客户关系管理毕业论文外文翻译

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客户关系管理(CRM)(英文版)

Plan Execute

Execution and management of the marketing campaigns and customer treatment plans. Data gathering.
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Ogilvy & Mather
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CRM Critical Success Factors
Data mining, customer profile building Data warehousing
Oracle, SQL, DB2, Sybase etc…
Data analysis and profiling
eSpective, Webtrends etc…
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Ogilvy & Mather
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Ogilvy Interactive Team
Customer Relationship Management (CRM)
Vladimir M Jordanov December 2nd, 2000 Oglivy Interactive Beijing Boot-camp
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Ogilvy & Mather
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Ogilvy & Mather
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Target Marketing
Direct mail, telemarketing Receiving customer response Lack of specific data, average response rate Islands of information
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Ogilvy & Mather

客户关系管理外文文献1

A STUDY OF CUSTOMER-ORIENTED SERVICE ENHANCEMENT SYSTEM(COSES) FOR THE PUBLIC SECTORChi-Kuang Chen*,Chang-Hsi Yu* and Hsiu-Chen Chang** *Department of Industrial Engineering and Management, Yuan Ze University, Taiwan.**Department of Management, National Kaohsiung First University of Science andTechnology, Taiwan.ABSTRACTThe objective of this paper is to develop a customer-oriented service model for the public sector. Despite customer orientation having become popular since 1980, we found most studies were done for the private sector only. In addition, they placed much emphasis on service operation management rather than system design. In this paper, we propose a customer-oriented service enhancement system (COSES) for the public sector, which employs two dimensions: (1) customer-oriented service system design and management, (2) organizational culture fostering. In terms of COSES model, the best practices of public agencies were empirically examined in what and how the customer-oriented service activities were developed.Keywords: Public Management, Public Service, Customer-Orientation, Service System1.INTRODUCTIONCustomer orientation has become a popular slogan, taking pride of place in the strategic statements of many public and private sector organizations. In the UK, for example, an increasing number of public-sector organizations are demonstrating that customer orientation is no longer the exclusive preserve of the private sector (Nwankwo and Richardson, 1994). It is the same situation in USA. This concept was emphasized in the National Performance Review Project entitled ‘Putting Customers First’ (Gore, 1993). The terminology of customer orientation is usually described as an organizational culture that stresses the customer as the focal point of strategic planning and execution (Deshpande et al., 1993; Jaworski et al., 2000; Steinman et al., 2000).Despite the prevalence of customer orientation, we found most studies were done for private enterprise rather than the public sector (e.g., Deshpande et al., 1993; Nwankwo, 1995; Yasin and Yavas, 1999; Brown et al., 2002). Many studies suggested that there are differences between the private enterprise and the public sector (e.g., Wamsley, 1990; Carnevale, 1995; Mintzberg, 1996; Zeppou and Sptirakou, 2003). A way of doing things in private enterprises may not be suited for the public sector. The public service encountered more challenges in meeting the customer needs than the private enterprise. In particular, fairness and justice are the ultimate principles of the public sector. From a scientific standpoint, it is necessary to further investigate the customer orientation and its influence on the public sector.In addition, we found a bunch of action plans in promoting customer orientation generally place much emphasis on service operation management rather than service system design. Brady and Cronin (2001) indicated that there is still a lack of research in regard to how suchan orientation system is developed. Studies on this topic were either related to the evaluation of employee service performance and physical goods, or examined the effects of organizational quality, customer satisfaction, value attribution and outcome behaviors.In view of above argumentation, we suggest that a comprehensive service system should not only focus on service operation management, but also need to trace its original core concept to precede management from a system design viewpoint. In this paper, we intend to empirically examine the best practices of public agencies in Taiwan by using a two-dimensional model. The two-dimensional model includes: (1) system design and management, (2) organizational culture fostering. The purpose of this paper is to examine in what and how the customer-oriented service activities were developed in the public agencies. 2.LITERATURE REVIEWBefore figuring out the conceptual framework of this study, it is necessary to review the previous literature regarding to concepts and models of customer-oriented service management and customer orientation in public sector.2.1. Concepts and Models of customer-oriented service managementThe terminology of customer-orientation originated from Total Quality Management (TQM). This means that satisfying customer needs is a high level organizational objective (Oakland, 1993; Price, 1991). Customer orientation has been defined in different ways (e.g., Kohli and Jaworski, 1990; Narver and Slater, 1990; Webster, 1988). It is usually associated with other terminologies, such as market orientation, customer focus, customer driven, and customer centered. According to Webster’s definition (1994), customer orientation is the business of putting the customer first in everything the company does and organizing all activities around the basic objective of delivering superior value. Beyond this, some authors assert that the center of strategic focus remains putting customers first, a major plank of marketing (e.g., Felton, 1959; Payne, 1988; McGee and Spiro, 1988). It has also become a general concept that organizations should be more customer orientated to deliver better service quality and to enhance customer satisfaction (Hartline et al., 2000).Based on the relevant literature published in the last decade, we found a couple of models and instruments tried to deliver this concept. In the following, we summarize these models into three types: (1) the conceptual model; (2) the scale construct model; and (3) the cause-effect model.The conceptual modelThis model attempts to develop a conceptual framework to deliver customer orientation. For example, Nwankwo (1995) provided a framework to guide organizational management through the process of building a customer-driven philosophy. It contained four elements: (1) definition; (2) sensitivity; (3) measurement; and (4) implementation. Yasin and Yavas (1999) proposed a practical framework that integrated some tools to enhance the efficiency and customer orientation of service delivery systems. It consisted of: (1) root cause analysis; (2) benchmarking; (3) process reengineering; and (4) continuous improvement. Jiang and Chen (2002) proposed a customer-oriented service model for the public sector. It contains a five-stage sequence of system design and management: (1) customer identification; (2) customer needs survey; (3) service system design; (4) service delivery; and (5) service recovery. Jiang and Chen suggested that the five-stage model can be used to examine the organizational strategic planning, system design and operational management for promoting customer-oriented services.The scale construct modelThe scale construct model attempts to measure customer orientation directly at the individual level. For instance, Saxe and Weitz (1982) proposed a 24-item scale that was designed to measure how a salesperson seeks to increase long-term customer satisfaction. The other example of this type, proposed by Lozano (2000), is a checklist to measure the status of customer orientation of a library toward its market.The cause-effect modelThe scale cause-effect model attempts to investigate influential factors and their relationships to customer orientation. For example, Brady and Cronin (2001) investigated the effects of being customer oriented on service performance perceptions and outcome behaviors. Responses from 649 consumers indicated that customer orientation was directly related to customers’ evaluations of employee service performance, physical goods, and servicescapes. Indirect effects included organizational quality, customer satisfaction, value attributions, and outcome behaviors. Brown et al. (2002) investigated the mediatory role of customer orientation in a hierarchical model of the influence of personality traits on self-rated and supervisor-rated performance. The results support a partially mediated hierarchical model.According to above literature, several findings can be summarized: (1) customer orientation has become a customer-centered philosophy for an excellent organization, however the empirical study was rare; (2) most of the models were developed for the private sector rather than the public sector; (3) many studies merely focused on the management of service operations, however the issues of service system design were lack of investigation; (4) the importance of the organizational culture fostering in developing the customer-oriented service system was often neglected. In the following, we further review the literature regarding to the customer-oriented service in the public sector.2.2 Customer-orientation in the public serviceThe concept of customer-orientation in the public service was raised several decades ago. For example, Appleby (1992, p. 147) pointed out that the governmental characters in 1945 has been stated the necessity of customer orientation in the public sector. However, this concept in 1990 has had a different manner from the former. Learning from private enterprise becomes the main stream. For example, Clinton, ex-president of USA, signed the executive order 12826 in 1993 to request federal government to promote standards for serving American people. This executive order is: (1) identify the customers; (2) survey the customer needs; (3) post service standard and measure results; (4) benchmark customer service against the best practice; (5) survey front-line employee on barrier; (6) provide customer with choice; (7) make system easily accessible; (8) provide means to address complaints (Gore, 1997, pp. 10-12).In Australia, the Capital Territory Government of Canberra proposed the “customer service standard” of the ACT public service. It is composed of the following nine items (Australian Capital Territory Government, 1999): (1) know your customer base; (2) focus on customer needs; (3) use a can-do approach; (4) customer friendly staff; (5) customer-focused public contact area; (6) comprehensive complaints handling process; (7) customer value performance measures and targets;(8) telephone and counter techniques; (9) continue improving.Besides USA and Australia, many countries have proposed the similar reform projects to enhance the quality of public services. Taiwan launched the Total Service Quality Management Project in 1997.According to Osborne and Gaebler’s viewpoint, a customer-oriented public agency can benefit (Osborne and Gaebler, 1992, pp. 181-186): (1) customer-driven systems force service providers to be accountable to their customers; (2) customer-driven systems depoliticize thechoice-of-provider decision; (3) customer-driven systems stimulate more innovation; (4) customer-driven systems give people choices between different kinds of services; (5) customer-driven systems waste less, because they match supply to demand; (6) customer-driven systems empower customers to make choices, and empowered customers are more committed customers; and (7) customer-driven systems create greater opportunities for equity.Despite the popularity of the concept in public sector, Weissman (1991, p. 296) argued that some provisions are needed before carrying out a customer orientation project: (1) organizations and their stakeholders share common values about ends; (2) rationality is the single factor that determines the structure of programs in agencies. Status and power are not determining factors. There is no limit on rationality; (3) organizations and programs can and will tolerate, as well as adjust easily to, attacks on themselves and their survival; (4) the structure and reward systems of a government agency support change and adjustment, innovations and alteration; (5) there is a willingness on the part of public agencies to accept limitation on their autonomy, to yield power to the less powerful.Besides the provisions, some problematic issues were found in carrying out such a projects. For instance, the projects generally placed too much emphasis on the service operation management rather than service system design. This means that the way of how to develop a customer-oriented public service system is still not found. In addition, an empirical study by Chao (2003) found that the change of organizational culture is one of the issues that is hard to achieve. In this study, we intend to use a scientific approach to deal with these problematic issues.3.RESEARCH FRAMEWORKBased on the review of the literature, we realized that customer orientation has become crucial for a successful service organization. However, it still exists that there are many problems at the current time. In this study, we intend to propose a comprehensive model to examine the issues involving what and how the best practices of customer-oriented activities in the public sector were developed. In the comprehensive model, a two-dimension approach rather than the single-dimension approach in previous studies is employed. The two dimensions are: (1) system design and management, (2) fostering organizational culture (see Figure 1).Figure 1 Conceptual research frameworkThe comprehensive model is called customer-oriented service enhancement system. Here, we take the acronym of customer-oriented