客户关系管理外文文献翻译(2017)

《客户关系管理外文文献翻译(2017)》由会员分享，可在线阅读，更多相关《客户关系管理外文文献翻译(2017)（17页珍藏版）》请在装配图网上搜索。

1、客户关系管理外文文献翻译 (2017)XXX学院毕业设计（论文）外文资料翻译学院：计算机与软件工程学院专 业：计算机科学技术（软件工程方向）姓 名：学 号：Goy Kakus.THE RESEARCH OFCUSTOMER 外文出处：RELATIONSHIPMANAGEMENT STRATEGY J. International Journal of Management Research & Review, 2017, 1（9）: 624-635.附 件：1外文资料翻译译文；2外文原文。指导教师评语:签名：2017年2 月26日注：请将该封面与附件装订成册。附件1：外文资料翻译译文客户关系管

2、理战略研究Goy Kakus摘要客户关系管理解决方案，通过为你提供客户业务数据来帮助你提供客户想要 的服务或产品，提供更好的客户服务、交叉销售和更有效的销售，达成交易，保留 现有客户并更好地理解你的客户是谁。本文探讨了客户关系管理模型在获得、 保持与发展策略方面的优势。然而，我们对其定义和意义还存在一些困惑。本文 通过考察关系营销和其他学科方面的相关文献，解释了客户关系管理的概念基 础,从而对客户关系管理的知识作出了贡献。关键词:客户关系管理模型，客户关系管理的博弈改变者与关键策略 引言CRM是客户关系管理的简称。它的特征在于公司与客户的沟通，无论是销售 还是服务相关的。客户关系管理这一术语经

3、常用来解释企业客户关系，客户关系 管理系统也以同样的方式被用来处理商业联系,赢得客户，达成合同和赢得销 售。客户关系管理通常被考虑作为一个业务策略，从而使企业能够:*了解客户*通过更好的客户体验留住客户*吸引新客户*赢得新客户和达成合同*提高盈利*减少客户管理成本*通过服务台等工具软件，电子邮件组织者和不同类型的企业应用程序，企业 业务经常寻求个性化的在线体验。设计精良的客户关系管理包括以下特征：1客户关系管理是一种以顾客为中心并以客户投入为基础的服务响应，一 对一的解决客户的必需品，买家和卖家服务中心直接在线互动，帮助客户解决 他们的疑问。2销售能力自动化一这个工作可以应用于商品促销分析，自

4、动跟踪客户的 账户历史频繁的销售或销售前景，并协调销售、营销、客户服务中心零售商店为 理解销售能力自动化。3.使用技术一其特性是根据技术趋势和技能的价值传递，使用技术来提 供“即时”客户数据。应用数据仓库技术,以聚合交易信息，融合客户关系管理 解决方案信息，并提供关键性能指标。4机会管理一该功能有助于公司管理能力的提升，并通过实施好的预测 模型整合销售历史以获得而预测销售。文献综述客户关系管理是1990年席卷商业界的宏伟概念之一，希望永远改变企业与 他们客户的商业方式。然而，就短期来看，因种种原因，它被证明是一个不适用 的方法，其理论上要好于实践。首先，在跟踪和保持高容量的记录中需要不断精 确

5、化和更新，这看来是如此的困难。然而，在过去的几年里，更新的软件系统和高级跟踪功能大大提高了客户关 系管理能力，客户关系管理的真正承诺已成为现实。由于不断更新的价格，更多 可定制的网络解决方案冲击了市场；竞争导致价格下降，所以，即使是规模相对 较小的企业，也从客户关系管理项目得到了一些益处。一开始1980年出现的数据库营销，仅仅在口头上规定建立客户服务组织，单独与一 个公司的所有客户进行沟通。在大多数情况下，关键客户端是一个有价值的工具，能保持沟通渠道的畅通 和定制服务客户的需求。然而，对于小客户来说，它倾向于提供重复、近似调査 的信息，凌乱的信息数据库，并没有提供任何见解。随着企业开始追踪数据

6、库 信息，他们意识到需要在大多数情况下考虑,他们经常买什么,他们花费什么,他 们做了什么。1990年的推进1990年，公司开始改进客户关系管理。这已不是简单地收集数据供自己使 用，他们开始回馈顾客，不仅依据明显改善客户服务的目标，而且以激励、礼物 和其他津贴的方式获得客户忠诚度。由当前熟悉的传单计划开始，包括信用卡消费积分，以及以客户关系管理中 跟踪客户活动和消费模式为基础的其他资源。客户关系管理现在被用来增加被 动销售以及积极改善客户服务。最近几年2002 年,甲骨文公司发布了他们的90天计划客户关系管理的解决方案，通 过公司办公室快速实施客户关系管理。方案的提供是设置核心业务的需求。同样在

