organization" (Stasieńko, 2007; Kaoud, 2018). CRM asa tool collects and combines various types of applications in the field of data processing and transfer, from marketing, sales, business and customer service areas. This system is called "a data warehouse with a specific profile, intended for managers of marketing and sales departments, used to analyze the behaviour and profile of customers, their response to marketing campaigns or the quality of the sellers' work" (Todman, 2003).2.DEVELOPING THE CRM STRATEGYThe first stage in developing a CRM strategy is undoubtedly defining the company's goal, i.e. what type of products the company wants to focus on, how these products should be sold, who will be a potential customer. Firstly, it is necessary to specify the product, the target group of recipients, and thus the type of market, eliminating risky clients. To determine the purpose of the company, it is helpful to examine the market and customer needs. The product must meet the customers' needs. The product and its functions should be a solution to a client's problem. It is not difficult to create a product, but matching it to the customers' requirements and fitting it to the market can be a challenge. Before launching the product, it is necessary to know the needs and preferences of individual customers. Information about customers' previous experience with other products is extremely valuable. This will determine the customer's preferences. It is also helpful to measure the level of customer satisfaction, thanks to which customer preferences will be defined (Maciejewski, 2012).The next step in building a CRM strategy is acquiring customers. Promotional and marketing campaigns serve this purpose, but they must be thoroughly planned. Customers are tired of excessive information on various products. Therefore, it is important to make it clear to the customer that the product has already been tried and fulfills its role. Customers generally do not have time to become familiar with the features of a given product. They want clear and specific information if anyone has tried this product before and what they think about it, is it safe to use and meet the client's expectations. Therefore more and more companies advertising their productrefer to the opinion of recognised experts (Liczmańska and Wiśniewska, 2011).Customer segmentation plays a major role in acquiring clients. Therefore, it is necessary to select customers who will generate profit for the company through their purchase. They are, the so-called, key customers, and therefore the most important for the company, because thanks to them, the company can operate and develop (Latuszek, 2012).Customer-centred approach means meeting their needs and thus gaining their trust. The efficient and thoughtful approach to sales as well as to the preparation of an offer for the customer will be very helpful.In order to gain customer trust, the key issue is good communication. Customers want to feel that they can always contact customer service. All available communication channels (mail, letter, telephone, etc.) should be used, but personal contact is the most important. It is then that the company gets to know the customer better and establishes closer relations. A personal meeting allows to learn about customer's preferences, even in private life. The knowledge of the client's hobby and a friendly conversation on this topic increase the feeling of trust, friendship and safety in the client.Acquiring a client is half the battle. The second half is to maintain them, to build good relationships with them, so they will come back for new products. To maintain the customer, it is advisable to provide them with an appropriate after-sales service. The customer wants to be sure that the company will provide them with advice and answer their questions.2.1.Selected tools of CRMIn addition to the basic product, companies are increasingly offering additional services to clients. Currently used CRM tools/services for building lasting customer relationships include:•call centre,•contact centre,•key account management,•lead management (applying communication standards in the customer acquiring process),•loyalty management (rules for granting loyalty packages and privileges).2.1.1.Call centerCall centre is a telephone service centre, also called telemarketing. This concept was coined about 40 years ago by Continental Airlines (American airlines). In the 1990s, first applications were created to improve and record customer telephone service. The job duties include telephone contacts with clients, answering their questions, offering various types of services (e.g. placing orders for a customers), solving problems (e.g. technical support in the case of broken equipment) and active sales of products.2.1.2.Contact centreContact centre is a customer service centre. It is an extension of the Call Center, since it enables contacts between customers and employees not only by phone but also by e-mail, letter, chat, video calls, text messages, etc. It is more customer-friendly because it gives them the opportunity to choose the type of contact with the service office. For employees, this is a challenge and a break from monotony, because they have many communication channels at their disposal. The contact center, as the name suggests, is focused on constant contacts with the client, problem solving, consulting and sales. Nowadays, companies offer more and more modern forms of communication with the client, such as video calls, where the client and consultant can see and talk freely. Thanks to this type of solutions, the company can serve clients from all over the world (Szybalski, 2008).2.1.3.Key Account ManagementThe term Key Account Management, relates to a person managing key clients. The Key Account Manager's tasks include caring for key clients, advising them and presenting the company's product range. He is also responsible for product sales and trade negotiations. The person also prepares contracts and coordinates their implementation. He/she conducts an active analysis of the market and consumer needs, participates in actions promoting the product. Thus, generally, the duties includeservicing existing clients and acquiring new ones (Zachara, 2001).2.1.4.Lead management (management of information on company offers)This is one of the CRM processes aimed at informing potential customers about the company's offer. At the same time, as part of Lead management, the aim is to obtain information on the recipients' purchasing preferences. One of the tasks is to contact the customer again in order to collect feedback on the product and the offer (Deszczyński, 2013).2.1.5.Loyalty management (management of loyalty packages)Loyalty management aims to retain customers by offering privileges and loyalty packages, e.g. in the form of discounts (Deszczyński, 2013).3.CRM IT SYSTEMCRM IT systems support the