service enhancement system as COSES. COSES indicates ‘coze’ or ‘cose’, which implies to treat, or to talk with, customers in a warm and cozy manner. The reason we employ an additional dimension is that it has been widely acknowledged in the literature that a successful organization always has an embedded customer-oriented organizational culture (e.g., Houston, 1986; Parasuraman, 1987; Shapiro, 1988; Webster, 1988; Deshpande et al., 1993; Athanassopoulos, 2000). Figure 1 presents the conceptual framework of COSES model. The meanings of this conceptual framework are further described in the following.First of all, the box of organizational vision, policy, and strategy is placed on the left-hand side of Figure 1. It indicates the driven force to direct an organization to develop and to manage a customer-oriented service system.Second, the dot-line box of Figure 1, which is the kernel of this study, indicates a customer-oriented service enhancement system (COSES) for public sector. In COSES model, we develop a five-stage of service system design and management. These comprise: (1) customer identification – the public agency recognizes its customers; (2) customer needs survey – the public agency focuses on customer needs and customer voice; (3) service system design – the public agency develops the service system and process to meet the customer needs; (4) service delivery – the employees in a public agency deliver service to customers; and (5) service recovery – the public agency has an effective mechanism to deal with the customer complaints. The other dimension of COSES model is organizational culture fostering, which is located in the bottom of the dot-line box. In this dimension, we propose a three-layer model: (1) basic assumptions – employees recognize the importance of public service; (2) organizational values – provision of high quality public services has become the common belief all over an organization; (3) system and behavior – the organizational structure, system, regulation, standard operation process, and other behaviors have been well established.Third, service quality and customer satisfaction are placed on the right-hand side of Figure 1, which indicate the outcomes of service. It has been empirically proved that the morecustomer orientation organization is followed by the better service quality and customer satisfaction (Hartline et al., 2000; Jiang and Chen, 2002).4.RESEARCH DESIGNThis section presents research subject, interview outline design, procedure, and data analysis scheme. To achieve the research objective, the method of multiple-case study is chosen in this study. Further, in-depth interview and content analysis are used in research data collection and analysis.4.1. Research subjectsIn light of recruiting the appropriate research subjects in a multiple-case study, Markus (1989) suggested two principles: (1) subjects should include critical and crucial cases; (2) subjects should include typical and representative cases. Based on the two principles, we firstly chose three public agencies as research cases. The three public agencies are the Land Department of Taipei County (Case I), the Health Department of Taipei County (Case II), and the Social Affairs Bureau of Kaohsiung City (Case III). They received National Public Service Awards of Taiwan in 2002. We then invited the executive leaders of TQM projects as research subjects for interviews. Table I presents the details of three public agencies. Their efforts in enhancing customer-oriented service activities are briefly described in the following.Table I Research subjectsCasePublic agency Interviewee Customer-oriented service activities No.I Land Department of Taipei County Director Service process reengineeringII Health Department of Taipei County Director Comprehensive citizen’s needs surveyIII Social Affairs Bureau of Kaohsiung City Chief of staff Innovative public servicesCase1: In order to serve citizens in the most convenient way, the executives in case I took a great deal of effort in reengineering the procedures in regard to the various license application. They integrated the traditional bureaucratic operational approach to offer one-stop service, which is the typical customer-oriented service. Further, they built the service network to promote administrative efficiency by using information and communication technologies (ICTs).Case2: In order to understand citizen needs rapidly and precisely, the executives in case II are active in collecting media information, surveying customer satisfaction, and they periodically convene a news conference to ensure that citizen needs are communicated effectively. They not only have a routine problem solving mechanism to serve citizen needs, but also a follow-up and auditing system to review service quality. Their distinguished performance resulted in successfully overcoming Severe Acute Respiratory Syndrome (SARS), the fatal contagious disease that invaded Taiwan in 2003.Case3: In order to deliver high quality social welfare services, all staff in case III was involved in a total quality management project to promote continuous improvement of the various social welfare programs. In particular, they proposed many innovative services, such as for poverty, the aged, and the handicapped. ICTs and volunteers play important roles in delivering these innovative services.4.2 Interview outline design and interview procedureIn order to examine the critical activities that result in the three public agencies being successful in service, we first developed an interview outline. The outline is designed asquasi-structured and open-ended. We then asked for volunteers for pilot testing before the formal interviews were conducted. The final version of interview outline is shown in Table II.Table II Interview outline1.Would you feel free to talk about the process and experiences when you promote service quality?2.How did you convince your employee to accept customer-oriented service concepts and for it tobecome a culture in your organization?3.What did you think the key factors for facilitating service quality?4.Were there any difficulties in carrying out the service quality improvement project?5.How do you think about internal and external customers in your organization?6.How did you determine the needs of internal and external customers in your organization?7.Have you ever learned about any innovative service from other private or public sector agencies?If yes, what is your experience?8.How did you develop and implement an innovative service?9.Is there any cross-functional teamwork in your organization?10.Is there employee education and training in your organization?11.How are complaints from either internal or external customers dealt with in your organization?12.Are there communication channels for internal and external customers in your organization?Before the interview was conducted, we made an appointment by phone and then faxed the interview outline to the interviewee. The interviews began with a general introduction to make the interviewees aware of the purposes of the study and the interview agenda. To increase reliability and validity, we used some principles proposed by Goetz and Lecompte (1984): (1) we chose research subjects in accordance with research objective; (2) two interviewers participated in the interview data analysis; (3) we encoded and checked the interview data by multiple sources, such as the interview tape, document and observation; (4) the research objective was well understood by the interviewee; (5) the interviewer kept a neutral stance during the interview; (6) data were analyzed according to the facts only.Each interview took about 2–3 hours. The interviews were taped, and then the interview content, observational records and documents were encoded into manuscript files.4.3 Data analysis schemeUpon finishing interview manuscripts, content analysis is then conducted. Many approaches have been used in unitizing procedure of content analysis, such as word, sentence, theme, paragraph, and whole text (Weber, 1990), and even character, space and time (Kassarjian, 1977). Among them, theme is an appropriate approach to analyze the opinion of a proposition. In particular, it is very useful in discussions on event, value, belief and attitude (Kassarjian, 1977). We chose it in the content analysis of interviews. Here, a theme represents a complete activity in relation to customer- oriented service.Two phases of content analysis were employed. In the first phase, the whole interview manuscripts were decomposed into units. The unit is called theme. The themes were then placed into the appropriate cell of the five-stage service system design and management dimension (see the horizontal dimension of Table III). This procedure tried to deploy the customer-oriented service activities from the three cases into the five-stage service system design and management.The first phase of content analysis In the second phase of content analysis, we tried to place all themes into the appropriate cell in accordance with the three-layer of organizational culture (see the vertical dimension of Table III). This procedure is to place the customer-oriented service activities from the results of the first phase analysis into the three-layer organizational culture dimension. The COSES model was finally proposed from the results of the two phases of content analysis.4.4 Reliability analysisFor measuring the reliability of the two phases of content analysis, except the researcher, we invited two additional coders to engage in this analysis. In the first phase of content analysis, the two coders were asked to place the themes into one of the five stages service system design and management. Their results are then compared with the researcher. The degree of mutual agreement with the researcher 1 and the reliability 2 are computed to examine whether both indices are beyond 0.70.In the second phase of content analysis, the two coders are asked to perform the same task as researcher. The degree of mutual agreement with the researcher and the reliability are also computed to examine whether both indices are beyond 0.70.5. ANALYSIS OF COSES MODELIn this section, analysis of COSES model is performed according to the data analysis scheme described above.5.1 The first phase of content analysisIn the first phase of content analysis, the three interview manuscripts were decomposed into analyzing units, which are themes. Table IV presents three examples of the unitizing procedure. A total of 19 themes were found from the three interview manuscripts (see Table V). We then placed these themes into the corresponding stage of service system design and management dimension. In other words, these themes were categorized into one of customer identification, customer needs survey, service system design, service delivery, and service recovery stages. The frequency of the 19 themes was indicated in the parenthesis of each cell of Table VI.1 BParty by agreed number A Party by agreed number parties by two agreed completely items of number 2agreement mutual of Degree +×=2 ()[]agreement mutual average of Degree 1-21agreement mutual average of Degree 2y Reliabilit ×+×=Table IV Examples of the unitizing procedureNo. Unitanalysis Themes Corresponding StageCustomer needs recognition Customer needs survey1 First, we have to understand the citizen’s needs ineach group, and the employees’ needs. We theninvestigate, analyze, plan, and execute. Executionincludes a pilot run, to spread around completely,back to review, and then to reform (Case I).CustomerclassificationCustomeridentification2 We search and collect the media information and civilsuggestions actively, and integrate them into ourstrategic planning of various innovative serviceprograms (Case II).Consideration ofenvironmentalchange instrategicplanningCustomer needssurvey3Besides the public agency, employee visits to otherexcellent businesses are encouraged. These visits arefollowed by a conference to discuss learning fromthose excellent business units aboutcustomer-oriented service (Case III).BenchmarklearningCustomeridentificationAs listed in Table V, 19 themes described the customer-oriented service activities werefound in the three public agencies. Despite job rotation was found only once in case I, we thought it is one of the most important activities in the human resource management of the public sector. Research indicates that organizations benefit from job rotation (Robbins, 1992). The numbers of identified themes in each stage are 3, 3, 5, 5, 3, respectively (see Table VI). They are illustrated in the following.First, three themes were deployed to the customer identification stage: (1) customer classification, which indicates the action of classifying customers into different categories; (2) benchmark learning, which means to learn from other excellent businesses or public agencies; and (3) customer definition, which means knowing how to distinguish each cluster.Second, three themes were deployed to the customer needs survey stage: (1) consideration of environmental change in strategic planning; (2) survey customer needs periodically, which means conduct customer’s needs surveys frequently; and (3) customer needs recognition, which means recognizing that different clusters of customers have different needs.Third, five themes were deployed to the service system design stage: (1) set service standard procedures to satisfy customer’s needs; (2) incentive system; (3) employee education;(4) service quality audit system (ISO system); and (5) design of service items in accordance with customer needs.Fourth, five themes were deployed to the service delivery stage: (1) teamwork and empowerment, which indicates sharing of responsibility, information and decision making among group members; (2) cross-functional cooperation; (3) job rotation; (4) willingness to help customers deliver their requests; and (5) the uses of ICTs.Finally, three themes were deployed to the service recovery stage: (1) building customers’ complaints procedures; (2) providing multiple channels for good communication, which means the communication channels are always accessible; and (3) customer’s benefit first, which means putting the customer’s benefit first.。

