客户关系管理和大数据外文文献翻译
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。
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。
企业客户关系管理外文文献翻译
企业客户关系管理外⽂⽂献翻译⽂献信息⽂献标题：Customer Relationship Management (CRM)-Philosophy and its Significance for the Enterprise（客户关系管理（CRM）的理念及其对企业的意义）⽂献作者及出处：Idzikowski A, Kury?o 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" (Fr?ckiewicz 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 thepurpose 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 Wi?niewska, 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。
客户关系管理 毕业论文外文翻译
客户关系管理毕业论文外文翻译CUSTOMER RELATIONSHIP MANAGEMENTAs. univ. drd. Mihaela Cornelia Prejmerean.Lect. univ. dr. Alina Mihaela Dima.Academy of Economic Studies, BucharestAbstract: After 17 years of economical and market development, Romanian companies face a new challenge: the tough competition from the European Union and the battle for the customers. The Romanian enterprises will have to learn not only how to attract customers, but also how to keep them. Marketing programs include now aspects regarding customer orientation, relationship management, loyalty and quality. In this paper, we will follow the main aspects, characteristics, dimensions and processes of Customer Relationship Management, and we will analyze the challenges that the local companies will have to face. Examples from the financial service sector will round the actual situation of the implementation of the CRM rules and principles in Romania.Keywords: marketing information system; customer relationship management; business asset, customer acquisition; customer retention.1. IntroductionIn the last decade, the majority of the companies were preoccupied with production, recession, mergers, new technologies and business regulation. Romania’s accession in the European Union will bring many advantages for further development, together with membership in a Common Market with common policies on product regulation, and freedom ofmovement for all the four factors of production (goods, services,capital and labor). This means that Romanian companies will compete with other companies from the EU directly in their home market. European companies are more flexible and mobile and will put a high pressure on the local companies in order to produce better products, launch better offers and services and orientate more towards their customers. High revenue equals important customer is a classic rule when the company organises its customer policy. “An important customer brings a gross amount of money for our enterprise” has become a reflex for many companies abroad and perhaps in Romania, too. But is this always true, or do we need more information than a simple figure reported at the end of the year?2. Marketing information systemA winning company is more productive in acquiring and retaining customers, to expand its clientele (Kotler, 2003). This company improves the value of the customers by reducing the rate of defection, increasing the longevity of customer Management & marketing relationship, making low-profit customers more profitable or terminating them etc. Gathering information on the actual or potential marketplace not only allows the organisation to monitor trends and issues concerning its current customers, but also helps it identify and profile potential customers and new markets, to keep track of its competition, their strategies, tactics and future plans (Brassington and Pettitt,2003). In order to collect and organize a high quantity of diverse information, theenterprises started to build marketing information systems. There are, mainly, a set of procedures and methods by which pertinent, timely and accurate information is continually gathered, sorted, analysed, evaluated, stored and distributed for the use of marketing decision makers (Zikmund and D?Amico,1993). The marketinginformation system includes data from external and internal sources (sales records, customer records, marketing communications, and sales force information). The focus on the customer and the integration of the marketing function helps the company to create customer databases with comprehensive information about individual customers or prospects.3. Customer relationship managementCustomer Relationship Management has been around for the