7、2002年（客户关系管理飞速发展的一年），美国的服务访问点开始使 用“中间设备”中心，它能连接服务访问点系统外部前台和后台系统，实行统一 操作,联系合作伙伴、员工，及闭关环节中的程序和技术。西贝尔基于持续的业务主要是企业规模交易，愿意在客户关系管理系统中投 资数百万，2001年投资达21亿。然而，在2002年和2003年收入出现下跌， 几家规模较小的客户关系管理公司作为ASP（应用服务提供商）也加入了战局。 这些公司,包括UpShot、网速公司和SalesNet,提供企业客户关系管理跟踪和数 据管理而没有传统高成本的客户关系管理在2003年10月出现，西贝尔与国 际商业机器公司合作推出客户关系

8、管理。他们开始托管每月客户关系管理解决 方案。每月的应用服务供应商号令，别人看来是西贝尔日益混乱的品牌标识和市 场份额的损失。西贝尔建立UpShot公司几个月后，他们开始平滑过渡到应用 服务供应商市场。这是一个成功的举动。竞争者的微软，告诉我们结果是什么还为时过早，但似乎他们可能得到一 些小企业的份额，并倾向于收购基于熟悉和可用性的企业。应用服务供应商的受 欢迎程度将继续增长，尤其是在中型企业中，因此一些公司如网速公司、SalesNet和西贝尔的公司需求越来越大。互联网上的客户关系管理进入了一个 新时代！市场营销学者正在研究客户关系管理的性质和范围,买家和卖家之间合作的 价值和过程也逐渐概念化

9、。许多学者对营销的几个分支学科感兴趣，如渠道、 服务营销、企业对企业营销、广告学等等，也正积极地参与研究和探索管理顾客 关系的概念基础中去。他们乐于研究客户分类和选择性的策略和流程;调和与个 别客户的关系，大客户管理和客户业务开发流程；频繁行销、忠诚度计划、交叉 销售和向上销售机会；以及同客户合作的各种形式，包括联合品牌、联合营销， 公司的发展和其他形式的战略联盟(帕维提亚，舍特,2000年)。其他学科的学 者,尤其是那些对信息系统和决策技术领域感兴趣学者,也探索新的方法和技术, 创建有效的前线信息系统(FIS)，有效地管理与顾客的关系。一些软件工具和技 术声称引入商业应用程序解决各个方面客户

10、关系管理的方案。大多数工具承诺 通过提供重要信息个性化与客户之间的关系。技术，如协同过滤、基于规则的专 家系统、人工智能和关系数据库也越来越多的被应用于开发企业级解决方案来 管理客户之间信息的相互交流。本文的目的是评估这些应用程序的工具和技术。 我们的目标是在概念上提供理解客户关系管理领域的基础。为此，我们开发了一 个框架，以理解客户关系管理战略和实施的各个方面。客户关系管理的五个关键策略但究竟客户关系管理可能带来的好处是什么呢？虽然今天的市场上信奉的方 法有很多，但公司使用这五种策略才能在非决定性的经济条件下生存和繁荣：1. 关注现有客户2最大化的收入机会3用较少的资源做更多的事4降低运营成

11、本5优化现有的信息技术资产在商业界，维护现有客户比获得新客户明显更便宜是共同常识。通过向员工 提供即时访问能获得可操作的客户数据，组织可以更好的识别恰当的顾客，提高 他们的忠诚度，最大限度地发挥其盈利能力。客户关系管理的好处大多数企业意识到最大的好处是，移动客户关系管理系统直接来自所有业务 数据存储并从单一的位置进行访问。接触客户关系管理系统之前,客户数据分散 在办公文件、电子邮件系统、移动电话数据甚至纸笔记卡和名片盒中。各部门 在中央位置存储的所有数据(例如销售、营销、客户服务和人力资源)给了管理 层和员工立获得最新数据的机会。部门可以与客户关系管理系统轻松协作，它能 帮助组织培养高效的自动