processes of the sales cycle, maintaining relations with customers, surveying their satisfaction levels, examining the needs of newly acquired clients as well as the operation of service and consulting activities (Zachara, 2001). This system collects and processes information in the field of: sales, customer service, marketing, time and correspondence management as well as after-sales service.The CRM software consists of (Wróblewska, 2013):•operational component,•communication component,•analytical component,The CRM operational component (front office) is a database of clients and sales-order transactions. It is used to consolidate customer data and to record every contact with the customer. The operational subsystem gathers information about personalized offers for the customer. It enables monitoring of customer service and sales reporting.The CRM analytical component (back office) analyses data collected in the operational CRM. This analysis allows understanding the customer's purchasing behaviour. On this basis, it is possible to analyse and plan promotional campaigns,conduct customer segmentation and forecast sales. The analysis performed by this subsystem helps in making strategic decisions, reducing the risk of failure.The CRM communication component enables direct contact with the client using all available means of communication (telephone, fax, email, etc.). It also allows data transfers between the head office and sales representatives (Wróblewska, 2013).The basic advantages of the CRM include (Stasieńko, 2007):•automatic registration of contacts with clients,•servicing the client by a group of people from the company,•solving the client's problems,•more accurate and realistic sales planning,•greater number of customers served,•faster responding to clients' enquiries.4.IMPLEMENTATION OF CRM STRATEGY IN ENTERPRISE – PROBLEM ANALYSIS4.1.Problem definitionA lot of enterprises are struggling with declining sales and loss of customers. This is related to the fact that companies apply a traditional marketing model in sales: they value sales results rather than customer relationships. Companies focus on reducing costs and increasing production. Costs reduction leads to lower quality. Focusing on increasing production and costs leads to neglecting customer needs. Companies do not research the market, and thus do not know what product the potential buyer is looking for. Companies focus on one-off sales, they do not maintain customer relationships. The lack of ties leads to the loss of the client, who will look for more optimal, competitive solutions. As part of the cost reduction many companies do not introduce loyalty packages, e.g. in the form of discounts, which discourages the client from cooperation with the company. The lack of attractive, personalized offers also contributes to reducing the customer portfolio. Enterprises do not segment customers, "safe" for the company, and thus they do not focus on the most profitable customers. Directing the same offer to all recipients leads todeepening financial losses. It also results in the loss of competitiveness on the market. Another problem is the lack of tools allowing efficient customer service and after-sales service. Without these tools, the company can not develop its range of products because it does not have any valuable feedback from customers. Companies do not collect information about key clients or such information is collected in a chaotic manner, which makes it difficult to build good customer relationships.All of the presented problems can be reduced to the basic problem, which is the lack of customer relationship management in the company. In the long term, this problem leads to:•worsening of the company image on the market,•the loss of cometitiveness,•the loss of customers,•the loss of revenues and profits,•worsening of cash flow and the company profitability,•declining sales,•increase in number of complaints.4.2.Suggested solutionsThe solution to the declining and inefficient sales is the introduction of the CRM strategy in the company. It is a client's needs oriented solution. The introduction of CRM in an enterprise involves the reorganization of work in the company. For this purpose, the company sets its goals and promotes the idea of CRM in the company. Each employee must understand the essence of CRM and identify with it. The database thus created will allow the analysis of the target market and the identification of key clients. Next, the company should develop and implement a marketing strategy using selected CRM tools, such as customer service, after-sales service and loyalty packages for regular customers. Support for the implementation of CRM in the enterprise will be provided by a computerized CRM system that will integrate the company's operations. Companies that implement CRM are advised to consult specialists in the field of customer relationship management. Experts will advise on how to start, how to implement CRM effectively and economically.4.3.SWOT analysis of the suggested solutionTable 1 presents the SWOT analysis of the suggested solution for the issues analysed in the article.Table 1 SWOT analysis – strengths and weaknessesTable 2 SWOT analysis – threats and opportunities5.Conclusions“Considering all the problems faced by today's organization, it can be stated that the CRM, as a business concept, fosters the complex approach to the client, and in particular the determination of the company's ability to implement the product, service and their combination that will be attractive to customers. It helps to establish the company's ability to acquire new and retain loyal customers, to increase customer satisfaction and to strengthen loyalty” (Maciejewski, 2012). The implementation of the CRM strategy allows to significantly optimize costs and increase the margin. The percentage of sales also increases, and so does the profit of the company, and the levelof customer confidence. The policy of focusing on the client's needs strengthens the company's image on the market and makes it attractive to potential recipients of goods or services.However, it should be remembered that introducing the CRM into the company may cause changes in its organization and the way of thinking. The introduction of CRM, and especially the CRM computer system is a long and expensive process. If the company does not clearly define its goals, the implementation may be unsuccessful.Although the implementation of the CRM philosophy in a company is an expensive and time-consuming process, it is profitable and beneficial in the long run. Considering the fact that CRM is a tool that may help to build long-lasting relationships with customers, and thus increase sales, it can be assumed that the investment in CRM implementation will return, provided that the company's operations are thouroughly thought through.中文译文客户关系管理(CRM)的理念及其对企业的意义摘要本文介绍了CRM(客户关系管理)的理念。