last 30 years, but it became very important when companies changed theirattitude towards marketing function. Nowadays, the cross-functional approach to marketing requires an organizational culture and climatethat encourages collaboration and cooperation between departments. People within the business must understand their role in serving customers, internal or external one. CRM builds on the principles of relationship marketing and recognizes that customers are a business asset and not simply a commercial audience, implies the structuring of the company from functions to processes, information are usedproactively rather than reactively and develops the ne-to-one marketing approaches (Payne, 2006).When defining CRM, we must first explain the difference between customer acquisition and customer retention. The two concepts have different drivers. Attracting customers has become very difficult these days, when people are harder to please. They are smarter, price conscious and sensitive, more demanding, less forgiving, and they are approached by many more competitors with equally good or better offers (Kotler,2003). Companies focus more on sales analysis, customer segmentation, advertising, merchandising and campaign management. The more difficult part is keeping the customers. According to Bruhn, a customer is satisfied when the comparison between offer and consumption fulfils his/her expectations, after he/she accepts the company, trustsit and exhibits a positive attitude towards it, becomes loyal to that company. In this situation, the customer talks favourably about the company and about its products, pays less attention to competing brands and is less sensitive to price, which turns transactions into routine (Bruhn, 1999). With customer retention, the company must pay attention to service satisfaction and trust in Customer relationship management the organization and its staff. Some companies believe thatif a customer complaints the problem will be solved, but 96% of unsatisfied customers don’t complain and go to another company. Therefore, Customer Relationship Management is the mechanism for retaining customers (Russell-Jones, 2003). Mainly CRM allows the company to understand who their customer is, isolate the best customer (those with whom you desire to have long-standing relationships), createrelationships stretching over time and involving multi-interactions, manage the relationship to mutual advantage, seek to acquire more ofthose “best” customers. Inputs like marketing strategy, customer base, products, and regulation, competitors and staff skills are synthesizedin a CRM programme which creates outputs as customer service, customer retention, higher share of wallet, customer referral, more predictable revenues streams, improved profitability, lower costs and better compliance (Russell-Jones, 2003).4. Developing a strategy in customer relationship managementBecause CRM is a cross-functional activity and large companies have thousands and millions of customers, the need for a strategic frameworkis very high. Thedimensions of a CRM strategy are mainly focused on defining the following topics:(1)object of the customer relationship management:the company hasthreeoptions: focusing on the company itself, on a brand or on the distributor.(2)target segment:the company usually sets priorities betweendifferentcustomer segments, it defines strategic customers based on theportfolio analyses, factors as revenue, length of the relationship, income, collaboration with the customer. These are its analysis criteria;(3)ways of retaining the customers:customers’ satisfaction is inthe centre ofall the decisions, but customers retention can also become a central issue through contractual clauses, such as service, leasing and warranty;(4)choosing the instruments of CRM:the company combines theinstrumentsof the 4P?s with focus on the customer;(5)intensity and timing of the CRM decisions:show when and howshould thecompany introduce different instruments; programmes can last fromone day to one week, or from three month to two years;(6)cooperation within the CRM programme:sometimes the company mustcooperate with other partners from the distribution channel, mainly between producer ,wholesaler and retail.5. Instruments of customer relationship