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

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。

外文翻译--客户关系管理(CRM)的理论及应用研究精品

本科生毕业设计（论文）外文翻译毕业设计（论文）题目：客户关系管理（CRM）的理论及应用研究外文题目：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：袁博专业：工业工程0601指导教师姓名：徐方超评阅日期：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 Gummesso n (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 targe t 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: gl obal 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。

客户关系管理部分英汉翻译

Customer relationship managementCompany with an ERP system have an added bonus:complete and vast quantities of data available for analysis.By adding other software tools to their ERP system,companies can extend rte capabilities of their erp system,thus increasing its value. CRM software is one such tool.Depending on rte vendor,CRM software might be configure as a module with multiple capabilities or as a set of add-ons.Whateven choice is made,CRM can ba viewed as a corporate strategy or as a set of activities.CRM as a corporte strategyA company uses CRM software to determine each customer’s needs and then uses rtat knowledge to build a long-term relationship wirt each customer(hence CRM).The first step in building that relationship is to build an integrated company-wide view of each customer and then present a single face to each customer.Hem’s how it’s done .Assume that a company has many sales duvisions,some of which sell to the same customers.Each division takes a somewhat narrow view of it’s relationship with customers,probably evaluating each relationship by rte number of sales or the dollar volume of sales it makes to the customer.Top management,on rte other hand,wants rte big picture-the total sales and relationship profitability throughout all sales divisions.Getting this big picture requires merging data from individual divisions, which can only happen with an integrated IS, such as ERP.Thus,a company with five divisions might develop a comprehensive company –wide profile of a customer that is very different from one division’s view of that same customer.In a full CRM implementation,top management would want CRM software to do more than merge data, howeven.For example,when a customer contacts the company,the customer should be access to the same information about the conpany and its products,regardless of whether the customer telephones,e-mails,or visit the company’sWeb site. In addition,the customer should be able to business-get a price quotation,place an order,track the progress of an order-through any channel. with CRM,an custom contact are recorded in the company’s database.These data, along with sales and other transaction date ,allow the company to maintain a history and build a profile of the customer.This comprehensive company customer information is available to all company employees who work with the customer.Thus,when the customer contact the company,the company can use tills information to meet the customer’s needs in a coordinated and efficient way, paving the way to customer loyalty and future business.CRM as a set of activitiesCRM software exists to accomplish.One of the most important activities is segmenting customers.Here’s how it’s done.Because ERPstore large amounts of data in one central database,important subsets of this data can be copied a separate respository,called a data warehouse.A data warehouse is a database,but it’s separate from a company’s operational database.When users access data in file warehouse,they can analyse and manipulatedata without affecting the undering working of their company’s transaction system.Once the data warehouse is in place, companies can use data mining techniques to help them sift through transaction data in the datahouse .Companies are looking for Patterns in information and relationship of data that were previously unknow.Data mining tools are sophisticated statistcal and modeling software .Prior to the advent of ERPsystem,companies didn’t have the vast amount of information available in one database ,nor did they have the sophisticated analytical and modeling tools for mining those data.Thus, using data mining software, a company can stratify customers by volume. Profitability,or other measures.Scarce marketing resource can then be directed to the most desirable,once those customers are identified;other customer relationship can be de-emphasized.CRM software alse allow these activities:One-to-one marketing. Once a customer is categorized,product,promotion,and pricing can be tailored accordingly. Customer can be offered products related to what they are now buying(cross-selling)or offered higher-margin products in the same Lines(upselling).Sales force automation.Customer contacts are logged in the company’s database.Customers that contact the company can be automatically routed to a sale reoresentative by SFA software. SFA software can be use to forecast customer needs, base on the customer’s history and transactions,and to alert sales reps accordingly.Sometimes this software is called lead management software because a transaction can be tracked from the initial lead to post-sale follow-up.Sales campaign management software.This software lets a company organize a marketing campaign and compile its result.Marketing encyclopedias.This software serves as a database of promotional literature about products.The material can be routed to sales reps or customers as needed.Call center autonation.When customers call a company to get assistance with a company’s products ,representatives can query aknowledge management database containing about the product. Some knowledge management software accept queries in natural language.Ifnovel solutions need to be developed,they can be added to the knowledge base,which thus becomes smarter for the next time.All large ERP wendors offer data warehousing and mining also have written many data warehouse applications that accomplish similar tasks.No one software wender has an end-to-end CRM software suit that meets all needs.Siebel systems is currently a leader in many of the panies wanting many CRM applications. Ironically these approaches can lead to a lack of information systems integration-exactly the problem CRM and ERP attempt to solve! To overcome this problem,ERP venders such as SAP and peoplesoft are busy incorporating CRM modules into their ERP programs. Company with existing ERPsystem are more likely to use the ERP’S set of data warehousing and data mining tools rathan than purchase third-party software because of the ease of integration with tile current system.Why CRM needs ERP as a baseAn ERP system provides a common transaction database. This database is used by CRM software in budding customer profiles and other CRM purposes.As a practical matter,useful subsets of transactions from tile common database are taken out and put into a corporate data warehouse,customer contact information is then merged into the CRM data warehouse .Thus,ERP is a precursor in two ways(1)common transaction data are used and(2)the unified database approach is retained for the company’s CRM work.The benefits of CRMCRM provides companies with these benefits:Lower costs:CRM can lead to operational efficiencies,such as better respose times in call center operation and better use of sales force time, which lower costs. Higher revenue:By segmenting customers,better selling opportunities present themselves and revenue increases.Improved strategy and performance measurement: Installing and operating an ERP System require management and staff to think of the company as a whole.This attitude carries over into CRM work. With CRM in place,management can think about different performance measures:for example,should salepeople be reward for exceeding sales quotas and marketing people for finding new customer?Or,should both receive rewards that are based on some measure of customer satisfaction? The former approach---typical in days before CRM and ERP---can lead to unintegrated functional thinking .The latter appoach---now feasible with CRM and ERP---can lead to all personnel thinking in terms of acompany—wide effort to satisfy customers.Another look at CRMCustomer relationship management is a set of relates marketing-oriented activities.To give you a better grasp of CRM idea ,some real-word example are described here.Key customers accessing Dell Computer Corp’s customer Web page each get a personalized page .Dell call these pages premier web pages. The customer’s page contains product and technical information that dell feels will be important to the customer. How d oes dell know this information in advance? Dell’s forecast about what the customer needs to see,based on an analysisof this history.Dell’s web pages provide an excellent example of CRM and ERP linkages.Suppose the customer can use the web page to order a customized computer. When a customer enters tile order,it is sent to tile shop floor.Data are also sent to purchasing,which lets wendors see the data for automatic reordering.The status of the order is then post to the web site for the customer to see.BMG music service’s web site acts much like dell’s site.When a member arrives at the BMG site, the company ‘s CRM data warehouse is contacted. The customer’s page is then configured tooffer music that conforms to the customer’s preferences.Conside another industry. Holophane Corp. makes industrial lighting fixtures,such as those seen along roadways,Lighting fixtures are custom made, soeach sale is, in effect, a separate project.In the past,sales representatives maintained project specifications on paper, sharing data with customer service,product engineering,and other departments as the sales representative thought necessary. Customer service often did not have the data needed to answer a customer’s question and those question had to be rerouted back to the sales representative.Large financial firms are good candidates for productive data mining. Such firm have many customers,and some behaviors are predictable by transaction patterns. Data mining programes are often able to identify customers about to take certain action or customers in need of certain product. For example,Royal Bank of Canada has a large data warehouse populated with data about customers’transaction history and demographics. Prepackaged queries are routinely run against the database to identify customers that might need sales help.For example, a customer’s balances might be suddenly low and deposits sporadic,evidence that the customer might be thinking of leaving the bank.If the customer has been profitable to the bank-a determination that require its own CRM calculation-a represent will call to see whether the customer has problem that need to be addressed.客户关系管理拥有ERP公司还可以获得其他的好处：可以提供分析使用的大量完全数据。

外文翻译--客户关系管理系统成功的因素

毕业论文（设计）外文翻译Factors for Success in Customer Relationship Management(CRM) SystemsHugh Wilson^,Elizabeth Daniel and Malcolm McDonaldCranfield School of ManagementAbstract.The importance of effective customer relationships as a key to customer value and hence shareholder value is widely emphasised. In order to enhance these relationships, the application of IT to marketing through customer relationship management (CRM) software, e-commerce and ther initiatives is growing rapidly. This study examines the factors that influence the successful deployment of CRM applications, with particular emphasis on those factors which are distinct from other areas of application. Using the analytic induction method, success factors were derived from five in-depth case studies. Resulting factors underemphasised in previous literature include: the need for project approval procedures which allow for uncertainty; the need to leverage models of best practice; the importance of prototyping new processes, not just IT; and the need to manage for the delivery of the intended benefits, rather just implementing the original specification.Keywords: customer relationship management, IT, case studies, analytic induction, success factors, barriers, marketingIntroductionEver since the influential study by Reichheld and Sasser, which showed the large impact on profitability of small increases in customer retention rates, the marketing community has been more conscious of the need to manage customer relationships in the long term as well as prior to the first sale. The argument has been further strengthened by data on the low cost of better retention as compared with better acquisition and the increasing profitability of customers the longer the relationship lasts . The term 'relationship marketing', coined by Berry .The popularity ofthis term has presumably influenced the adoption of the term 'customer relationship management' (CRM) over more recent years. Although some use the term as a synonym for relationship marketing - Hobby for example defining it as "a management approach that enables organisations to identify, attract and increase retention of profitable customers by managing relationships with them" - others apply it to "using information technology (IT) in implementing relationship marketing strategies".In addition to supply-side push from the IT industry, the trend towards IT-enabled management of customer relationships has other intellectual and sociological influences.Research MethodIn order to build on these success factors identified by previous researchers, we wished to test them against a range of recent projects, including representatives from the important areas of "front-end" CRM at the customer interface, "back-end" CRM for analysis purposes, and customer-facing e202 Hugh Wilson, Elizabeth Daniel and Malcolm McDonald commerce applications which link in with core customer databases. But we did not wish to exclude the possibility that the factors might need modification, or that additional factors might emerge, given the evolving nature of this application area and the relatively sparse previous research. Hence we desired a method combining theory testing with theory generation.We chose the analytic induction approach to qualitative analysis, which meets this requirement. Originally proposed by Znaniecki , analytic induction has developed into perhaps the best-developed logic for theory development and testing across multiple case studies . In brief, the method involves formulating a hypothesis; comparing the hypothesis against the first case; if it does not fit, reformulating the hypothesis so as to be consistent with the data in the first case; comparing the revised hypothesis against the second case; and so on. According to Cressey , an important early developer of the approach, "practical certainty may be attained after a small number of cases, but a single negative case requires a reformulation...The procedure continues until a universal relationship is established". A full review of the approach can be found in Wilson .Summary of Impact of Factors on Project SuccessTo provide another perspective on the data, we will briefly discuss which factors appeared most influential in determining success in each case.- Case A: Utility. This innovative initiative, building a customer dialogue based on micro-segmentation using a customer data warehouse, and maintaining this individualised dialogue not just through traditional 'marketing' channels such as direct mail but also through operations such as billing which had previously treated all customers identically, was strikingly different from the traditional image of the productionfocused utility. Its existence derived from an explicit, clearly communicated board-level drive to improve customer focus, a drive embedded into the organisation through a board-level appointment, a well-supported new department and the institution of cross-functional teams and procedures.- Case B: Electricity generator. This second generation of a sales automation system was undoubtedly an improvement on the first, due largely to the 'Involve users interactively' factor: a shift from sending paper specifications around for comment to interactive specification in workshops, leading to a richer dialogue between technologists and system users, and a better understanding by the former of how business benefits could be enabled. It also gained from 'Leverage models of best practice', using a package as a basis for a beneficial sales process redesign. Within the limited ambitions of the project, this led to success. There remained a sense, though, that if this rationalistic organisation were to score higher on 'Define approval procedures which allow for uncertainty', more radical shifts in key account management would be possible and beneficial.- Case C: Paper manufacturer. A history of half-finished initiatives and piecemeal solutions showed the difficulty this organisation had with moving consistently towards a market orientation, despite some talented managers. The various good ideas they generated were undermined by a strong functional structure, with separate marketing, sales and IT departments struggling to agree and trust each other. In this context, the long design period of the major initiative studied gave too much time for the commitment to unwind. Critical success factors missing, then, were 'Organise round customer', 'Gain board awareness of strategic potential of IT' and 'Rapid strategy /action loop'.- Case D: Business school. Hearts must have sunk among some longerserving staff members at news of the introduction of a fourth generation of the school's core customer database. But this more strategically conceived version provided at least a basis for more holistic management of customer relationships, integrating two previous systems to provide a single repository for mostcustomer data. Not all customer data: the organisation's structure around product lines was reflected in some products being left with their own systems, perhaps an opportunity lost in the need to act fast to ensure Y20U0 compliance. A fast pace did mean, though, that the pain of the teething problems was over quickly, and follow-up projects to use this customer data to better inform customer interactions could be rapidly initiated. Important success factors thus included 'Gain board awareness of strategic potential of IT' and 'Rapid strategy/action loop', with a possible question-mark around 'Organise round customer'.- Case E: Distributor. The only case study to focus exclusively on 'back-end' CRM, this marketing analysis system helped to answer questions such as: "What industry sectors in Germany should we focus our growth efforts on?" and "Which products would they be most Factors for Success in CRM Systems 213 interested in?". The approach to its development and application seemed so inductive, with flexible seedcorn budgeting and ideas conceived developed and tested for real rapidly , that it could almost be caricatured as a solution looking for a problem. Yet it succeeded in adding significant value on a minimal budget, without the need for expensive integration of core systems.ConclusionOur results support various success factors identified by previous authors: the importance to the success of IT/marketing initiatives of a market orientation; the need for business system convergence on a single view of customers and other entities such as competitors; the need to include cultural change issues within the project's scope; the need to design for flexibility; and the need to manage IT infrastructure.Further light has been shed on certain other factors:• We have seen that in this domain, the commonly-cited need to gain a board-level champion may not be enough. Commitment is often needed across numerous functions which deal with the customer: without such strong, genuine commitment, non-optimal 'silo' applications can result, in which the potential benefits of a single view of the customer in terms of understanding customer value, prioritizing resources on profitable customers, and understanding how to satisfy particular customer segments, cannot be fully realised.• A related point is that separate directorships for sales and marketing can be problematical. While a primary organisational structure around products can be effectively complemented bycross-functional teams focusing on the customer, the evidence we have seen strengthens the argument that organisations can best be viewed in the three major blocks of supply management, operations and demand management, which should arguably each have a single director responsible for them, or at the least should be designed coherently.• We have added to the reasons for a "rapid strategy / action loop" with the observation that long-term projects seem particularly vulnerable to cancellation due to structural or personal changes, or simply due to perceived lack of progress, whether grounded in reality or not. This presents a problem given that implementing an integrated CRM suite or adding an Internet channel takes a great deal of work. The circle can be squared by defining "quick wins" that collectively 214 Hugh Wilson, Elizabeth Daniel and Malcolm McDonald contribute to a long-term vision - in the words of one marketing manager, by "eating the elephant of CRM one bite at a time".• Once a project is under way, effective communication bet ween IT staff and their commercial counterparts is, as always, an issue, given the very different cultures they inhabit - as one interviewee put it, "IT are from Mars, marketing are from Venus". We have found that "user involvement" needs to be interactive and face-to-face: sending specifications to each other for comment simply doesn't seem to work. We recall the finding of Bartlett and Goshal that in many organisations, disastrous consequences ensued when the generation and transmission of reports replaced direct communications from people representing their own ideas, analyses and proposals. Instead, they advocated "reinforcing the rope bridge of systems-based communication with the steel girders of frequent personal contact." We have also found that personal contact needs to continue through the IT development cycle, rather than stopping once a specification is defined, if the project's benefits are to be realised.• The IT itself is not the only area where iteration may be required before the right solution is found. We have also found that in this domain, in which IT is likely to be an enabler to radically different processes, those processes also benefit from being prototyped. As one successful implementor of an e-commerce charmel argued to us, the best decision he took was to build a link to back-end fulfilment and finance processes into his very first pilot, as ironing out these processes was a key to success.We have also identified three success factors which were not present in the existing successfactors literature we surveyed.• Leveraging a model of best practice embedded in an off-the-shelf system can, at least, reduce the risk involved in development of bespoke software. A CRM package can ensure that all customer-facing packages draw on a common data model , while a package for such management tasks as market segmentation, econometric modelling and marketing planning can implicitly provide a standardised process for these tasks . Taylor and Ward made a similar recommendation in the area of enterprise resource management (ERP) systems.• Given the strategic decisions implicit in CRM projects, it is not sufficient for the board to empower an IT director, or anyone else, to propose and develop systems. The board needs to be aware of IT's Factors for Success in CRM Systems 215 strategic capability, and be actively involved in the formulation of IT strategy. This is consistent with King and Teo's empirical findings that far from deriving IT strategy from business strategy, or even developing the two in parallel, the two are best developed as a unified entity.• Rigid approval procedures for capital expenditure can act as a barrier to developments with a strong rationale but a degree of risk, favouring less important but more secure projects. Ryals has argued for the explicit incorporation of risk in the calculation of such measures as customer lifetime value, allowing risk to be taken account of without ruling out risky developments. Another loosening of traditional procedures we found effective was to set aside seedcorn funding in advance, which can be used to fund potentially important pilot projects quickly. Without such measures, project proponents will simply cook the books, underplaying risks and leaving the board in a worse position to manage those risks carefully.If marketing is still suffering from mid-life crisis , the younger discipline of IT is surely still suffering from adolescence, with all its attendant delusions of grandeur periodically pierced by dramatic failures. The marriage of this undoubtedly talented couple may be no more troubled than most, but troubled it still is. The themes which need to be pursued in their joint therapy are at least becoming clearer.译文：客户关系管理系统成功的因素Hugh Wilson^,Elizabeth Daniel and Malcolm McDonald克兰菲尔德管理学院摘要：有效的客户关系是客户价值及股东价值的关键，因此被广泛关注。