CRM(客户关系管理)的应用与理论研究综述

CRM(客户关系管理)的应用与理论研究综述

CRM(客户关系管理)的应用与理论研究综述
张国方;金国栋
【期刊名称】《科技进步与对策》
【年(卷),期】2003(020)003
【摘要】CRM(Customer Relationship Management,客户关系管理)与
ERP(Enterprise Resources Planning,企业资源计划)、SCM(Supp1y Chin Management,供应链管理),并称为现代企业提高竞争力的三大法宝,它既是一种管理理念,又是一种旨在改善企业与客户关系的新型管理系统和运作方法体系,还是一套管理软件.对CRM的应用和理论研究的现状、问题与不足进行了系统分析,提出了建立以客户理论、客户价值(让渡价值)理论、客户价值实现理论为基本内容的CRM理论框架体系.
【总页数】4页(P176-179)
【作者】张国方;金国栋
【作者单位】华中科技大学,湖北,武汉,430074;华中科技大学,湖北,武汉,430074【正文语种】中文
【中图分类】F274
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1.依靠客户关系管理提升企业竞争力--桂林市燃气总公司客户关系管理(CRM)探索[J], 张秉康;王晓琦
2.营销理论的新发展:客户关系管理(CRM)理论 [J], 陈玉保;刘宏;段红彬
3.客户关系管理(CRM)的理论及应用探讨 [J], 史丽萍;骆军
4.基于“客户忠诚”的中小企业客户关系管理(CRM)分析及应用策略 [J], 李君;
5.CRM客户关系管理系统在电工电器行业应用研究 [J], 史肃泉
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客户关系管理 毕业论文外文翻译