12、化流程以改进业务流程。其他好处包括能360度的了解所有客户信息，了解客户和普通市场想要与 集成现有应用程序以整合所有的业务信息。结论随着经济情况的继续波动,许多组织都在问自己寻求什么策略可以带来实实 在在的商业利益。在经济增长的过程中，企业努力扩大其客户基础,花大力刺激 经济增长点。然而当资金紧张时，现有客户关系发展的重要性越来越显现出来, 作为组织寻求具有成本效益的方式以获得业务扩张。虽然没有特效药或者灵丹 妙药,客户关系管理(CRM)解决方案可以为可持续发展提供基础,使组织在不确 定的时期生存和繁荣。通过投资运营效率,组织可以节省开支，在环境情况有所 改善时更好的获得定位。通过专注于他们的

13、客户，他们可以继续培养业务，巩固 关键关系,更好的利用收益机会。附件2：外文原文(复印件)文献 出处： Goy Kakus. THE RESEARCH OFCUSTOMER RELATIONSHIP MANAGEMENT STRATEGY J. International Journal of Management Research & Review, 2017, 1(9): 624635.THE RESEARCH OFCUSTOMER RELATIONSHIPMANAGEMENT STRATEGYGoy KakusABSTRACTCustomer relationship managemen

14、t solutions provide you with the customer business data to help you provide services or products that your customers want, provide better customer service, crosssell and up sell more effectively, close deals, retain current customers and better understand who your customer are. This paper explores t

15、he advantage of the model of CRM in getting, keeping &growing strategy. However, there is a tremendous amount of confusion regarding its domain and meaning This paper also explains the conceptual foundations of CRM by examining the literature on relationship marketing and other disciplines that cont

16、ribute to the knowledge of CRM.Keywords: CRM Model, Game changer& key strategies with CRM. INTRODUCTIONCRM is the shor t form for Cust omer Rela ti onship Managemen t. It ent ails all characteristic of communication that a corporation has with its client, whether it is sales orservicerelated. While

17、the term customer relationship management is most frequently used to explain a businesscustomer relationship, CRM system is used in the same way to handle business links, clients, contract wins and sales leads.Customer Relationship Management is often consideration of as a business policy that enabl

18、es businesses to:* know the customer* Retain customers through better customer experience* Magnetize new customer* Win new clients and contracts* Boost profitably* Reduce customer management costs* Business frequently looking for ways to personalize onlineexperience t hrough to ols such as help-desk

19、 soft ware, email organizers and dissimilartypesofenterpriseapplications.Well-designed CRM includes the following characteristics:1. Customer Relationship Management is a customer-oriented aspect with service response based on client input, one-to-one solutions to customers necessities, direct onlin

20、e interactions with buyer and customer service centers that facilitate customers solve their query.2. Sales force automation- This job can apply sales promotion analysis, automate tracking of a clients account history for frequent sales or prospect sales, and also coordinate sales, marketing, call c

21、enters, and retail outlets in order to understand the sales force automation.3. Use of technology- This feature is about following the technology trend and skills of value delivering using technology to make up-to-the-second customer data available. It applies data warehouse technology in order to a

22、ggregate transaction information, to merge the information with CRM solutions, and to provide Key Performance Indica tors.4. Opportunity management- This feature helps the company to manage impulsive growth and demand and implement a good forecasting model to integrate sales history with sales proje

23、ctions.LITERATURE REVIEWCRM is one of those magnificent concepts that swept the business world in the 1990s with the promise of forever changing the way businesses small and large interacted with their customer bases. In the short term, however, it proved to be an unwieldy process that was better in

24、 theory than in practice for a variety of reasons. First among these was that it was simply so difficult and expensive to track and keep the high volume of records needed accurately and constantly update them.In the last several years, however, newer software systems and advanced tracking features h

25、ave vastly improved CRM capabilities and the real promise of CRM is becoming a reality. As the price of newer, more customizable Internet solutions have hit the marketplace; competition has driven the prices down so that even relatively small businesses are reaping the benefits of some custom CRM pr

26、ogramsIn the beginning.The 1980s saw the emergence of database marketing, which was simply a catch phrase to define the practice of setting up customer service groups to speak individually to all of a companys cus tomers. In the case of larger, key clients it was a valuable tool for keeping the line

27、s of communication open and tailoring service to the clients needs.In the case of smaller clients, however, it tended to provide repetitive, survey-like information that cluttered databases and didnt provide much insight. As companies began tracking database information, they realized that the bare