毕业论文(设计)外文翻译-在电子商务环境下的动态客户关系管理策略论文翻译-中英文论文对照翻译

中文4455字毕业论文（设计）外文翻译-在电子商务环境下的动态客户关系管理策略标题：Dynamic Customer-Relationship Management Model in Electronic Commerce Environment原文：Abstract: With the development of information technology, Electronic Commerce is changing the way of management in enterprise, lifestyle of family and people. Under Electronic Commerce, market-management, sale-management and customer-relationship of enterprise are substantially different from those of traditional commerce. This has created a significant challenge to enterprise management. The marketing strategies of Electronic Commerce （e-commerce）have really changed. The Customer-Relationship Management Model established under e-commerce can help enterprises to reduce costs, enhance partners’ cooperation, attain the desired customer value, and promote enterprise competition. Therefore, we regard Relationship Management as the greatest change that requires a fresh approach through a new model. The paper analyzes the relation between customer-relationship management in traditional circumstances and that in e-commerceenvironment, and expatiates on characteristic of customer-relationship management under e-commerce. On the basis of the analyses, the paper studies the model of Dynamic Customer-Relationship Management before sale, during sale and after sale in the enterprise.Keywords: Dynamic customer-relationship management; enterprise competition; E-commerce; model; business-to-customer.1 IntroductionCustomer Relationship Management (CRM) has become a focus of marketing academic circles and corporation community. Around the world, research on CRM originated from “Contact Management” in the earlier 1980s. Until the earlier 1990s, researchers have become aware of “Customer Care” based on the telephone service center and supporting material analysis. Afterwards, researchers have focused oncustomer-maintaining whose purpose is to manage Customer Relationship effectively. With standardizing of application of CRM in the domestic enterprises, domestic researchers have come to focus on CRM, some higher level research achievements have emerged continuously, but these research achievements are related to customer relationship based on Business-to-Business (B2B)which centers on identifying of enterprise-customer and its maintaining, not focuses on the customer relationship based on Business-to-Customer (B2B) which is the relationship between business and other customers, for example, employees, shareholders, ultimate customers, other cooperation partners, especially ultimate customers. One-to-one marketing based on the mode of B2B has presented a good application prospect in a walk of life. For example, “common customer flight plan”in aviation industry and “golden card project plan” in a health club are all tactics of customer relationship management made in the light of ultimate customers, whose purpose is to maintain stable long-term relation with the customers to attain “bilateral win” or “multilateral win”. As to research methods, most of research achievements on CRM are quantitative and static, less pointing out clearly how to make marketing decision and how to implement customer relationship strategy. The reason is that the profit resulted from these research achievements is insufficient for making up for the huge cost of collecting and conserving database. There is lack of the research on customer-relationship management based on quantitative and static conditions under theMode of B2C. Customer Relationship Management can’t work without all kind of knowledge about employees, customers and cooperative partner. Therefore, it is very important to research dynamic customer-relationship management based on knowledge management under the mode of B2C. On the basis of analyzing characteristic of trading between enterprise and ultimate customers under the mode of B2C, the paper addresses the mode of dynamic customer-relationship management based on knowledge management, and points out the guiding meaning about the enterprise CRM practice and the future research direction.2 General Issues and Concepts.Relationship Marketing and Customer-relationship ManagementMost relationship marketing definitions stress the need to develop long-term relationships with customers and sometimes other stakeholders (Galantines, 1994; Gringos, 2000). Jackson published an insightful book and an article on business-to-business marketing (B2B) in 1985 (Jackson, 1985) where she defined relationship marketing by contrasting it with transaction marketing. From her comprehensive study she drew a general conclusion that building long-term relationships through relationship marketing should sometimes be the preferred strategy for the industrial seller, but sometimestransaction marketing, the one-shot deal with a short-term perspective should be preferred. She argued that it all depends on the situation. Et al. (1997) identified four types of marketing in their research. One is transaction marketing, but the others have a relational content: database marketing (information exchange with the help of IT); interaction marketing (face-to-face or ear-to-ear interaction); and network marketing, as essentially (but not solely) a B2B phenomenon where networks of relationships are built with a large number of stakeholders.CRM is the values and strategies of relationship marketing - with particular emphasis on customer relationships - turning into practical application. The implementation steps used in one-to-one marketing summarize well what is needed to practice relationship marketing: identify individual customers and establish how to reach them; differentiate the customers with regard to values and needs; interact with the customers efficiently and effectively; customize your offerings; and, finally, in the process of doing this, build learning relationships with your customers through dialogue (Peppers and Rogers, 1999; First, 2000; Newell, 2000).3 Characteristics of Customer Relationship Management under Electronic Commerce3.1 Similarity between Electronic Commerce and Traditional Business3.1.1 Identified PurposeDespite customer relationship management under electronic commerce is superior to that in traditional business, the identified purpose of electronic commerce and traditional business is how to satisfy customers' demand and desire, just customerrelationship management under electronic commerce is easy to realize the purpose with the help of network information technology.3.1.2 Identical effectThe purpose of implementing customer relationship management is to grasp and satisfy certain customers demand and desire, establish service concept which is centering on customers, and make enterprise establish an unassailable position in severe market competition.3.2 Characteristics of Customer Relationship Management under Electronic Commerce3.2.1 AdaptabilityIn comparison with customer relationship management under traditional business circumstances, customer-relationship management in electronic commerce has mighty advantage about its adaptability, which includes two aspects, i.e., time adaptability and space adaptability. Having made full use of network information technology, enterprise should realize the service mode of 365×24; time and space would impede trading among regions in the world no longer. Much trading has being proceeded among regions, enterprises, and countries at any time. Because the emerging business manner is very convenient for customers, the degree of satisfaction of customers will be improved with the development of commerce manner.3.2.2 AutomaticityCompared to customer-relationship management under traditional business environment, customer-relationship management in electronic commerce could make full use of advanced information technology. Supported under network information technology, enterprise could realize paperless customer-relationship management authentically. In traditional customer-relationship management, we frequently request customers to fill in questionnaires about a base data sheet and commodity quality feedback, but the firsthandinformation-papered materials need to be put in order, copied with, and analyzed by man-manner, this results in mistakes and low efficiency. In electronic commerce environment, all statistic data are input into a database directly, technology is shared, statistic data are exchanged, with the computercalculating and handling ability, we are very easy to deal with and analyze these statistic data.3.2.3 Interaction characteristicCustomer-relationship management in electronic commerce environment could carry out real time and two-way dialogue communication mode. Because internet has possessed quite interaction characteristic and guidance, under system guidance, customers often chose their production and service and put up their request through the internet, enterprises come to produce and provide service timely according to customer's choice and request. All these could realize real time and two-way dialogue with customers. Enterprise will provide more content services for customers. 4 DCRM under the Mode of the B2C4.1 Characteristic of Trading Between Corporation and ConsumerTrading process between corporation and customer is considered as continuous interactive process. In the everyperiod, enterprise decides to adopt certain marketing constituting tactics, for example price and communication tactics, customers decide if he or she will participate in the enterprise marketing constituting tactic in the light of customer purchasing commodities. So, thetrading process between enterprise and customers has become stochastic game process. The consumer's decision influences the enterprise marketing, and illustrates transformation from one state to another state. From a view of corporation, customer's decision is ransom variable, under the hypothesis which purchasing decision is only a function of customer and corporation tactic, customers state sequence has formed the Markov chains. Because enterprise have ability to control the evolution of the Markov chains by choice controlling variable, customer relationship management under the mode of B2C is considered as Markov decision process.4.2 DCRM Implication under the Mode of the B2CThe“Dynamic”in Dynamic Customer-Relationship Management includes three layer significance, i.e., first, from marketing management, dynamic customer-relationship management system should focus on the marketing tactic influence on customer net asset value. This could heighten expecting returns,reducemarketing cost; secondly, from quantitative analysis, dynamic customer-relationship management system should care about not only present benefits and also future benefits when enterprise makes a decision. Thirdly, dynamic customer-relationship management system should follow with interest in customer and enterprise benefits, not one side benefits. So, dynamic customer relationship management under the mode of B2C is a method which is how to analyze customer behavior quantitatively on the basis of “multilateral win”.5 DCRM Model in Electronic Commerce Environment5.1 DCRM before Sale5.1.1 Establish customer's filesThe purpose of establishing customer's files is to grasp customer's specific characteristic information including sex, age, profession and interest to understand customer consuming tendency. In electronic commerce environment, enterprise could make full use of establishingCustomer files through sharing network statistic database resources. Under network environment, customer input his essential datum in database, which will be reserved in enterprise all the time. Every section of enterprise shares the resources.5.1.2 Renew customer's filesRenewing customer's files means renewing customer's specific characteristic information in time in the light of time and variation after enterprise establishes files for customers. The computer system can renew basic data of natural change automatically. For example, the data that is about customer age, while entering a new annual, customer age will automatically add one year of customer relationship management in electronic commerce environment; if using all manners of communication in basic data, it is unable to keep track of the customer, this record will become invalid and computer system will automatically delete this record.5.2 DCRM during Sale5.2.1 Participate in serviceParticipating in service indicates that customer take part in product designing in order to acquire Individuality product which satisfies customers. Under electroniccommerce, people have their individuality about demand for productions. product market is named as face-to-face market. Based on providing product common model by corporation, customer puts up his or her requests. Corporation produces products in the light of customers' demand; this could enhance customer's degree ofsatisfaction and save designing cost. For example, Dell sells personal computer under the model of B-to-C, customer could pick out personal computer on the enterprise website, and producing department organizes product production according to customer request. Dell sales volume of 1996 is 71% more than that of 1995 by using the model of the B-to-C.5.2.2 Infer other Demand of CustomerInferring other demand of customer indicates that enterprise could speculate other demand of customer by analyzing customer purchasing behavior to improve the sale volume of product and heighten customer content. For example, when a twenty-six years old woman buys a baby bottle, we are easy to think of that the woman has a lovely baby; we can infer that the woman could buy baby food, baby costume, baby toy and so on. When the customer touches a sort of baby bottle, system will show automatically all sorts of baby commodities. If a customer buys one portable computer, we can infer that this customer belongs to high-grade customers, and speculate that superior quality products such as digital camera and family cinema belong to a scope of customer's purchasing. So when customer touches on the portable computer, system will showautomatically digital camera and family cinema and so on. The manner of “Inferring” could advertise for enterprise product.5.3 DCRM after Sale5.3.1 Track ServiceTracking service indicates that the enterprise provides service for all customers after sale at any Time. Under electronic commerce, the enterprise should provide lifelong service for customer after sale through establishing customer files and utilizing the advantage of network. The high quality service will forever be a good way of creating and maintaining customer. In the keen competition of market, service for customer is no longer a sort of passive reaction when customer puts up a certainrequest, the enterprise should regard customer as “God”.5.3.2 Customer self-serviceCustomer self-service indicates that enterprise excavates customers latent and improves service quality by interacting with customers. There exists a common phenomenon in our real life, if product has many kinds of functions; customers only know one or several kinds of common functions. This brings about wasting product function and weakening product competition.Under electronic commerce, customer self-service can solve this problem.5.3.3 Emotions communicationEstablishing good relationship with customer is the key to customer-relationship management in electronic commerce and traditional business environment. Under electronic commerce, customer frequently carries out his or her business in the internet; the enterprise is very difficult to get in touch with customer, so it has become more important for the enterprise to actively communicate with customer. Under electronic commerce, the enterprise should make full use of network information technology. E-commerce system sends automatically a greeting card to customer on his or her birthday and wedding anniversaries and so on to express enterprise's congratulation to customer. In the meanwhile, the enterprise may recommend enterprise new product to customer. Like this, customer will not forget the enterprise website and browse enterprise web more5.4 DCRM Model in Electronic Commerce EnvironmentWith above theory framework, we may construct the DCRM model in electronic commerce environment as follows:6 ConclusionsCustomer relationship management in electronic commerce environment which is very different from that in traditional business circumstances puts emphasis on one-to-one relationship marketing; it is dynamic customer relationship management. Before sale, company should establish and renews customers files, design friendly interface, differentiate market and induce new consuming of old customer. During sale, company should make customers taking part in product designing in order toacquire individuality product which satisfy customer, Infer other demand of customer and analyze customer purchasing behavior in order to improve the sale volume of product and heighten customer content. After sale, company should track customer, establish self-service platform to let them communicate with each other and enterprise in order to acquire more product information and communicate with customers.Customer relationship management in electronic commerce environment must encircle the center of customer, satisfy customer with demand and provide lifelong service for customers. Like this, the enterprise improves the quality of product and service, increase sales volume, enhance the degree of customer loyal and promote the enterprise competitiveness.出处：Wang Xuejun Rao Yangde，Business School, Wuhan University，Wuhan 430072 China，ICEMI’2005二、翻译文章标题：在电子商务环境下的动态客户关系管理策略译文：摘要：随着信息技术的发展，电子商务在改变企业管理策略的方向，家庭和人们的生活方式，在电子商务中，市场策略营销策略和企业的客户关系和那些传统的商务有大量的不同。