客户关系管理  毕业论文外文翻译

客户关系管理毕业论文外文翻译CUSTOMER RELATIONSHIP MANAGEMENTAs. univ. drd. Mihaela Cornelia Prejmerean.Lect. univ. dr. Alina Mihaela Dima.Academy of Economic Studies, BucharestAbstract: After 17 years of economical and market development, Romanian companies face a new challenge: the tough competition from the European Union and the battle for the customers. The Romanian enterprises will have to learn not only how to attract customers, but also how to keep them. Marketing programs include now aspects regarding customer orientation, relationship management, loyalty and quality. In this paper, we will follow the main aspects, characteristics, dimensions and processes of Customer Relationship Management, and we will analyze the challenges that the local companies will have to face. Examples from the financial service sector will round the actual situation of the implementation of the CRM rules and principles in Romania.Keywords: marketing information system; customer relationship management; business asset, customer acquisition; customer retention.1. IntroductionIn the last decade, the majority of the companies were preoccupied with production, recession, mergers, new technologies and business regulation. Romania’s accession in the European Union will bring many advantages for further development, together with membership in a Common Market with common policies on product regulation, and freedom ofmovement for all the four factors of production (goods, services,capital and labor). This means that Romanian companies will compete with other companies from the EU directly in their home market. European companies are more flexible and mobile and will put a high pressure on the local companies in order to produce better products, launch better offers and services and orientate more towards their customers. High revenue equals important customer is a classic rule when the company organises its customer policy. “An important customer brings a gross amount of money for our enterprise” has become a reflex for many companies abroad and perhaps in Romania, too. But is this always true, or do we need more information than a simple figure reported at the end of the year?2. Marketing information systemA winning company is more productive in acquiring and retaining customers, to expand its clientele (Kotler, 2003). This company improves the value of the customers by reducing the rate of defection, increasing the longevity of customer Management & marketing relationship, making low-profit customers more profitable or terminating them etc. Gathering information on the actual or potential marketplace not only allows the organisation to monitor trends and issues concerning its current customers, but also helps it identify and profile potential customers and new markets, to keep track of its competition, their strategies, tactics and future plans (Brassington and Pettitt,2003). In order to collect and organize a high quantity of diverse information, theenterprises started to build marketing information systems. There are, mainly, a set of procedures and methods by which pertinent, timely and accurate information is continually gathered, sorted, analysed, evaluated, stored and distributed for the use of marketing decision makers (Zikmund and D?Amico,1993). The marketinginformation system includes data from external and internal sources (sales records, customer records, marketing communications, and sales force information). The focus on the customer and the integration of the marketing function helps the company to create customer databases with comprehensive information about individual customers or prospects.3. Customer relationship managementCustomer Relationship Management has been around for the last 30 years, but it became very important when companies changed theirattitude towards marketing function. Nowadays, the cross-functional approach to marketing requires an organizational culture and climatethat encourages collaboration and cooperation between departments. People within the business must understand their role in serving customers, internal or external one. CRM builds on the principles of relationship marketing and recognizes that customers are a business asset and not simply a commercial audience, implies the structuring of the company from functions to processes, information are usedproactively rather than reactively and develops the ne-to-one marketing approaches (Payne, 2006).When defining CRM, we must first explain the difference between customer acquisition and customer retention. The two concepts have different drivers. Attracting customers has become very difficult these days, when people are harder to please. They are smarter, price conscious and sensitive, more demanding, less forgiving, and they are approached by many more competitors with equally good or better offers (Kotler,2003). Companies focus more on sales analysis, customer segmentation, advertising, merchandising and campaign management. The more difficult part is keeping the customers. According to Bruhn, a customer is satisfied when the comparison between offer and consumption fulfils his/her expectations, after he/she accepts the company, trustsit and exhibits a positive attitude towards it, becomes loyal to that company. In this situation, the customer talks favourably about the company and about its products, pays less attention to competing brands and is less sensitive to price, which turns transactions into routine (Bruhn, 1999). With customer retention, the company must pay attention to service satisfaction and trust in Customer relationship management the organization and its staff. Some companies believe thatif a customer complaints the problem will be solved, but 96% of unsatisfied customers don’t complain and go to another company. Therefore, Customer Relationship Management is the mechanism for retaining customers (Russell-Jones, 2003). Mainly CRM allows the company to understand who their customer is, isolate the best customer (those with whom you desire to have long-standing relationships), createrelationships stretching over time