managementThe communication policy plays an important role in the instruments mix. It follows two objectives: first, to build a permanent dialoguewith the customer in order to stabilize or change its expectations, and second, to counteract influences after consumption. The main CRM instruments within the communication policy are: Direct-Mail is material distributed through the postal service to the recipients’ home or business address to promote a product or service. In CRM the mailedissue can vary from a simple letter to a catalogue, and its sending willalways occur at a particula r moment in customer’s life (birthday, invitation for an event). It mustincorporate sticky gadgets to increase their chances of being opened and read; Newsletters are distributed to customers for free and contain information about new products, offers for special events and others; Fidelity cards (store cards) are animportant tool in gathering information about customer behaviour. By accumulating points of fidelity, the customer can benefit from different special offers; Clients club designates a concept which has grown in parallel with the fidelity cards. Its main forms are VIP-Club, Fan-Club, Product-Interest-Club, and Lifestyle-Club. The club represents an opportunity for the company to make offers in accordance with the social status, acceptance prestige and expectations of its customers;Telemarketing allows companies to undertake marketing research andis highly measurable and accountable; the number of positive and negative responses are easily recorded and monitored. It provides for interaction, is flexible and permits immediate feed-back. Online-marketing includes many forms such as on-line advertising, on-line sales promotions, on-line direct marketing, on-line public relations, one-line personal selling. The medium used is the internet and the main instrument is the email. Virtual promotions are cheaper than hard copy versions, but the challenge is to drive traffic to your company’s Web site. Event-marketing takes place in three main areas: theproduct (here, it focuses on increasing sales), the corporation (for developing a corporate body) and the community (to make a difference in the life of the local community) (Bruhn, 1999& Fill, 2002).The price policy can be thought about in various ways when building a CRM programme: discounts for special customers, underselling or matching competitors, loyalty refunds, bundling items together and offering overall prices. Although price is not a measure of inherent value received, it is often used by customers as a benchmark, ignoring any other features or differences.Key factors in the product policy are the product itself, with quality, design, technical features, packaging and service management which includes lifelong warranty, price warranty or a customer telephone line. An active management in the distribution policy can focus on the customer or on the distribution channel. The producer evaluates the activity of the distribution partner and Customer relationship management intervenes when needed. The focus on the customers isrealised through a Key Account Management which develops programmes for special customers.6. ConclusionsRomanian companies must focus in the future on the Customer Relationship Management and try to turn a “susceptible” client into a “partner”, to transform people who once needed their product/service, or occasional business partners into supporters and advocates and, eventually, into loyal partners that “sell” on the behalf of thecompany. Companies must create a permanent dialogue with their customers, and fight for them, because the clientele is not given for free. Customers that were price sensitive show now a higher interest in quality, service and behaviour of staff, and a company whichconcentrated on a price strategy should check how prepared its rivalsare for a competition in the aforementioned fields. CustomerRelationship Management increases its flexibility and adaptability tothe market, in a world of capricious clients.客户关系管理作者:Mihaela Cornelia Prejmerean.LectAlina Mihaela Dima这是一份来自布加勒斯特(罗马尼亚首都)经济学院的研究摘要:经过17年市场经济的发展，罗马尼亚的公司面临着一个新的挑战:来自欧盟的激烈竞争和抢夺消费者的大战。
客户关系管理 外文文献
客户关系管理外文文献
客户关系管理（Customer Relationship Management，CRM）是指企业通过建立和维护与客户的良好关系，从而实现持续盈利的管理理念和实践。
