客户关系管理外文文献翻译

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 STRATEG YJ. I nter nati onal Jour nal of Man ageme nt 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. 销售能力自动化一一这个工作可以应用于商品促销分析，自动跟踪客户的 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、近似调查 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。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）IP文献出处：Goy Kakus. THE RESEARCQFCUSTOMBRELATIONSH MANAGEMENT STRATEGY J. I nternatio nal Journal of Man ageme nt Research & Review, 2017, 1(9): 624-635.THE RESEARCH OFCUSTOMER RELATIONSHIPMANAGEMENT STRATEGYGoy KakusABSTRACTCustomer relati on shipman ageme nt solutio nsprovide you with thecustomer bus in ess data to help you provide services or products that your customers want, provide better customer service, cross-sell and up sell more effectively, close deals, retaincurrentcustomers and betterun dersta nd who your customer are. This paper explores the adva ntage of the model of CRM in getting, keeping &growing strategy. However, there is a treme ndous amount of con fusi on regard ing its doma in and meaning.This paper also explainsthe conceptual foundations ofCRM by examinin(the literature on relati on ship market ing and other discipli nes that con tribute to the kno wledge of CRM.Keywords: CRM Model, Game chan ger& key strategies with CRM. INTRODUCTIONCRMs the short form for Customer Relati on ship Man ageme nt.lt en tails all characteristic of com muni catio n that a corporati on has with itsisorservice-relati on shipman ageme nt is most freque ntly used to expla inabus in ess-customer relatio nship, CRM system is used in the same way tohan dle bus in ess lin ks, clie nts, con tract wins and sales leads.Customer Relati on shipMan ageme nt is ofte n con siderati onof as abus in ess policy that en ables bus in esses to:* know the customerRetai n customers through better customer experie nee* Magn etize new customer* Win new clie nts and con tracts* Boost profitably* Reduce customer man ageme nt costs* Bus in ess freque ntlylook ingfor ways to pers on alizeon li neexperienee through tools such as help-desk software, email organizers and dissimilartypes ofen terpriseapplicati ons.Well-desig ned CRM in cludes the followi ng characteristics:1. Customer Relati on ship Man ageme nt is a customer-orie nted aspectwith service resp onse based on clie nt in put, on e-to-one soluti ons to customers n ecessities, direct on li nein teract ionswith buyer an(customer service cen ters that facilitate customers solve their query.2. Sales force automation- This job can apply sales promotion analysis, automate track ing of a clie nts acco unt history for freque nt sales orprospect sales, and also coord in ate sales, market ing, call cen ters, and retail outlets in order to understand the sales force automation.3. Use of tech no logy- This feature is about followi ng the tech no logy trend and skills of value deliveri ng using tech no logy to mak up-to-the-seco nd customer data available. It applies data warehousetech no logy in order to aggregate tran sacti on in formatio n, to merge theinformationwith CRM solutions, and to provide Key PerformaneeIn dicators.4. Opport unity man ageme nt- This feature helps the compa nyto man age impulsive growth and dema nd and impleme nt a good forecast ing model to in tegrate sales history with sales projecti ons.LITERATURE REVIEWCRMs one of those magn ifice nt con cepts that swept the bus in ess world in the 1990s with the promise of forever cha nging the way bus in esses small and large in teracted with their customer bases. In the short term, however, it proved to be an unwieldy process that was better in 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 n eeded accurately and con sta ntly update them.In the last severalyears, however, newer software systems andadvaneed tracking features have vastly improved CRMbapabilities and the real promise of CRM is beco ming a reality. As the price of n ewer, more customizable Internet solutio ns have hit the marketplace; competiti on has drive n the prices dow n so that eve n relatively small bus in esses are reap ing the ben efits of some custom CRM programs.In the beg innin g.The 1980s saw the emerge nee of database market ing, which was simply a catch phrase to defi ne the practice of sett ing up customer service groups to speak individuallyto all of a companys customers. In the caseof larger, key clients it was a valuable tool for keeping the lines of com muni cati on ope n and tailori ng service to the clie nts n eeds.In the case of smallerclients,however, ittended to providerepetitive, survey-like in formati on that cluttered databases and did nt provide much in sight. As compa nies bega n track ingdatabase in formati on,they realized that the bare bones were all that was needed in most cases: what they buy regularly, what they spe nd, what they do.Adva nces in the 1990sIn the 1990s compa nies bega n to improve on Customer Relati on ship Man ageme nt by mak ing it more of a two-way street. I nstead of simply gatheringdata for their own use, they began giving back to theircustomers not on ly in terms of the obvious goal of improved customer service, but in incen tives,gifts and other perks for customer loyalty.This