28、bones were all that was needed in most cases: what they buy regularly, what they spend, what they do.Advances in the 1990sIn the 1990s companies began to improve on Customer Relationship Management by making it more of a two-way street Instead of simply gathering data for their own use, they began g

29、iving back to their customers not only in terms of the obvious goal of improved customer service, but in incentives, gifts and other perks for customer loyalty.This was the beginning of the now familiar frequent flier programs, bonus poi nts on cred it cards and a hos t of ot her resources that are

30、based on CRM tracking of customer activity and spending patterns. CRM was now being used as a way to increase sales passively as well as through active improvement of customer serviceThe last few years.In 2002, Oracle released their Global CRM in 90 Days package that promised quick implementation of

31、 CRM throughout company offices. Offered with the package was a set fee service for set-up and training for core business needs.Also in 2002 (a stellar year for CRM), SAP Americas meySAP began using a middleware hub that was capable of connecting SAP systems to ext ernals and fro nt and back office

32、sys tems for a unified operation that links partners, employees, process and technologies in a closed-loop function.Siebel consistently based its business primarily on enterprise size businesses willing to invest millions in CRM systems, which worked for them to the tune of $2.1 billion in 2001. How

33、ever, in 2002 and 2003 revenues slipped as several smaller CRM firms joined the fray as ASPs (Application Service Providers). These companies, including UpShot, NetSuite and SalesNet, offered businesses CRM-style tracking and data management without the high cost oftraditional CRM start-up in Octobe

34、r of 2003, Siebel launched CRM on demand in collaboration with IBM. Their entry into the hosted, monthly CRM solution niche hit the marketplace with gale force To some of the monthly ASPs it was a call to arms, to others it was a sign of Siebels increasing confusion over brand identity and increasin

35、g loss of market share In a stroke of genius, Siebelacquired UpShot a few months later to get them started and smooth their transition into the ASP market It was a successful moveWith Microso ft now in the game, its too soon to t ell what the resu Its will be, but it seems likely that they may get s

36、ome share of small businesses that tend to buy based on familiarity and usability. ASPs will continue to grow in popularity as well, especially with mid-sized businesses, so companies like NetSuite, SalesNet and Siebels On Demand will thrive. CRM on the web has come of age!Marketing scholars are stu

37、dying the nature and scope of CRM and are developing conceptualizations regarding the value and process of coopera tive and collabora tive rela ti onships bet ween buyers and sellers. Many scholars with interests in several subdisciplines of marketing, such as channels, services marketing, business-

38、to-business marketing, adver tising, and so for th, are acti vely engaged in stu dying and exploring the conceptual foundations of managing relationships with customers. They are interested in strategies and processes for customer classification and selectivity; one-tone relationships with individua

39、l customers; key account management and customer business development processes; frequency marketing, loyalty programs, cross-selling and up-selling opportunities; and various forms of partnering with customers including co-branding, joint-marketing, co development, and other forms of strategic alli

40、ances (Parvatiyar &Sheth, 2000). Scholars from other academic disciplines, particularly those interested in the area of information systems and decision technologies, are also exploring new methodologies and techniques that create efficient frontline information systems (FIS) to effectively manage r

41、elationships with customers. Several software tools and technologies claiming solutions for various aspects of CRM have recently been introduced for commercial application. The majority of these tools promise to individualize and personalizerelationships with customers by providing vital information

42、 at every point in the interface with the customer. Techniques such as collaborative filtering, rule-based expert systems, artificial intelligence, and relational databases are increasingly being applied to develop enterprise level solutions for managing information on customer interactions. The pur

43、pose of this paper is not to evaluate these application tools and technologies. Those aspects are considered elsewhere by the authors as well as by several commercial research organizations, such as Forrester Research and the Gartner Group. Our objective is to provide a conceptual foundation for und

44、erstanding the domain of customer relationship management. To do so, we develop a framework for understanding the various aspects of CRM strategy and implementation.CRM SOFTWARESelecting a Customer Relationship Management program means finding the software that fits the companys needs. CRM software

45、comes with many features and tools, and despite the fact that many of CRM products offer alike feature sets, there are some unique tools in each one. Programs can be divided into categories bythe following criteria: Features mean how well it integrates with other applications (ex Outlook, Gmail, iCa

46、ll etc.) and how available information is. It covers everything from calendar alerts and to-do lists to mobile access and synchronization capabilities. Contact informa tion ranking outli nes the programs ability to store specific information for each contact. Business world is a fast-paced so manage