CRM系统通常涉及使用技术和流程来帮助企业管理与客户的互动和沟通，以提高客户满意度和忠诚度。
在外文文献中，关于客户关系管理的研究和实践涉及了许多方面。
首先，有关CRM系统的研究，这些文献可能涵盖了CRM系统的设计、实施和使用，以及对CRM系统对企业绩效和客户满意度的影响等方面的内容。
其次，关于客户关系管理策略的文献可能涵盖了客户洞察、客户细分、客户接触点管理等内容，以及这些策略对企业销售和市场营销的影响等方面的研究。
此外，还有关于CRM在不同行业和文化背景下的应用的文献，这些文献可能涉及了跨国公司的CRM实践、不同国家和地区的CRM市场特点等内容。
客户关系管理的外文文献还可能涉及了CRM系统和大数据、人工智能等新兴技术的结合，以及对未来CRM发展趋势的展望和预测等方面的内容。
总的来说，客户关系管理的外文文献涵盖了广泛而深入的研究领域，涉及了企业管理、市场营销、信息技术等多个学
科领域，对于理解和实践客户关系管理理念和方法具有重要的参考价值。
(CRM客户关系)数据挖掘技术在CRM中应用外文原文和译文
（CRM客户关系)数据挖掘技术在CRM中应用外文原文和译文CustomerRelationshipManagementAndApplicationsofDataMiningTechniquesInBusi ness-to-BusinessIndustryCustomerRelationshipManagement(CRM):TheConcept Firmstodayarebecomingmoreawareofthefundamentalchangesofcustomerrelationshipsand theneedtoimplementnewsolutionsandstrategiesthataddressthesechanges(Rygielskiete l.2002).AndthustheconceptofCRMhasbeenintroduced.DefinitionofCRM:CRMisanenterprise-widebusinessstrategydesignedtooptimizeprofitability,revenuean dcustomersatisfactionbyorganizinganenterprisearoundcustomersegments,fosteringcu stomer-satisfyingbehavioursandlinkingprocessesfromcustomersthroughsuppliers.(Co llins2001)FunctionsofCRM: CRMrequiresthefirmtoknowandunderstanditsmarketsandcustomers.Thisinvolvesdetaile dcustomerintelligenceinordertoselectthemostprofitablecustomersandidentifythosen olongerworthtargeting.CRMalsoentailsdevelopmentoftheoffer:whichproductstosellto whichcustomersandthroughwhichchannel.Inselling,firmsusecampaignmanagementtoincr easethemarketingdepartment’seffectiveness.Finally,CRMseekstoretainitscustomers throughservicessuchascallcentresandhelpdesks.(Rygielskietel.2002) Manypractitionersrecognisethatkeepingcustomersismoreprofitablethanattractingnew customers(BitranandMondschein,1997).AccordingtoSrivastavaetel.(2002),toacquirea newcustomercostsfivetoseventimesmorethantoretainanexistingone.Hence,manycompani esareadoptingCRMasameanstodevelopandmaintainsuccessfulcustomerrelationship(Verh oefandDonkers,2001).ThisgenerallyacceptedviewonthemotiveofadoptingCRMfocusesmor eonmaintainingtherelationshipofexistingcustomers,notonacquiringnewcustomers.How ever,acquiringnewcustomers,whichcanbeviewedasCustomerRelationshipEstablishment( CRE),shouldformapartofCustomerRelationshipManagement.Myargumentsarea)alltheCRMa ctivitiesarebasedontheacquisitionofnewcustomers,itisthepremiseoftheCRMactivitie sonwards,andb)tounderstandapotentialcustomer’sneedisasstrategicallyimportantas tounderstandacurrentcustomer’sintermsofproductdesignaswellasafter-salesservice,a ndfurthermore,c)thesametheoryandpractiseofCRMactivitiesonacurrentcustomercanals obeappliedtoaprospect,e.g.marketingsegmentationondifferentiatingprofitable(pote ntial)customersfromthosenon-profitable.Thus,marketingactivitiesinvolvingconvert ingprospectstocustomersshouldalsobeincludedintotheCRMdomain.CRMinBusiness-to-Business(B2B)Industry:TheNecessity CRMisnotonlyapplicableformanagingrelationshipsbetweenbusinessesandconsumers,butevenmorecrucialforbusinesscustomers.InB2Benvironments,transactionsaremorenumero us,customcontractsaremorediverse,andpricingschemesaremorecomplicated.CRMstrateg ies,suchascustomisedcatalogues,personalisedbusinessportals,andtargetedproductof fers,canhelpsmooththisprocessandimproveefficienciesforbothcompanies.(Rygielskie tel.2002)Fromtherespectiveofcustomerbehaviour,Bush(2002)suggeststhatB2Bbuyerschooseasupp lierwithwhomtheycandeveloparelationship;onetheycangobacktoasrequiredandoneonwhi chtheyfeeltheycandepend.Oncetheyhavechosenasupplier,havinginvestedthistimeandef fort,theyaremorelikelytostaywiththatsupplierforlonger.Thisinvokestheequalimport anceofdeployingCRMinbothrecruitingnewcustomersandmaintainingexistingcustomers. DataMiningTechniques:TheToolCRMcanbeviewedfromtwoperspectives.OperationalCRMreferstothebusinessstrategythat focusesontheday-to-daymanagementofthecustomerrelationshipacrossallpointsofcusto mercontactandisenabledbysalesandservicetechnologies.AnalyticalCRMisthepartofthe CRMbusinessstrategythatdrivesincreasedcustomerintelligenceandmakesinformationac tionableacrossalltouchpoints.(Collins2001)Itencompassesahostofdataminingapplica tions(e.g.,marketing,forecastingandbudgeting)thatenablecompaniestodevelopgreate rcustomerintelligenceandaccordinglycustomer-specificstrategies.AnalyticalCRMwil lbethemainthemerunningthroughouttheresearch/project. TheessenceofCRMisunderstandingcustomerneedsandleveragingthatknowledgetoimprovea company’slongtermprofitability.Itrequiresthealignmentofthreebuildingblocks:ins ightintocustomerdecision-making,informationaboutcustomers,andinformation-proces singcapability.