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：外文出处：Goy Kakus.THE RESEARCH OFCUSTOMER RELATIONSHIPMANAGEMENT STRATEGY [J]. International Journal ofManagement Research & Review, 2017, 1(9): 624-635.附件： 1.外文资料翻译译文；2.外文原文。

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。

CUSTOMER-RELATIONSHIP-MANAGEMENT客户关系管理大学毕业论文外文文献翻译及原文

毕业设计（论文）外文文献翻译文献、资料中文题目：客户关系管理文献、资料英文题目：CUSTOMER RELATIONSHIP MANAGEMENT 文献、资料来源：文献、资料发表（出版）日期：院（部）：专业：班级：姓名：学号：指导教师：翻译日期： 2017.02.14CUSTOMER RELATIONSHIP MANAGEMENTAs. univ. drd. Mihaela Cornelia PrejmereanLect. univ. dr. Alina Mihaela DimaAcademy 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 of movement 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, the enterprises 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 marketing information 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.Understanding behaviour of consumers is a key to the success of business organizations.Marketing personnel are constantly analyzing the patterns of buying behaviour and purchase decisions to predict the future trends. Consumer behaviour can be explained as the analysis of how, when, what and why people buy. Consumer behavior can be understood as: "The decision process and physical activity individuals engage in when evaluating, acquiring, using, or disposing of goods and services." (Loudon and Della Bitta, 1980). Nowadays, this phenomenon, can also be illustrated in the following way: "activities people undertake when obtaining, consuming, and disposing of products and services" (Blakwell, Minard and Engel, 2001).A study by Voss and Parasuraman (2003) suggests that the purchase preference is primarily determined by price than quality duringpre-purchase evaluation. Given explicit quality information, price had no effect on pre-purchase or post consumption quality perceptions. Instead, post consumption quality evaluations had a favorable impact on price evaluations.Another study by Chernev (1997) analyzed the effect of common features on brand choice and the moderating role of attribute importance. It is argued that when brand attributes differ in importance, with the best value on the most important attribute, thus further polarizing brands’ choice shares. In contrast, when attributes are similar in their importance, common features are likely to have an opposite effect, equalizing brands share.Russo and France (1994), studied the nature of the choice process for commonly purchased non-durables by tracking eye fixations in a laboratory simulation of supermarket shelves. The findings are fully compatible with the general view that the choice process is constructed to adapt to the immediate purchase environment.While describing about shopping orientation, Sinha (2003) reports that Shoppers seek emotional value more than the functional value of shopping. Their orientation is based more on the entertainment value than on the functional value. The orientation is found to be affected primarily by the type of store, the frequency of buying and to some extent by thesocio-economic classification. The retailers need to experiment with a format that attracts both types of shoppers.Research suggests that beauty consciousness among people in general is changing. Vigneron and Johnson (1999) reported that people's needs for appearances and materialism were increasing.That is human beings wanted to satisfy the need to look and feel good. This created a boom in the cosmetic and toiletries sector across the world. Chambers Encyclopedia defines cosmetics as (a)articles intended to be rubbed, poured, sprinkled or sprayed on, introduced into or other wise applied to the human body or any part there of for cleaning, beautifying, promoting attractive nessor altering the appearance and (b) articles intended for use as a component of such articles.Now avariety of cosmetic and toiletries ranging from natural to sophisticated items are available in themarket. The pattern and preference of use of these items vary according to different segments of gender, age and socio-economic class. When we review the literature on the cosmetic and toiletry industry, not many studies are available especially about Indian scenario. The present study is an attempt to analyse the purchasing pattern of cosmetic consumers.3. Customer relationship managementCustomer Relationship Management has been around for the last 30 years, but it became very important when companies changed their attitude towards marketing function. Nowadays, the cross-functional approach to marketing requires an organizational culture and climate that 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 used proactively 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 satisfiedwhen the comparison between offer and consumption fulfils his/her expectations, after he/she accepts the company, trusts it 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 that if a customer complaints the problem will be solved, but 96% of unsatisfied customers don’t com plain 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), create relationships stretching over time and involving multi-interactions, manage the relationship to mutual advantage, seek to acquire more of those “best” customers. Inputs like marketing strategy, customer base, products, and regulation, competitors and staff skills are synthesized in 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 framework is very high. The dimensions of a CRM strategy are mainly focused on defining the following topics:- object of the customer relationship management – the company has three options: focusing on the company itself, on a brand or on the distributor;- target segment –the company usually sets priorities between different customer segments, it defines strategic customers based on the portfolio analyses, factors as revenue, length of the relationship, income, collaboration with the customer. These are its analysis criteria;- ways of retaining the customers –customers’ satisfaction is in the centre of all the decisions, but customers retention can also become a central issue through contractual clauses, such as service, leasing and warranty;- choosing the instruments of CRM – the company combines the instruments of the 4P´s with focus on the customer;- intensity and timing of the CRM decisions –show when and how should the company introduce different instruments; programmes can last from one day to one week, or from three month to two years;- cooperation within the CRM programme –sometimes the company must cooperate with other partners from the distribution channel, mainly between producer and 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 dialogue with 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 mailed issue can vary from a simple letter to a catalogue, and its sending will always occur at a particularmoment in customer’s life (birthday, invitation for an event). It must incorporate 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 an important 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;Spending on cosmetics and toiletries is relatively small, with rural and suburban areas concentrating on basic toiletries and cosmetics. The purchasing power consumers is increasing thereby shaping the aspirations and lifestyles of consumers, who are upgrading to good value products at affordable prices. The Cosmetic Companies have invested heavily on promoting product visibility among rural folk, which has increased the demand for bar soap, talcum powder,lipstick, tooth powder and hair oil in these areas. This has also increased the demand for essential everyday items like bath and shower products, hair care, oral hygiene and skin care. Another strategy followed by companies to promote cosmetics in rural areas was sachets’ approach.While rural contributed to growth in volume terms, the urban population contributed 69 %of value sales in 2005 especially for sophisticated products. These high-quality added-value niche products include mascara, toners, body wash/shower gel, depila tories, sun care and deodorants,amongst others which are unaware to the rural users. Sales are almost completely generated fromthe urban pockets, concentrated within the key metropolitan areas. Due to Western influences, men's grooming products are used more predominantly in urban population compared to their counterparts in rural areas.Telemarketing allows companies to undertake marketing research and is 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 toyour company’s Web site. Event-marketing takes place in three main areas: the product (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 is realised througha Key Account Management which develops programmes for special customers.6. Customer relationship management in financial servicesFinancial services differ from many other industries. This can be seen particularly in Romania, where 40 commercial banks fight for a population of 21 million citizens. They cover the whole spectrum of customers from individuals to partnerships, institutions, corporations and governments. As a result, it can be very difficult to focus on single markets. Customers are often in two positions: they may have a deposit and savings accounts, but also loans and overdrafts. They are very service focused, they sell only intangibles. Financial services require processing billions of transactions worldwide and they are one of the heaviest regulated industries in the world (Rusell-Jones, 2003).The customers in the financial services are better informed, are switching channels, and seem to be more demanding of service, and used to change. The market is also highly competitive and new entrants are coming with diverse products and approaches.The industry of financial services in Romania has a very high potential and registers every year high growth rates. Till now, the location in a major city of the country with a population around 300.000 people was an advantage of the business and a success factor. Now the battlefield has moved in the small towns. The competition became tougher; banks began to develop and to introduce new products. Some experts say that a weakness of the banking sector is market segmentation. There is lots of information about customers, but it seems that banks prefer to focus on clients with large savings accounts. The main banks in Romania, as BRD, BCR, ING, and HVB-Tiriac announced for the year 2005 an increase in the number of the private banking clients. These are mainly customers with accounts between 50.000 and 100.000 Euros, they benefit of private consultancy, special interest rates, commissions, and special insurances. Customers have also a word to say about their bank. A market study made by Deadalus Consulting revealed that the customer profile forbanking services is: person aged between 45-55 years, with higher or middle education. The most utilized service is the bank card for salaries payment (32,6%). Next, savings accounts (10,2%), credits for personal needs (11,1%), credits for buying electronics (9,2%) and auto leasing. The best grades were received by Raiffeisen Bank (8,83), BCR (8,58) and BRD Societe Generale (8,57). A customer’s criteria when choosing a bank are the trust in the bank, the environment in the branch, the quality of the staff, the advice they receive, the best interest rate they can receive, the information about the credit costs, and the conditions for obtaining a credit. A successful service provided by the majority of the banks is internet banking. It allows clients to save time and money, without going to the bank, 24 of 24 from inside or abroad. The access is free of charge or very cheap, and includes all kinds of activities from money transfer, payment orders, currency exchange, payment of current bills, external payments etc. The rate of penetration is still low, ranking between 10% and 30% of the customers in one middle bank.7. 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 the company. 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 which concentrated on a price strategy should check how prepared its rivals are for a competition in the aforementioned fields. Customer Relationship Management increases its flexibility and adaptability to the market, in a world of capricious clients.客户关系管理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。