47、rs are needs to be able to access customers information quickly. Sales and marketing tools designed to help and sustain current clients and gain new ones. Important that this tools help find campaigns with positive ROI and those that are not performed. Ease of use is about apps design. Programs are

48、checked on clean, quicknavigation and easy-to-locate of the most important items. Help and suppor t is about what suppor t Cust omer Relationship Manageme nt soft ware producer provides for their productRESEARCH METHODOLOGYThis research paper is based on the secondary sources of data collected from

49、Books, Journals, various research papers, different reports published by Govt. &other agencies, newspaper &internet Five Key Strategies with CRMBut what exactly does CRM enable and what are the possible benefits? While t here are surely many approaches being espoused in the marke t to day, there are

50、 five main strategies that companies can employ to survive and thrive during indecisive economic conditions:1. Focus on existing customers2. Maximize revenue opportunities3. Do more with less4. Reduce operational costs5. Optimize existing IT assetsIt is common knowledge in business circles that it i

51、s appreciably cheaper to maintain existing customers than to attain new ones. By providing employees with immediate access to actionable customer data, organizations can better recognize the right customers, enhance their loyalty, and maximize their profitability.Effective customer ret ention begins

52、 with knowledge. Companies should assemble a complete customer profile that allows users to see all demographic data, interactions, communications, and purchases made This information, combined with robust segmentation and analysis tools, enables organizations to better gauge the profitability of ea

53、ch customer. Organizations can then create programs and policies appropriate with the cus tomers pro fitability. For example, organiza tions can configure call routing systems to automatically identify highvalue customers and route them to premium customerservice representatives Or with access to ke

54、y metrics agents may be empowered to provide on-the-spot discounts balanced with each cus tomers value. But routing the call is only the beginning. In todays market customers want quality not quantity of information. Customer service agents should be empowered to resolve issuesiore fas t by being eq

55、uipped with a complete client history and a full view of service incidents so they can zero in on relevant facts and provide the appropriate service or product. And with access to order and invoice information within the CRM system itself, customer service agents can quickly answer billing questions

56、 without tedious transfers to other departments As important as efficient inbound communication is, it is proactive, relevant communication that often endears an organization to its customers. For example, organizations can set up an automated process to alert affected customers of possible issues,

57、such as product defects, and then automatically send out proactive communications to keep their customer base informed. Or they can set up a simple process to automatically send out timely messages, like birthday cards or product vouchers based on a specific date or long customer loyalty to show app

58、reciation to the customer. It is often these little things that st reng then the connec tion bet ween company and cus tomer. With 360- degree customer views, insightful analytics, and streamlined customer service capabilities, MicrosoftDynamics CRM allows organizations to better identify, service, a

59、nd retain customers.Establishing customer loyalty is only half of the equation. Organiza tions also need to maximize the pro fitability of t heir exis ting customers and better capitalize on revenue opportunities. Organizations can use robust segmentation and data mining capabilities to identify tre

60、nds and patterns that indicate key selling scenarios based on buying behavior, demographics, or other criteria. Taken to another level, organizations might leverage leading indicators such as life-time value (LTV) to predict future profitability and use that information as the basis for more accurat

61、e lead scoring and effective sales engagement BENEFITS OF CUSTOMER RELATIONSHIP MANAGEMENTThe biggest benefit most businesses realize when moving to a CRM system comes directly from having all your business data stores and accessed from a single location. Before CRM systems, customer data was spread

62、 out over office productivity suite documents, email systems, mobile phone data and even paper note cards and Rolodex Storing all the data from all depar tments (e.g. sales, marke ti ng, cus tomer service and HR) in a central location gives management and employees immediate access to the most recen

63、t data when they need it. Departments can collaborate with ease and CRM systems and it helps and organization to develop efficient automated process to improve business processes.Other benefits include a 360-degree view of all customer information, knowledge of what customers and the general market

64、wants and integration with your existing applications to consolidate all business information. CONCLUSIONAs the economic environment continues to fluetuate, many organizations are asking themselves what strategies they can pursue to bring tangible business benefits while taking stock of the economic

65、 conditions. In a growth economy, businesses typically work hard to expand their customer base and spend aggressively to stoke the growth engine. When money is tight however, existing customer relationships grow in importance as organizations seek a cost-effective way to nurture business expansion And while there is no magic pill or panacea, customer relationship management (CRM) solutions can provide the foundation for sustainable growth and enable organizations to survive and