and involving multi-interactions, manage the relationship to mutual advantage, seek to acquire more ofthose “best” customers. Inputs like marketing strategy, customer base, products, and regulation, competitors and staff skills are synthesizedin a CRM programme which creates outputs as customer service, customer retention, higher share of wallet, customer referral, more predictable revenues streams, improved profitability, lower costs and better compliance (Russell-Jones, 2003).4. Developing a strategy in customer relationship managementBecause CRM is a cross-functional activity and large companies have thousands and millions of customers, the need for a strategic frameworkis very high. Thedimensions of a CRM strategy are mainly focused on defining the following topics:(1)object of the customer relationship management:the company hasthreeoptions: focusing on the company itself, on a brand or on the distributor.(2)target segment:the company usually sets priorities betweendifferentcustomer segments, it defines strategic customers based on theportfolio analyses, factors as revenue, length of the relationship, income, collaboration with the customer. These are its analysis criteria;(3)ways of retaining the customers:customers’ satisfaction is inthe centre ofall the decisions, but customers retention can also become a central issue through contractual clauses, such as service, leasing and warranty;(4)choosing the instruments of CRM:the company combines theinstrumentsof the 4P?s with focus on the customer;(5)intensity and timing of the CRM decisions:show when and howshould thecompany introduce different instruments; programmes can last fromone day to one week, or from three month to two years;(6)cooperation within the CRM programme:sometimes the company mustcooperate with other partners from the distribution channel, mainly between producer ,wholesaler and retail.5. Instruments of customer relationship managementThe communication policy plays an important role in the instruments mix. It follows two objectives: first, to build a permanent dialoguewith the customer in order to stabilize or change its expectations, and second, to counteract influences after consumption. The main CRM instruments within the communication policy are: Direct-Mail is material distributed through the postal service to the recipients’ home or business address to promote a product or service. In CRM the mailedissue can vary from a simple letter to a catalogue, and its sending willalways occur at a particula r moment in customer’s life (birthday, invitation for an event). It mustincorporate sticky gadgets to increase their chances of being opened and read; Newsletters are distributed to customers for free and contain information about new products, offers for special events and others; Fidelity cards (store cards) are animportant tool in gathering information about customer behaviour. By accumulating points of fidelity, the customer can benefit from different special offers; Clients club designates a concept which has grown in parallel with the fidelity cards. Its main forms are VIP-Club, Fan-Club, Product-Interest-Club, and Lifestyle-Club. The club represents an opportunity for the company to make offers in accordance with the social status, acceptance prestige and expectations of its customers;Telemarketing allows companies to undertake marketing research andis highly measurable and accountable; the number of positive and negative responses are easily recorded and monitored. It provides for interaction, is flexible and permits immediate feed-back. Online-marketing includes many forms such as on-line advertising, on-line sales promotions, on-line direct marketing, on-line public relations, one-line personal selling. The medium used is the internet and the main instrument is the email. Virtual promotions are cheaper than hard copy versions, but the challenge is to drive traffic to your company’s Web site. Event-marketing takes place in three main areas: theproduct (here, it focuses on increasing sales), the corporation (for developing a corporate body) and the community (to make a difference in the life of the local community) (Bruhn, 1999& Fill, 2002).The price policy can be thought about in various ways when building a CRM programme: discounts for special customers, underselling or matching competitors, loyalty refunds, bundling items together and offering overall prices. Although price is not a measure of inherent value received, it is often used by customers as a benchmark, ignoring any other features or differences.Key factors in the product policy are the product itself, with quality, design, technical features, packaging and service management which includes lifelong warranty, price warranty or a customer telephone line. An active management in the distribution policy can focus on the customer or on the distribution channel. The producer evaluates the activity of the distribution partner and Customer relationship management intervenes when needed. The focus on the customers isrealised through a Key Account Management which develops programmes for special customers.6. ConclusionsRomanian companies must focus in the future on the Customer Relationship Management and try to turn a “susceptible” client into a “partner”, to transform people who once needed their product/service, or occasional business partners into supporters and advocates and, eventually, into loyal partners that “sell” on the behalf of thecompany. Companies must create a permanent dialogue with their customers, and fight for them, because the clientele is not given for free. Customers that were price sensitive show now a higher interest in quality, service and behaviour of staff, and a company whichconcentrated on a price strategy should check how prepared its rivalsare for a competition in the aforementioned fields. CustomerRelationship Management increases its flexibility and adaptability tothe market, in a world of capricious clients.客户关系管理作者:Mihaela Cornelia Prejmerean.LectAlina Mihaela Dima这是一份来自布加勒斯特(罗马尼亚首都)经济学院的研究摘要:经过17年市场经济的发展,罗马尼亚的公司面临着一个新的挑战:来自欧盟的激烈竞争和抢夺消费者的大战。