was the beginning of the now familiar frequent flier programs,bonus points on credit cards and a host of other resources that are based on CRM track ing of customer activity and spe nding patter ns. CRM was now being used as a way to in crease sales passively as well as through active improveme nt of customer service.The last few years.In 2002, Oracle released their Global CRM in 90 Days package thatpromised quick implementation of CRMhroughout companyoffices.Offeredwith the package was a set fee service for set-up and training for core bus in ess n eeds.Also in 2002 (a stellar year for CRM), SAP Americas meySAP bega n using a middleware hub that was capable of conn ect ing SAP systems to externals and front and back office systems for a unified operation that links part ners, employees, process and tech no logies in a closed-loop fun cti on.Siebel con siste ntly based its bus in ess primarily on en terprise sizebus in esses willi ng to inv est millio ns in CRM systems, which worked forthem to the tune of $2.1 billion in 2001. However, in 2002 and 2003 revenues slipped as several smaller CRM firms joined the fray as ASPs (ApplicationService Providers). These companies, includingUpShot,NetSuite and SalesNet, offered bus in esses CRM-style track ing and data man ageme nt without the high cost oftraditi onal CRM start-up in Octoberof 2003, Siebel lau nched CRM on dema nd in collaboration with IBM. Their entry into the hosted, monthly CRM solution niche hit the marketplace with gale force. To some of the mon thly ASPs it was a call to arms, to others it was a sign of Siebels increasing confusion over brand identity and increasingloss of market share. In a stroke of genius, Siebel acquired UpShot a few mon ths later to get them started and smooth their transition into the ASP market. It was a successful move.With Microsoft now in the game, its too soon to tell what the results will be, but it seems likely that they may get some share of small bus in esses that tend to buy based on familiarity and usability. ASPs will continue to grow in popularity as well, especially with mid-sized bus in esses, so compa nies like NetSuite, SalesNet and Siebels On Demar will thrive. CRM on the web has come of age!Marketi ng scholars are study ing the n ature and scope of CRM and are developingconceptualizationsregardingthe value and process ofcooperative and collaborativerelati on shipsbetwee n buyers and sellers.Many scholars with in terests in several subdiscipli nes of market ing, such as cha nn els, services market ing, bus in ess-to-bus in ess marketi ng, advertising, and so forth, are activelyengaged in studying and exploringthe con ceptual foun dati ons of managing relati on ships with customers.They are in terested in strategies and processes forcustomerclassificatio n and selectivity; on e-t one relati on ships with in dividual customers; key acco unt man ageme nt and customer bus in essdevelopme ntprocesses; freque ncy marketi ng,loyalty programs, cross-sell ingan(up-sellingopportunities;and various forms of partnering with customersincluding co-branding, joint-marketing,co development, and other formsof strategic allia nces (Parvatiyar & Sheth, 2000). Scholars from other academic disciplines, particularly those interested in the area ofin formatio n systems and decisi on tech no logies, are also explori ng new methodologies and techniques that create efficientfrontlineinformationtowith customers.Several software tools and tech no logies claimi ng soluti ons for various aspects of CRMhave recently been introduced for commercial application.The majority of these tools promise to individualize and personalizerelatio nships with customers by provid ing vital in formatio n at everypoint in thein terfacewith the customer.Tech niq ues such ascollaborativefilteri ng,rule-based expert systems, artificial in tellige nee, and relati onal databases are in creas in gly being appliedto develop enterprise level solutions for managing informationoncustomer in teract ions.The purpose of this paper is not to evaluate theseapplicati on tools and tech no logies.Those aspects are con sideredelsewhere by the authors as well as by several commercial research orga ni zati ons, such as Forrester Research and the Gartner Group. Our objective is to provide a con ceptual foun dati on for un dersta nding the domain of customer relationshipmanagement. To do so, we develop aframework for un dersta nding the various aspects of CRM strategy and impleme ntatio n.CRM SOFTWARESelect ing a Customer Relati on ship Man ageme nt program means finding the software that fits the companys needs. CRMsoftware comes with man features and tools, and despite the fact that manyof CRMproducts offer alike feature sets, there are some unique tools in each one. Programs can be divided into categories by the following criteria: Features mean how well it integrates with other applications(ex. Outlook, Gmail, iCalletc.) and how availableinformationis. It covers everythingfromcale ndar alerts and to-do lists to mobile access and synchroni zati on capabilities.Con tact in formatio nranking outl ines the programs ability to store specific in formatio n for each con tact. Busin ess world is afast-paced so managers are needs to be able to access customersin formatio n.Sales andtosustain current clientsand gain newones. 