英语作文-销售中的销售客户关系管理

英语作文-销售中的销售客户关系管理In the competitive realm of sales, the management of customer relationships is pivotal. It is the backbone that supports the structure of any business strategy, aiming to understand and anticipate the needs of current and potential customers. Effective customer relationship management (CRM) in sales not only enhances customer satisfaction and loyalty but also boosts sales performance and profitability.The essence of CRM lies in building and maintaining a strong, productive, and mutually beneficial relationship with customers. It is a comprehensive approach that integrates marketing, sales, and customer service functions into a cohesive system. By leveraging data analysis about customers' history with a company, CRM practices can drive sales growth by deepening customer relationships.At the heart of CRM is the use of data to tailor the sales approach to individual customer needs and preferences. This personalization fosters a deeper connection between the customer and the company, making the customer feel valued and understood. For instance, a sales representative equipped with a customer's purchase history, preferences, and feedback can make informed recommendations that resonate with the customer's unique needs.Moreover, CRM tools facilitate the tracking of customer interactions across various channels, whether it be through email, social media, or in-person meetings. This omnichannel approach ensures that no matter how the customer chooses to engage with the company, their experience is seamless and consistent. It also allows for the timely identification of issues and opportunities, enabling sales teams to act proactively rather than reactively.Another critical aspect of CRM in sales is the focus on customer feedback. Encouraging and analyzing feedback helps companies understand what they are doing right and where they need to improve. This continuous loop of feedback and improvement is essential for adapting to changing market conditions and customer expectations.Training and empowering the sales team is also a crucial component of CRM. A well-trained sales force that understands the CRM strategy and tools at their disposal can more effectively engage with customers and drive sales. They become not just sellers of products or services but trusted advisors to the customers.In conclusion, CRM in sales is not just about managing relationships; it's about enhancing them. It's about using every piece of information to provide value, build trust, and create a customer experience that stands out. In doing so, companies not only increase their sales but also build a loyal customer base that is the true driver of long-term success. The integration of technology, strategy, and human touch in CRM is what makes it a powerful tool in the arsenal of any sales organization. It's a dynamic process that requires constant attention and refinement but, when done right, yields substantial rewards for both the company and its customers. 。

外文翻译--在电子商务环境下的动态客户关系管理策略

毕业论文（设计）外文翻译标题：Dynamic Customer-Relationship Management Model in Electronic Commerce Environment原文：Abstract: With the development of information technology, Electronic Commerce is changing the way of management in enterprise, lifestyle of family and people. Under Electronic Commerce, market-management, sale-management and customer-relationship of enterprise are substantially different from those of traditional commerce. This has created a significant challenge to enterprise management. The marketing strategies of Electronic Commerce （e-commerce）have really changed. The Customer-Relationship Management Model established under e-commerce can help enterprises to reduce costs, enhance partners’ cooperation, attain the desired customer value, and promote enterprise competition. Therefore, we regard Relationship Management as the greatest change that requires a fresh approach through a new model. The paper analyzes the relation between customer-relationship management in traditional circumstances and that in e-commerce environment, and expatiates on characteristic of customer-relationship management under e-commerce. On the basis of the analyses, the paper studies the model of Dynamic Customer-Relationship Management before sale, during sale and after sale in the enterprise.Keywords: Dynamic customer-relationship management; enterprise competition; E-commerce; model; business-to-customer.1 IntroductionCustomer Relationship Management (CRM) has become a focus of marketing academic circles and corporation community. Around the world, research on CRM originated from “Contact Management” in the earlier 1980s. Until the earlier 1990s, researchers have become aware of “Customer Care” based on the telephone service center and supporting material analysis. Afterwards, researchers have focused on customer-maintaining whose purpose is to manage Customer Relationship effectively.With standardizing of application of CRM in the domestic enterprises, domestic researchers have come to focus on CRM, some higher level research achievements have emerged continuously, but these research achievements are related to customer relationship based on Business-to-Business (B2B) which centers on identifying of enterprise-customer and its maintaining, not focuses on the customer relationship based on Business-to-Customer (B2B) which is the relationship between business and other customers, for example, employees, shareholders, ultimate customers, other cooperation partners, especially ultimate customers. One-to-one marketing based on the mode of B2B has presented a good application prospect in a walk of life. For example, “common customer flight plan” in aviation industry and “golden card project plan” in a health club are all tactics of customer relationship management made in the light of ultimate customers, whose purpose is to maintain stable long-term relation with the customers to attain “bilateral win” or “multilateral win”. As to research methods, most of research achievements on CRM are quantitative and static, less pointing out clearly how to make marketing decision and how to implement customer relationship strategy. The reason is that the profit resulted from these research achievements is insufficient for making up for the huge cost of collecting and conserving database. There is lack of the research on customer-relationship management based on quantitative and static conditions under theMode of B2C. Customer Relationship Management can’t work without all kind of knowledge about employees, customers and cooperative partner. Therefore, it is very important to research dynamic customer-relationship management based on knowledge management under the mode of B2C. On the basis of analyzing characteristic of trading between enterprise and ultimate customers under the mode of B2C, the paper addresses the mode of dynamic customer-relationship management based on knowledge management, and points out the guiding meaning about the enterprise CRM practice and the future research direction.2 General Issues and Concepts.Relationship Marketing and Customer-relationship Management Most relationship marketing definitions stress the need to develop long-termrelationships with customers and sometimes other stakeholders (Galantines, 1994; Gringos, 2000). Jackson published an insightful book and an article on business-to-business marketing (B2B) in 1985 (Jackson, 1985) where she defined relationship marketing by contrasting it with transaction marketing. From her comprehensive study she drew a general conclusion that building long-term relationships through relationship marketing should sometimes be the preferred strategy for the industrial seller, but sometimes transaction marketing, the one-shot deal with a short-term perspective should be preferred. She argued that it all depends on the situation. Et al. (1997) identified four types of marketing in their research. One is transaction marketing, but the others have a relational content: database marketing (information exchange with the help of IT); interaction marketing (face-to-face or ear-to-ear interaction); and network marketing, as essentially (but not solely) a B2B phenomenon where networks of relationships are built with a large number of stakeholders.CRM is the values and strategies of relationship marketing - with particular emphasis on customer relationships - turning into practical application. The implementation steps used in one-to-one marketing summarize well what is needed to practice relationship marketing: identify individual customers and establish how to reach them; differentiate the customers with regard to values and needs; interact with the customers efficiently and effectively; customize your offerings; and, finally, in the process of doing this, build learning relationships with your customers through dialogue (Peppers and Rogers, 1999; First, 2000; Newell, 2000).3 Characteristics of Customer Relationship Management under Electronic Commerce3.1 Similarity between Electronic Commerce and Traditional Business3.1.1 Identified PurposeDespite customer relationship management under electronic commerce is superior to that in traditional business, the identified purpose of electronic commerce and traditional business is how to satisfy customers' demand and desire, just customer relationship management under electronic commerce is easy to realize the purposewith the help of network information technology.3.1.2 Identical effectThe purpose of implementing customer relationship management is to grasp and satisfy certain customers demand and desire, establish service concept which is centering on customers, and make enterprise establish an unassailable position in severe market competition.3.2 Characteristics of Customer Relationship Management under Electronic Commerce3.2.1 AdaptabilityIn comparison with customer relationship management under traditional business circumstances, customer-relationship management in electronic commerce has mighty advantage about its adaptability, which includes two aspects, i.e., time adaptability and space adaptability. Having made full use of network information technology, enterprise should realize the service mode of 365×24; time and space would impede trading among regions in the world no longer. Much trading has being proceeded among regions, enterprises, and countries at any time. Because the emerging business manner is very convenient for customers, the degree of satisfaction of customers will be improved with the development of commerce manner.3.2.2 AutomaticityCompared to customer-relationship management under traditional business environment, customer-relationship management in electronic commerce could make full use of advanced information technology. Supported under network information technology, enterprise could realize paperless customer-relationship management authentically. In traditional customer-relationship management, we frequently request customers to fill in questionnaires about a base data sheet and commodity quality feedback, but the firsthand information-papered materials need to be put in order, copied with, and analyzed by man-manner, this results in mistakes and low efficiency. In electronic commerce environment, all statistic data are input into a database directly, technology is shared, statistic data are exchanged, with the computer calculating and handling ability, we are very easy to deal with and analyze thesestatistic data.3.2.3 Interaction characteristicCustomer-relationship management in electronic commerce environment could carry out real time and two-way dialogue communication mode. Because internet has possessed quite interaction characteristic and guidance, under system guidance, customers often chose their production and service and put up their request through the internet, enterprises come to produce and provide service timely according to customer's choice and request. All these could realize real time and two-way dialogue with customers. Enterprise will provide more content services for customers.4 DCRM under the Mode of the B2C4.1 Characteristic of Trading Between Corporation and ConsumerTrading process between corporation and customer is considered as continuous interactive process. In the every period, enterprise decides to adopt certain marketing constituting tactics, for example price and communication tactics, customers decide if he or she will participate in the enterprise marketing constituting tactic in the light of customer purchasing commodities. So, thetrading process between enterprise and customers has become stochastic game process. The consumer's decision influences the enterprise marketing, and illustrates transformation from one state to another state. From a view of corporation, customer's decision is ransom variable, under the hypothesis which purchasing decision is only a function of customer and corporation tactic, customers state sequence has formed the Markov chains. Because enterprise have ability to control the evolution of the Markov chains by choice controlling variable, customer relationship management under the mode of B2C is considered as Markov decision process.4.2 DCRM Implication under the Mode of the B2CThe“Dynamic”in Dynamic Customer-Relationship Management includes three layer significance, i.e., first, from marketing management, dynamic customer-relationship management system should focus on the marketing tactic influence on customer net asset value. This could heighten expecting returns, reduce marketing cost; secondly, from quantitative analysis, dynamic customer-relationshipmanagement system should care about not only present benefits and also future benefits when enterprise makes a decision. Thirdly, dynamic customer-relationship management system should follow with interest in customer and enterprise benefits, not one side benefits. So, dynamic customer relationship management under the mode of B2C is a method which is how to analyze customer behavior quantitatively on the basis of “multilateral win”.5 DCRM Model in Electronic Commerce Environment5.1 DCRM before Sale5.1.1 Establish customer's filesThe purpose of establishing customer's files is to grasp customer's specific characteristic information including sex, age, profession and interest to understand customer consuming tendency. In electronic commerce environment, enterprise could make full use of establishingCustomer files through sharing network statistic database resources. Under network environment, customer input his essential datum in database, which will be reserved in enterprise all the time. Every section of enterprise shares the resources.5.1.2 Renew customer's filesRenewing customer's files means renewing customer's specific characteristic information in time in the light of time and variation after enterprise establishes files for customers. The computer system can renew basic data of natural change automatically. For example, the data that is about customer age, while entering a new annual, customer age will automatically add one year of customer relationship management in electronic commerce environment; if using all manners of communication in basic data, it is unable to keep track of the customer, this record will become invalid and computer system will automatically delete this record.5.2 DCRM during Sale5.2.1 Participate in serviceParticipating in service indicates that customer take part in product designing in order to acquire Individuality product which satisfies customers. Under electronic commerce, people have their individuality about demand for productions. productmarket is named as face-to-face market. Based on providing product common model by corporation, customer puts up his or her requests. Corporation produces products in the light of customers' demand; this could enhance customer's degree of satisfaction and save designing cost. For example, Dell sells personal computer under the model of B-to-C, customer could pick out personal computer on the enterprise website, and producing department organizes product production according to customer request. Dell sales volume of 1996 is 71% more than that of 1995 by using the model of the B-to-C.5.2.2 Infer other Demand of CustomerInferring other demand of customer indicates that enterprise could speculate other demand of customer by analyzing customer purchasing behavior to improve the sale volume of product and heighten customer content. For example, when a twenty-six years old woman buys a baby bottle, we are easy to think of that the woman has a lovely baby; we can infer that the woman could buy baby food, baby costume, baby toy and so on. When the customer touches a sort of baby bottle, system will show automatically all sorts of baby commodities. If a customer buys one portable computer, we can infer that this customer belongs to high-grade customers, and speculate that superior quality products such as digital camera and family cinema belong to a scope of customer's purchasing. So when customer touches on the portable computer, system will show automatically digital camera and family cinema and so on. The manner of “Inferring” could advertise for enterprise product.5.3 DCRM after Sale5.3.1 Track ServiceTracking service indicates that the enterprise provides service for all customers after sale at any Time. Under electronic commerce, the enterprise should provide lifelong service for customer after sale through establishing customer files and utilizing the advantage of network. The high quality service will forever be a good way of creating and maintaining customer. In the keen competition of market, service for customer is no longer a sort of passive reaction when customer puts up a certain request, the enterprise should regard customer as “God”.5.3.2 Customer self-serviceCustomer self-service indicates that enterprise excavates customers latent and improves service quality by interacting with customers. There exists a common phenomenon in our real life, if product has many kinds of functions; customers only know one or several kinds of common functions. This brings about wasting product function and weakening product competition. Under electronic commerce, customer self-service can solve this problem.5.3.3 Emotions communicationEstablishing good relationship with customer is the key to customer-relationship management in electronic commerce and traditional business environment. Under electronic commerce, customer frequently carries out his or her business in the internet; the enterprise is very difficult to get in touch with customer, so it has become more important for the enterprise to actively communicate with customer. Under electronic commerce, the enterprise should make full use of network information technology. E-commerce system sends automatically a greeting card to customer on his or her birthday and wedding anniversaries and so on to express enterprise's congratulation to customer. In the meanwhile, the enterprise may recommend enterprise new product to customer. Like this, customer will not forget the enterprise website and browse enterprise web more5.4 DCRM Model in Electronic Commerce EnvironmentWith above theory framework, we may construct the DCRM model in electronic commerce environment as follows:6 ConclusionsCustomer relationship management in electronic commerce environment which is very different from that in traditional business circumstances puts emphasis on one-to-one relationship marketing; it is dynamic customer relationship management. Before sale, company should establish and renews customers files, design friendly interface, differentiate market and induce new consuming of old customer. During sale, company should make customers taking part in product designing in order to acquire individuality product which satisfy customer, Infer other demand of customerand analyze customer purchasing behavior in order to improve the sale volume of product and heighten customer content. After sale, company should track customer, establish self-service platform to let them communicate with each other and enterprise in order to acquire more product information and communicate with customers. Customer relationship management in electronic commerce environment must encircle the center of customer, satisfy customer with demand and provide lifelong service for customers. Like this, the enterprise improves the quality of product and service, increase sales volume, enhance the degree of customer loyal and promote the enterprise competitiveness.出处：Wang Xuejun Rao Yangde，Business School, Wuhan University，Wuhan 430072 China，ICEMI’2005二、翻译文章标题：在电子商务环境下的动态客户关系管理策略译文：摘要：随着信息技术的发展，电子商务在改变企业管理策略的方向，家庭和人们的生活方式，在电子商务中，市场策略营销策略和企业的客户关系和那些传统的商务有大量的不同。