客户关系管理的理论与方法

客户关系管理的理论与方法

客户关系管理的理论与方法1. 引言客户关系管理(Customer Relationship Management,CRM)是一种通过建立和维护与客户的关系,以提高企业销售和服务质量的管理方法。

它是企业与客户之间互动的全过程管理,包括客户获取、客户满意度管理、客户关系的协调和发展等方面。

本文将介绍客户关系管理的理论与方法,并探讨如何利用这些理论和方法来提升企业的市场竞争力。

2. 客户关系管理的理论基础2.1 顾客满意度理论顾客满意度是客户对企业产品或服务的满意程度。

满意度不仅仅取决于产品或服务的质量,还取决于客户的期望和实际体验的差距。

顾客满意度理论认为,通过提高顾客满意度,可以增加顾客的忠诚度和再购买意愿,进而促进企业的销售和市场份额的增长。

2.2 顾客生命周期价值理论顾客生命周期价值(Customer Lifetime Value,CLV)是指一个顾客在其与企业建立关系的整个生命周期内为企业创造的经济价值。

顾客生命周期价值理论认为,企业应该重视和管理好每位顾客的生命周期价值,通过提供个性化的产品和服务,提高顾客的忠诚度,延长顾客的生命周期,从而提高企业的长期盈利能力。

3. 客户关系管理的关键方法3.1 数据分析与挖掘数据分析与挖掘是客户关系管理的重要方法之一,它通过收集和分析大量的客户数据,发现客户的需求和行为模式,以便针对性地制定营销策略。

企业可以通过客户关系管理系统收集和管理客户的基本信息、交易记录、投诉反馈等数据,并利用数据分析工具和算法来挖掘隐藏在数据背后的有价值的信息,为企业的决策提供依据。