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 checked on clean, quickn avigati on and easy-to-locate of the most importa nt items. Help andsupport is about what support Customer Relati on ship Man ageme ntsoftwareproducer provides for their productRESEARCH METHODOLOGYThis research paper is based on the sec on dary sources of datacollected from Books, Journals, various research papers, differentreports published by Govt. &other age ncies, n ewspaper &intern et.Five Key Strategies with CRMBut what exactly does CRMen able and what are the possible ben efits?While there are surely man yapproaches being espoused in the market today,there are five main strategies that compa nies can employ to survive andthrive duri ng in decisive econo mic con diti ons:1. Focus on existi ng customers2. Maximize reve nue opport un ities3. Do more with less4. Reduce operati onal costs5. Optimize exist ing IT assetsIt is com mon kno wledge in bus in ess circles that it is appreciablycheaper to maintain existing customers than to attainnew on es. Byprovid ing employees with immediate access to action able customer data,orga ni zati ons can better recog nize the right customers, enhance theirloyalty, and maximize their profitability.Effective customer retentionbegins with knowledge. Companies shouldassemble a complete customerprofile that allows users to see alldemographic data, interactions,com muni cati ons, and purchases made. Thisinformation,combined with robust segmentationand analysistools,enables organizationsto better gauge the profitability of each customer.Organizations can then create programs and policies appropriate with thecustomers profitability.For example, orga ni zati onscan con figure callrouting systems to automatically identify highvalue customers and route them to premium customer service represe ntatives. Or with access to key metrics agents maybe empoweredto provide on-the-spot discounts balaneed with each customers value. But routi ng the call is only the beg inning.In todays market customers want quality n ot qua ntity of in formatio n.Customer service age nts should be empowered to resolve issuesmore fastby being equipped with a complete client history and a full view of service in cide nts so they can zero in on releva nt facts and provide the appropriate service or product. And with access to order and inv oice in formatio n within the CRM system itself, customer service age nts can quickly an swer billi ng questi ons without tedious tran sfers to other departme nts. As importa nt as efficie nt inbound com muni cati on is, it is proactive, releva nt com muni cati on that ofte n en dears an orga ni zati ontoits customers. For example, organizationscan set up an automated processto alert affected customers of possible issues, such as product defects, and the n automatically send out proactive com muni catio ns to keep their customer base in formed.Or they can set up a simple process toautomatically send out timely messages, like birthday cards or product vouchers based on a specific date or long customer loyalty to show appreciation to the customer. It is often these little things that strengthen the connection between company and customer. With 360- degree customer views, in sightful an alytics, and streamli ned customer service capabilities,MicrosoftD yn amicsCRM allows orga ni zatio ns to betteriden tify, service, and retain customers.Establishi ngcustomer loyalty is only half of the equati on.Organizations also need to maximize the profitability of theirexistingcustomers and better capitalizeon revenue opportunities.Organizationscan use robust segme ntati on and data mining capabilities to ide ntify trends and patter nsthat in dicate key selli ng sce narios based on buyingbehavior, demographics, or other criteria.Taken to another level,organizationsmight leverage leading indicators such as life-time value (LTV) to predict future profitability and use that information as the basis for more accurate lead scori ng and effective sales en gageme ntBENEFITS OF CUSTOMER RELATIONSHIP MANAGEMENTThe biggest ben efit most bus in esses realize whe n moving to a CRMsystem comes directly from hav ing all your bus in ess data stores and accessed from a sin gle locati on. Before CRM systems, customer data was spread out over office productivity suite docume nts, email systems, mobile phone data and even paper note cards and Rolodex. Storing all the data from all departme nts (e.g. sales, market ing, customer service andHR) in a central location gives managementand employees immediate access to the most rece nt data whe n they n eed it. Departme nts can collaborate with ease and CRMsystems and it helps and orga ni zati on to develop efficie nt automated process to improve bus in ess processes.Other ben efits in clude a 360-degree view of all customer in formatio n, knowledge of what customers and the general market wants and integration with your existi ng applicati ons to con solidate all bus in ess in formati on. CONCLUSIONAs theecono mic environment continuesto fluctuate,manorga ni zati ons are ask ing themselves what strategies they can pursue to bri