论客户关系管理在市场营销中的运用中英文互译大学本科毕业论文

毕业论文（设计）外文翻译题目：论客户关系管理在市场营销中的运用一、外文原文标题：Customer Brand Loyalty原文：AbstractWith the appearance of deceptive sales, poor customer care and crooked promotion, keeping loyal customers becomes even more difficult .Even though pursuing consumer reliability costs time and effort, it is really the most valuable asset of a successful company.Keywords: Customer care, Brand, Customer loyalty, Brand loyalty1. Back ground information of customer brand loyaltySince the world is a global marketing now, competition among diverse corporations has become more drastic. In order to seize hold of the advantaged position in the marketplace, a mass of marketing specialists work out multifarious strategies to insure their triumph for a long time. Among these advanced strategies, developing and maintaining customer brand loyalty is considered to be a preferable option by more and more entrepreneurs. Nevertheless, there are still lots of people who refuse to attempt to this technique. They assert that it is impossible to achieve the ideal target, especially in the developed marketing economy. One can clearly see that even though pursuing consumer reliability costs time and effort, it is really the most valuable asset of a successful company.1.1 The definition of brand loyaltyBrand loyalty is defined as keeping preferable to a specific product or service (BNET Business Dictionary). To rephrase it, faithful purchasers trend to pay money for the same brand of merchandise, and speak highly of its values. What’ more, they believe that their choice is betterthan others.1.2 The development of the conceptThe notion of purchaser trustworthiness came through a long time and changed a lot. In an article by Gonring (2008, p.29), customer brand was given the definition of product quality before the 1980s. During the late 1980s and near the beginning 1990s, its emphasis changed from quality to customers. Still, with the competitors coming into the market in the late 1990s, satisfying and caring much about the clients became a much more significant object of many corporations. Since then, people have paid more and more attention on customer to make more profits.1.3 Four types of loyaltyCustomer brand loyalty has many aspects. Rowley (2005, p.574) concludes that there are four types of loyalty: captive, convenience-seekers, contented and committed. Captive customers prefer repeatedly purchasing the same product, service and brand because of lack of opportunities to substitute for alternatives. Convenience-seekers may not respect the brand itself, but look on the convenience that can carry. Contented consumers however, have a positive attitude to a brand, but they won’t attempt to some extra consumption. The perfect one is the committed, who are active both in attitude and behavior.2. Consumer brand loyalty has a significant position in the marketing.2.1 Regarded as an essential feature of brand valueIt is admittedly true that shopper allegiance for a brand in truth contributes much to marketing. According to the concept of brand loyalty, it is regarded as the essential feature of brand value. The American Marketing Association gives it the explanation as “the situation in which a consumer generally pays money for the same manufacturer-originated product or service repeatedly over time rather than buying from multiple suppliers within the category” or “the degree to which a consumerconsistently purchases the same brand within a product class”(2006, qtd in Moisescu).The author draws attention to the fact that since other descriptive aspects of brand equity, such as considerable quality, associations and awareness, all have consanguineous relationship with purchase and appreciation, they can guarantee the level of brand loyalty. It follows that brand fidelity may add the satisfaction of other dimensions of brand value. For example, brand devotion always leads the payers to believe the perceived quality of the brand is better than others.2.2 Cut down costsThis strategy may facilitate vendors expend less but attain utmost money in the marketing. The work of Reichheld (2000, qtd in Banasiewicz) reveals that sellers have to waste as much as four times money to attract new clients than to continue the loyal customer. On account of this, the author turned to a perfect statistic to prove this contention. He goes on to indicate that for an individual customer, you have to just spend 5 percent of wealth for keeping his loyalty; alternatively, you will receive 75% of profits that he will bring in. It can be comprehended as acquiring new purchasers expend more money to advertising, giveaway and industry discount.2.3 Less sensitive to priceTypical loyal purchasers are less sensitive to price. Because of this, when a product mark up, they won’t lessen the quantity of they buy. It is the view of Reilly (2008) that loyal customers deem the assessment of the product. As a consequence, they strong believe their choices. In that case, they trend to center less on the price.2.4 Bring in new potential faithful consumersThe potential benefit that the loyal customers are able to add is that they may bring in more new consumers. At the same time, these potentialconsumers are also possible to become the future loyal customers. A good example of this is that when one repeatedly buy the same brand cosmetic, and consider it convenient to use, he will recommend it to his classmates and girl friend. Hence, there is no wonder that people around always own the same brand of clothes as well as other commodity. In contrast, if people around me complain the poor quality of a brand to me frequently,I won’t think of owning it as well.2.5 Benefit in global marketplaceMost of all, in the global economy, client brand dependability stands out as an important competitive weapon. Kust (2008, p.24) correctly argues that the world has switched into a global business in the last 10 decades; developing the brand loyalty globally is essential to enter the market. He goes on to indicate that in order to keep a trust relationship with their consumer, corporations should create a customer brand loyalty program among customers.3. Difficulties sometimes stop businessmen from working out the technology.3.1 Purchasers refuse loyalty programsIt is a popular belief, however, that we may find certain difficulties to face with consumer loyalty. First of all, Consumers are less willing to participate to customer loyalty program for several reasons. The excellent consumer loyalty program concludes both rewards and recognition; nevertheless, notwithstanding, the target doesn’t make sense in th e modern society. Thomas (2009, qtd in Silverstein) draws attention to the fact that with customers facing an array of choices, they will be particular about what they buy; as a consequence, we are paying more attention on the rewards of a product. It mean s that little rewards won’t satisfy us any more. In other words , it is the modern economy environment that makes it more difficult for the sellers to remunerate people.3.2 Loyal programs is incompleteYet another primary reason for non-participation is that customers have more requirements on loyalty program .According to Silverstein (2009), more than 50% of audiences complain that most loyalty programs look the same, so they lose interest to belong to any program. Worse still, some people who once took part in any loyalty program even drop out because of these two reasons. At the same time, some people content that companies entrepreneurs shouldn’t rely absolutely on customer fidelity. A good example of this is that current loyalty program exists some drawbacks which make its function incomplete (2003, Uncles, p.294). The author examines that most people trend to pay money for the product they require. In simpler terms, customers choose only one category of brands is an ideal condition.4. There are sever al infections of purchasers’ loyalty.While it is true that retaining loyalty meets a lot of trouble, there is something can be done to reduce the risks. It can be clearly be maintained that finding the complication of brand loyalty can aid us solve the problems. To begin with, they should have a deep analysis of the customers’ purchase inclination. For instance, what they would like to pay, how much they prefer to spent on the particular kind of good, and how often they go on shopping (Neuberger, 2008).4.1 Brand reputationEnterprisers should pay more attention on the relationship of brand loyalty and brand reputation. Reference to Selnes (1996, p.19) reveals that, brand reputation is one of the most significant driver of brand loyalty, so it is efficient to pursue reputation for better consumer reliability. To put it briefly, having a good reputation means that customers are preferable for this product on attitude; hence, they will take action to buy this products. That is to say, brand reputationcontributes to brand loyalty by increasing willingness and belief so that the attitude may change to behavior.4.2 Brand imageBrand image play an important role in brand building, especially in customer dependability. As Reichheld (2001,qtd in Hsieh and Li, p.529) perceptively state that preferable brand image will lead consumers to conceive a perception of an organization’s public relationship practice, which matches the corporate reputation better. With this in mind, customers are more likely to retain optimistic faith, attitude, and action. It must be therefore be acknowledged that customer loyalty grows fast through approving brand image.4.3 Consumers’ satisfaction4.3.1 Positive effect on a single productThe evidence seems to be strong that when we talk about loyalty, we can’t forget to mention customer satisfaction. Ha (2009, p.198) has expressed the view that satisfaction is a crucial factor of the customer performance and attitude. In the example, the researcher gets the data from different countries. Even though the culture is different, the result of the conclusion is the same.4.3.2 Weaker influence on brand aloneIt is a popular belief, however, that some people content that the condition of the effect of satisfaction depends. A good example of this is that when checking product singly, satisfaction is more indispensable. Conversely, its function becomes weaker in case of applying brand alone (2008, Torres-Moraga, p.302).4.4 Internal brandingInternal branding is also a valuable outcome of brand loyalty. Internal branding affects mostly the employee’s identification. What’s more, empolyee’s identification makes an positive effect on customer loyalty.It must therefore be recognized that internal branding contributes to customer loyalty (2009, Punjaisri, p.206).5. Corporations can do some effort to build and improve loyalty According to the author, in order to achieve this goal, managers should use the street teams, brand reps, and brand Ambassadors. And yet, street teams will work well, only by the audience fit the target.5.1 Pay more attention on customer careCustomer care is considered a good point to building customer loyalty. As Webb (1999, p.72) has indicated that companies should think much about what the customers care. They can know much about the customers by asking a series of open-mind question. To be sure, the customer would like to talk deeply about their situation.5.2 Keep honest to customersNot only that, but also keeping honest to customers may retain customers’ trust. As an illustrati on, online travel agency Orbitz Worldwide displays the actual price on the internet on the purpose of winning customers trust. On the contrary, numerous companies only show the basic rate on the internet. Actually, the price is a 15% higher (2009, Peterson). If we customers are treated fairly on the price, we would like to give out our trust.5.3 Measurement of loyaltyMost of all, the measurement of the customer loyalty is another point that we need focus on. Turning to Terry,one finds that the good method to do measure is to separate 3 groups of the consumers according to the sore they receive. If they get the score 1-6, they are called detractors. The passives are those who have the score 7-8, and the promoters ‘achieve are 9-10. Next, divide the total people who take part in the test with the promoters, and then you will get a percentage, which represents the level of your customer loyalty. He goes on to indicate that most companiesget 10%-20% loyal clients.出处：Junjun Mao, International Journal of Business and Management [J]. Science and Education :July 2010. Vol. 5, No. 7出处：616 International Journal of Management Vol. 27 No. 3 Part 2 Dec 2010二、翻译文章标题：顾客品牌忠诚度译文：摘要：随着销售欺诈、顾客关注度降低、非法促销这些现象的出现，维持客户忠诚变得越来越困难。