3.2 个性化营销个性化营销是根据不同顾客的需求和偏好,提供定制化的产品和服务的营销策略。

通过客户关系管理系统的数据分析功能,企业可以了解每位顾客的购买习惯、喜好等信息,从而为其量身定制推荐产品或优惠活动,提高顾客的购买意愿和忠诚度。

3.3 建立客户反馈机制建立客户反馈机制是客户关系管理的重要环节之一。

(CRM客户关系)数据挖掘技术在CRM中应用外文原文和译文

(CRM客户关系)数据挖掘技术在CRM中应用外文原文和译文

(CRM客户关系)数据挖掘技术在CRM中应用外文原文和译文CustomerRelationshipManagementAndApplicationsofDataMiningTechniquesInBusi ness-to-BusinessIndustryCustomerRelationshipManagement(CRM):TheConcept Firmstodayarebecomingmoreawareofthefundamentalchangesofcustomerrelationshipsand theneedtoimplementnewsolutionsandstrategiesthataddressthesechanges(Rygielskiete l.2002).AndthustheconceptofCRMhasbeenintroduced.DefinitionofCRM:CRMisanenterprise-widebusinessstrategydesignedtooptimizeprofitability,revenuean dcustomersatisfactionbyorganizinganenterprisearoundcustomersegments,fosteringcu stomer-satisfyingbehavioursandlinkingprocessesfromcustomersthroughsuppliers.(Co llins2001)FunctionsofCRM: CRMrequiresthefirmtoknowandunderstanditsmarketsandcustomers.Thisinvolvesdetaile dcustomerintelligenceinordertoselectthemostprofitablecustomersandidentifythosen olongerworthtargeting.CRMalsoentailsdevelopmentoftheoffer:whichproductstosellto whichcustomersandthroughwhichchannel.Inselling,firmsusecampaignmanagementtoincr easethemarketingdepartment’seffectiveness.Finally,CRMseekstoretainitscustomers throughservicessuchascallcentresandhelpdesks.(Rygielskietel.2002) Manypractitionersrecognisethatkeepingcustomersismoreprofitablethanattractingnew customers(BitranandMondschein,1997).AccordingtoSrivastavaetel.(2002),toacquirea newcustomercostsfivetoseventimesmorethantoretainanexistingone.Hence,manycompani esareadoptingCRMasameanstodevelopandmaintainsuccessfulcustomerrelationship(Verh oefandDonkers,2001).ThisgenerallyacceptedviewonthemotiveofadoptingCRMfocusesmor eonmaintainingtherelationshipofexistingcustomers,notonacquiringnewcustomers.How ever,acquiringnewcustomers,whichcanbeviewedasCustomerRelationshipEstablishment( CRE),shouldformapartofCustomerRelationshipManagement.Myargumentsarea)alltheCRMa ctivitiesarebasedontheacquisitionofnewcustomers,itisthepremiseoftheCRMactivitie sonwards,andb)tounderstandapotentialcustomer’sneedisasstrategicallyimportantas tounderstandacurrentcustomer’sintermsofproductdesignaswellasafter-salesservice,a ndfurthermore,c)thesametheoryandpractiseofCRMactivitiesonacurrentcustomercanals obeappliedtoaprospect,e.g.marketingsegmentationondifferentiatingprofitable(pote ntial)customersfromthosenon-profitable.Thus,marketingactivitiesinvolvingconvert ingprospectstocustomersshouldalsobeincludedintotheCRMdomain.CRMinBusiness-to-Business(B2B)Industry:TheNecessity CRMisnotonlyapplicableformanagingrelationshipsbetweenbusinessesandconsumers,butevenmorecrucialforbusinesscustomers.InB2Benvironments,transactionsaremorenumero us,customcontractsaremorediverse,andpricingschemesaremorecomplicated.CRMstrateg ies,suchascustomisedcatalogues,personalisedbusinessportals,andtargetedproductof fers,canhelpsmooththisprocessandimproveefficienciesforbothcompanies.(Rygielskie tel.2002)Fromtherespectiveofcustomerbehaviour,Bush(2002)suggeststhatB2Bbuyerschooseasupp lierwithwhomtheycandeveloparelationship;onetheycangobacktoasrequiredandoneonwhi chtheyfeeltheycandepend.Oncetheyhavechosenasupplier,havinginvestedthistimeandef fort,theyaremorelikelytostaywiththatsupplierforlonger.Thisinvokestheequalimport anceofdeployingCRMinbothrecruitingnewcustomersandmaintainingexistingcustomers. DataMiningTechniques:TheToolCRMcanbeviewedfromtwoperspectives.OperationalCRMreferstothebusinessstrategythat focusesontheday-to-daymanagementofthecustomerrelationshipacrossallpointsofcusto mercontactandisenabledbysalesandservicetechnologies.AnalyticalCRMisthepartofthe CRMbusinessstrategythatdrivesincreasedcustomerintelligenceandmakesinformationac tionableacrossalltouchpoints.(Collins2001)Itencompassesahostofdataminingapplica tions(e.g.,marketing,forecastingandbudgeting)thatenablecompaniestodevelopgreate rcustomerintelligenceandaccordinglycustomer-specificstrategies.AnalyticalCRMwil lbethemainthemerunningthroughouttheresearch/project. TheessenceofCRMisunderstandingcustomerneedsandleveragingthatknowledgetoimprovea company’slongtermprofitability.Itrequiresthealignmentofthreebuildingblocks:ins ightintocustomerdecision-making,informationaboutcustomers,andinformation-proces singcapability.(Stringfellow,etel.2004) RecentdevelopmentsinInformationTechnology(IT)haveimprovedtheinformation-process ingcapabilitydramatically.Thisalongwiththeincreasingavailabilityofcustomerinfor mation,collectedinternallywithcontinuoustransactionrecordsorboughtfromexternals ources,hascreatedopportunitiesaswellaschallengesforcompaniestoleveragethedataan rgeamountofcustomerinformationisaccessibleinthedata bases,however,theknowledgehiddenbehindthedataisnotexplicitandreadyathand.Withre spectstotheseconditions,theneedtousedataminingtools,whichcanhelpuncoverthehidde ninsightofcustomerbehaviours,hasbeenraised. Dataminingistheprocessofsearchingandanalysingdatainordertofindimplicit,butpoten tiallyuseful,information.Itinvolvesselecting,exploringandmodellinglargeamountso fdatatouncoverpreviouslyunknownpatterns,andultimatelycomprehensiveinformationfromlargedatabases(Shaw2001).Dataminingcanbeeasilyfittedintovariousbusinessfuncti ons.LetstakemyMScsummerprojectforexample......Basedontheinterplaybetweenpotenti alvalueandrealisedvalue,CRM/marketingmanagerscandevisecustomer-specificstrategi es.Reference:Bitran,G.R.&Mondschein,S.V.(1997),‘AComparativeAnalysisofDecisionMakingProcedu resinTheCatalogSalesIndustry’,EuropeanManagementJournal,15(2).Bush,R.(2002),TheInteractiveandDirectMarketingGuide,Chapter3.6,TheInstituteofDi rectMarketing,Middlesex.Chang,J.(2002),TheCustomerRelationshipManagementSolutionsGuide,Chapter1,CRMGuru.c om.Collins,K.(2001),‘AnalyticalCRM:DrivingProfitableCustomerRelationships’,Strat egicPlanning,SPA-12-7120Regielski,C.,Wang,J.C.&Yen,D.C.(2002),‘DataMiningTechniquesforCustomerRelation shipManagement’,TechnologyinSociety,24,pp.483-502.Shaw,M.etel.(2001),‘KnowledgeManagementandDataMininginMarketing’,DecisionSupp ortSystems,31,pp.127-137.Srivastava.J.,Wang,J.H.,Lim,E.P.&Hwang,S.Y.(2002),‘ACaseforAnalyticalCustomerR elationshipManagement’,PAKDD2002,pp.14-27.Stringfellow,A.,Nie,W.&Bowen,D.E.(2004),‘CRM:ProfitingFromUnderstandingCustome rNeeds’,BusinessHorizons,47/5,pp.45-52.基于B2B产业的数据挖掘技术在CRM中的应用客户关系管理(CRM)的概念:今天,企业更加意识到客户关系根本性的变化换和实施一些新的办法和策略来应对这些变化,并因此介绍了CRM的概念。

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本科生毕业设计(论文)外文翻译外文题目:A Strategic Framework for Customer Relationship Management 译文题目:客户关系管理的战略框架学生姓名:专业:工业工程指导教师姓名:评阅日期:Adrian Payne & Pennie FrowA Strategic Framework for Customer RelationshipManagementOver the past decade, there has been an explosion of interest in customer relationship management (CRM) by both academics and executives. However, despite an increasing amount of published material, most of which is practitioner oriented, there remains a lack of agreement about what CRM is and how CRM strategy should be developed. The purpose of this article is to develop a process-oriented conceptual framework that positions CRM at a strategic level by identifying the key crossfunctional processes involved in the development of CRM strategy. More specifically, the aims of this article are•To identify alternative perspectives of CRM,•To emphasize the importance of a strategic approach to CRM within a holistic organizational context,•To propose five key generic cross-functional processes that organizations can use to develop and deliver an effective CRM strategy, and•To develop a process-based conceptual framework for CRM strategy development and to review the role and components of each process.We organize this article in three main parts. First, we explore the role of CRM and identify three alternative perspectives of CRM. Second, we consider the need for a cross-functional process-based approach to CRM. We develop criteria for process selection and identify five key CRM processes. Third, we propose a strategic conceptual framework that is constructed of these five processes and examine the components of each process.The development of this framework is a response to a challenge by Reinartz, Krafft, and Hoyer (2004), who criticize the severe lack of CRM research that takes a broader, more strategic focus. The article does not explore people issues related to CRM implementation. Customer relationship management can fail when a limitednumber of employees are committed to the initiative; thus, employee engagement and change management are essential issues in CRM implementation. In our discussion, we emphasize such implementation and people issues as a priority area for further research.CRM Perspectives and DefinitionThe term “customer relationship management” emerged in the information technology (IT) vendor community and practitioner community in the mid-1990s. It is often used to describe technology-based customer solutions, such as sales force automation (SFA). In the academic community, the terms “relationship marketing” and CRM are often used interchangeably (Parvatiyar and Sheth 2001). However, CRM is more commonly used in the context of technology solutions and has been described as “information-enabled relationship marketing” (Ryals and Payne 2001, p.3). Zablah, Beuenger, and Johnston (2003, p. 116) suggest that CRM is “a philosophically-related offspring to relationship marketing which is for the most part neglected in the literature,” and they conclude that “further exploration of CRM and its related phenomena is not only warranted but also desperately needed.”A significant problem that many organizations deciding to adopt CRM face stems from the great deal of confusion about what constitutes CRM. In interviews with executives, which formed part of our research process (we describe this process subsequently), we found a wide range of views about what CRM means. To some, it meant direct mail, a loyalty card scheme, or a database, whereas others envisioned it as a help desk or a call center. Some said that it was about populating a data warehouse or undertaking data mining; others considered CRM an e-commerce solution, such as the use of a personalization engine on the Internet or a relational database for SFA. This lack of a widely accepted and appropriate definition of CRM can contribute to the failure of a CRM project when an organization views CRM from a limited technology perspective or undertakes CRM on a fragmented basis.The definitions and descriptions of CRM that different authors and authorities use vary considerably, signifying a variety of CRM viewpoints. To identify alternativeperspectives of CRM, we considered definitions and descriptions of CRM from a range of sources, which we summarize in the Appendix. We excluded other, similar definitions from this list.Grabner-Kraeuter and Moedritscher (2002) suggest that the absence of a strategic framework for CRM from which to define success is one reason for the disappointing results of many CRM initiatives. This view was supported both by the senior executives we interviewed during our research and by Gartner’s (2001) research. Our next challenges were to identify key generic CRM processes using the previously described selection criteria and to develop them into a conceptual framework for CRM strategy development.Our literature review found that few CRM frameworks exist; those that did were not based on a process-oriented cross-functional conceptualization of CRM. For example, Sue and Morin (2001, p. 6) outline a framework for CRM based on initiatives, expected results, and contributions, but this is not process based, and “many initiatives are not explicitly identified in the framework.” Winer (2001, p. 91) develops a “basic model, which contains a set of 7 basic components: a database of customer activity; analyses of the database; given the analyses, decisions about which customers to target; tools for targeting the customers; how to build relationships with the targeted customers; privacy issues; and metrics for measuring the success of the CRM program.” Again, this model, though useful, is not a crossfunctional process-based conceptualization. This gap in the literature suggests that there is a need for a new systematic process-based CRM strategy framework. Synthesis of the diverse concepts in the literature on CRM and relationship marketing into a single, process-based framework should provide practical insights to help companies achieve greater success with CRM strategy development and implementation.Interaction ResearchConceptual frameworks and theory are typically based on combining previous literature, common sense, and experience (Eisenhardt 1989). In this research, weintegrated a synthesis of the literature with learning from field-based interactions with executives to develop and refine the CRM strategy framework. In this approach, we used what Gummesson (2002a) terms “interaction research.” This form of research originates from his view that “interaction and communication play a crucial role” in the stages of research and that testing concepts, ideas, and results through interaction with different target groups is “an integral part of the whole research process” (p. 345). The sources for these field-based insights, which include executives primarily from large enterprises in the business-tobusiness and business-to-consumer sectors, included the following:•An expert panel of 34 highly experienced executives;•Interviews with 20 executives working in CRM, marketing, and IT roles in companies in the financial services sector;•Interviews with six executives from large CRM vendors and with five executives from three CRM and strategy consultancies;•Individual and group discussions with CRM, marketing, and IT managers at workshops with 18 CRM vendors, analysts, and their clients, including Accenture, Baan, BroadVision, Chordiant, EDS, E.piphany, Hewlett-Packard, IBM, Gartner, NCR Teradata, Peoplesoft, Oracle, SAP, SAS Institute, Siebel, Sybase, and Unisys;•Piloting the framework as a planning tool in the financial services and automotive sectors; and•Using the framework as a planning tool in two companies: global telecommunications and global logistics. Six workshops were held in each company.Process Identification and the CRM FrameworkWe began by identifying possible generic CRM processes from the CRM and related business literature. We then discussed these tentative processes interactively with the groups of executives. The outcome of this work was a short 170 / Journal of Marketing, October 2005 list of seven processes. We then used the expert panel of experienced CRM executives who had assisted in the development of the process selection schema to nominate the CRM processes that they considered important andto agree on those that were the most relevant and generic. After an initial group workshop, each panel member independently completed a list representing his or her view of the key generic processes that met the six previously agreed-on process criteria. The data were fed back to this group, and a detailed discussion followed to help confirm our understanding of the process categories.As a result of this interactive method, five CRM processes that met the selection criteria were identified; all five were agreed on as important generic processes by more than two-thirds of the group in the first iteration. Subsequently, we received strong confirmation of these as key generic CRM processes by several of the other groups of managers. The resultant five generic processes were (1) the strategy development process, (2) the value creation process, (3) the multichannel integration process, (4) the information management process, and (5) the performance assessment process.We then incorporated these five key generic CRM processes into a preliminary conceptual framework. This initial framework and the development of subsequent versions were both informed by and further refined by our interactions with two primary executive groups: mangers from the previously noted companies and executives from three CRM consulting firms. Participants at several academic conferences on CRM and relationship marketing also assisted with comments and criticisms of previous versions. With evolving versions of the framework, we combined a synthesis of relevant literature with field-based interactions involving the groups. The framework went through a considerable number of major iterations and minor revisions; the final version appears in Figure 2.This conceptual framework illustrates the interactive set of strategic processes that commences with a detailed review of an organization’s strategy (the strategy development process) and concludes with an improvement in business results and increased share value (the performance assessment process). The concept that competitive advantage stems from the creation of value for the customer and for the business and associated cocreation activities (the value creation process) is well developed in the marketing literature. For large companies, CRM activity will involvecollecting and intelligently using customer and other relevant data (the information process) to build a consistently superior customer experience and enduring customer relationships (the multichannel integration process). The iterative nature of CRM strategy development is highlighted by the arrows between the processes in both directions in Figure 2; they represent interaction and feedback loops between the different processes. The circular arrows in the value creation process reflect the cocreation process. We now examine the key components we identified in each process. As with our prior work, we used the interaction research method in the identification of these process components.客户关系管理的战略框架在过去的十年里,管理层和学术界对客户关系管理(CRM)的兴趣激增。

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