客户关系管理中英文对照外文翻译文献

客户关系管理中英文对照外文翻译文献(文档含英文原文和中文翻译)翻译:客户关系管理的战略框架1 引言在过去的十年中，大多数企业正在忙于生产，经济衰退，合并，新技术和商业管理。

罗马尼亚在加入欧盟将进一步发展的诸多优势，加上一对产品监管的共同政策共同市场的成员，和行动自由，所有四个生产要素（商品，服务，资本和劳动力）。

这就意味着，罗马尼亚的公司要在国内市场直面来自欧盟国家其他公司的竞争。

欧洲的公司模式更灵活多变，为了生产出更好产品，提供更优报价和服务给客户，顾客方面他们会更以消费者为导向，这无疑给罗马尼亚的本土公司带来更大压力。

高收益等于重要客户是公司推行客户政策拉拢客户的经典准则。

“一个重要客户能给公司带来巨大金钱收益”已经成了海外大多数公司的反照，在罗马尼亚也可说是如此。

但这是否是一成不变的事实，我们大概需要搜集更多信息来证明，而不是单靠相信年底报告的一份简单数据就知道的吧？2 营销信息系统一个好的公司在获取和留住客户的生产，扩大其客户群这方面更具成效的。

这样的公司提高了对叛逃率降低了客户的价值，增加了客户关系管理及市场寿命，使低利润客户更有利可图或终止他们的实际或潜在的市场信息收集等，不仅使本组织监测趋势和问题有关的现有客户，而且也有助于确定潜在的客户，轮廓和新的市场，以保持其竞争的轨道，其战略，战术和的未来计划。

为了收集和整理的各种信息高质量，企业开始建立营销信息系统。

目前，主要是一个程序，受它相关，及时和准确的信息不断收集，整理，分析，评估，储存和营销的决策者使用分布式的方法集。

营销信息系统包括来自外部和内部来源（销售记录，客户记录，营销传播数据，信息和销售力）。

对客户的重点和营销功能整合帮助公司建立与有关个别客户或潜在客户的客户的综合信息数据库。

3 客户关系管理客户关系管理已经出现了过去30年，但它变得非常重要，当企业对营销功能改变他们的态度。

如今，跨职能的营销方式需要一个组织文化和气氛，鼓励部门之间的协作和合作。

东亚银行在华客户关系管理探讨外文参考文献译文及原文doc 精品

本科毕业设计（论文）外文参考文献译文及原文学院经济管理学院专业工商管理年级班别学号学生姓名指导教师年月日银行业客户关系管理——CRM软件方案和咨询1介绍商业银行在运行客户管理战略中正面临着比过去更大的挑战。

竞争的加剧，客户联络渠道的增值，客户信息冲击的扩大，客户期望的上升以及对新市场机会的利用是每个银行都关注的首要议程。

为了寻找推动成长的方法，银行需要评估他们的客户管理策略。

他们目前的客户关系管理方案能解决以下问题吗：能否提供持久成本效益的客户服务？能否提供客户所需的产品和服务？能否提高客户的忠诚度和长期价值？EDS在实现全球化金融服务客户方面有着丰富的经验，在客户关系管理行业中处于领先地位。

我们在实现客户经验的最优化，增加客户满意度和银行收益的同时显著地降低客户的运营成本。

我们正运用丰富的实践经验来发展一个客户关系管理系统，包括联络中心的管理服务，联络中心的支援，客户情报服务和客户自助服务。

独立或整合，这些产物将会为全球金融客户创造真正的商业利润。

2 商业银行的客户关系管理：真正的趋势和原动力现今，如何最大限度的通过保持紧密和持久的关系来提高顾客的忠诚度，成为了银行发展其商业的重要环节。

随着银行家努力的改善和经营客户关系，许多现有的趋势影响着银行用以达到持续发展的经营工具及手段。

这些趋势从根本上改变了过去商业银行与客户沟通的方式。

2.1 趋势：注重规划发展一个商业银行如何发展？传统来说，商业银行积极的争取合作伙伴并借用其网路资源。

现今，这种策略由于不能为财政部门制定有规划的发展计划，已不再产生重大的影响力。

为了建立更紧密的客户关系，银行需要提高客户关于产品发展和分类市场递送服务的知识，以改善提高市场营销和产品服务的策略。

但是，这并不代表M & As就不再影响商品来源的扩展和服务能力的提升。

其实，商业银行把焦点放在最基本的商业来源和服务能力，目的在于从现在的客户中争取更多的资金来支持规划发展。

电子商务毕业论文外文翻译---构建数据挖掘在客户关系管理中的应用

英文翻译原文题目：Building Data Mining Applications for CRM出处：New York McGraw-HillProfessional,2000.Berson,Alex.;Smith,Stephen;Thearling, Kurt译文题目：构建数据挖掘在客户关系管理中的应用介绍在过去的几年里，公司和他们的客户之间的接触发生了戏剧性的变化。

顾客不再有过去那么高的忠诚度。

结果是，公司发现他们必须更好地了解和理解他们的客户，对于客户的要求和需求也必须更快地响应。

另外，响应的时间必须大大缩短，不能等到让你的客户等地不耐烦的时候才采取措施，那样就太晚了！为了取得成功，公司必须具有前瞻性，及早了解到你的客户需要的到底是什么。

如果现在说店主能够毫不费力地明白他们消费者的需求而且加以快速的响应，那无疑是陈词滥调。

过去的店主能够仅仅凭借自己的记忆记住他们的客户，而且当客人进来的时候知道该怎么做。

不过现在的店主无疑面临着更为严峻的情况：越来越多的消费者、越来越多的产品、越来越多的竞争对手，但是必须在比过去少的多的时间内了解消费者的需求无疑更为困难。

企业做了许多努力来加强与客户之间的联系。

举个例子来说：压缩市场周期。

企业对于客户的统计分析显示，客户的忠诚度在不断地下降。

而对于客户而言，忠诚两个字仿佛是很遥远的事情了。

一个成功的企业必须加强对他们客户的影响力，提供给他们持续的影响力。

另外，需求是随着时间不断变化的，你必须满足不断变化的需求。

如果你不能快速对客户的需求加以反应，你的客户会转向那些能够帮助他们的公司。

市场的成本越来越大，每一样东西的成本都似乎越来越大。

打印、邮资、特别的服务（如果你不提供这些特别的服务，你的竞争者会提供的）消费者希望货物能够满足他们的要求，每一项都符合。

这意味着他们提供的产品数量和供货方式会急剧地增加。

建立数据挖掘应用程序我们必须要意识到重要的一点，数据挖掘只是整个过程的一部分。

谈谈客户关系英语作文

谈谈客户关系英语作文English:Customer relationship management (CRM) is a strategic approach that emphasizes building strong relationships with customers to foster loyalty and maximize profitability. Effective CRM involves understanding customers' needs and preferences through data analysis and market research, and then tailoring products, services, and communications to meet those needs. It also entails providing exceptional customer service at every touchpoint to create positive experiences and enhance customer satisfaction. Furthermore, CRM involves ongoing engagement and communication with customers to maintain relationships and address any issues or concerns promptly. By investing in CRM, businesses can increase customer retention, improve brand loyalty, and ultimately drive revenue growth. Moreover, CRM systems play a crucial role in managing customer interactions and organizing data to facilitate personalized marketing efforts and targeted sales strategies. Overall, implementing a comprehensive CRM strategy is essential for businesses to stay competitive in today's dynamic marketplace.中文翻译:客户关系管理（CRM）是一种战略性的方法，强调建立与客户的紧密关系，以培养忠诚度并最大化盈利能力。