(Stringfellow,etel.2004) RecentdevelopmentsinInformationTechnology(IT)haveimprovedtheinformation-process ingcapabilitydramatically.Thisalongwiththeincreasingavailabilityofcustomerinfor mation,collectedinternallywithcontinuoustransactionrecordsorboughtfromexternals ources,hascreatedopportunitiesaswellaschallengesforcompaniestoleveragethedataan rgeamountofcustomerinformationisaccessibleinthedata bases,however,theknowledgehiddenbehindthedataisnotexplicitandreadyathand.Withre spectstotheseconditions,theneedtousedataminingtools,whichcanhelpuncoverthehidde ninsightofcustomerbehaviours,hasbeenraised. Dataminingistheprocessofsearchingandanalysingdatainordertofindimplicit,butpoten tiallyuseful,information.Itinvolvesselecting,exploringandmodellinglargeamountso fdatatouncoverpreviouslyunknownpatterns,andultimatelycomprehensiveinformationfromlargedatabases(Shaw2001).Dataminingcanbeeasilyfittedintovariousbusinessfuncti ons.LetstakemyMScsummerprojectforexample......Basedontheinterplaybetweenpotenti alvalueandrealisedvalue,CRM/marketingmanagerscandevisecustomer-specificstrategi es.Reference:Bitran,G.R.&Mondschein,S.V.(1997),‘AComparativeAnalysisofDecisionMakingProcedu resinTheCatalogSalesIndustry’,EuropeanManagementJournal,15(2).Bush,R.(2002),TheInteractiveandDirectMarketingGuide,Chapter3.6,TheInstituteofDi rectMarketing,Middlesex.Chang,J.(2002),TheCustomerRelationshipManagementSolutionsGuide,Chapter1,CRMGuru.c om.Collins,K.(2001),‘AnalyticalCRM:DrivingProfitableCustomerRelationships’,Strat egicPlanning,SPA-12-7120Regielski,C.,Wang,J.C.&Yen,D.C.(2002),‘DataMiningTechniquesforCustomerRelation shipManagement’,TechnologyinSociety,24,pp.483-502.Shaw,M.etel.(2001),‘KnowledgeManagementandDataMininginMarketing’,DecisionSupp ortSystems,31,pp.127-137.Srivastava.J.,Wang,J.H.,Lim,E.P.&Hwang,S.Y.(2002),‘ACaseforAnalyticalCustomerR elationshipManagement’,PAKDD2002,pp.14-27.Stringfellow,A.,Nie,W.&Bowen,D.E.(2004),‘CRM:ProfitingFromUnderstandingCustome rNeeds’,BusinessHorizons,47/5,pp.45-52.基于B2B产业的数据挖掘技术在CRM中的应用客户关系管理（CRM）的概念：今天，企业更加意识到客户关系根本性的变化换和实施一些新的办法和策略来应对这些变化，并因此介绍了CRM的概念。
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。
客户关系管理策略研究外文文献翻译2023
客户关系管理策略研究外文文献翻译
2023
摘要
本文翻译了一篇外文文献，探讨了客户关系管理（CRM）策略的研究。
该文献提出了一些简单且没有法律复杂性的策略，旨在帮助企业改善客户关系和提高业务绩效。
翻译的内容仅供参考，不保证真实性。
引言
客户关系管理是企业中至关重要的一部分。
通过制定有效的CRM策略，企业可以更好地了解客户需求，提高客户满意度，并获得竞争优势。
本文翻译了一份关于CRM策略研究的外文文献，旨在为读者提供有关CRM策略的一些见解。
内容
该文献提出了几种简单且有效的CRM策略。
首先是建立客户数据库，该数据库可以帮助企业跟踪客户行为和需求，并根据这些信息提供个性化的服务。
其次是加强客户沟通，例如通过社交媒体和邮件营销等渠道与客户保持密切联系。
此外，文献还提到了重视
客户反馈、提供满意的售后服务以及与合作伙伴建立良好的合作关系等策略。
结论
本文翻译的外文文献探讨了客户关系管理策略的研究。
通过简单且有效的策略，企业可以改善客户关系，提高业务绩效。
然而，读者需要明确翻译内容的真实性，并根据实际情况进行适当的调整和实施。
CRM客户关系-数据挖掘技术在CRM中应用外文原文和译文 精品
Customer Relationship Management And Applications of Data Mining Techniques In Business-to-Business IndustryCustomer Relationship Management (CRM): The ConceptFirms today are being more aware of the fundamental changes of customer relationships and the need to implement new solutions and strategies that address these changes (Rygielski et el. 20XX). And thus the concept of CRM has been introduced.Definition of CRM:CRM is an enterprise-wide business strategy designed to optimize profitability, revenue and customer satisfaction by organizing an enterprise around customer segments, fostering customer-satisfying behaviours and linking processes from customers through suppliers. (Collins 2001)Functions of CRM:CRM requires the firm to know and understand its markets and customers. This involves detailed customer intelligence in order to select the most profitable customers and identify those no longer worth targeting. CRM also entails development of the offer: which products to sell to which customers and through which channel. In selling, firms use campaign management to increase the marketing department’s effectiveness. Finally, CRM seeks to retain its customers through services such as call centres and help desks. (Rygielski et el. 20XX)Many practitioners recognise that keeping customers is more profitable than attracting new customers (Bitran and Mondschein, 1997). According to Srivastava et el. (20XX), to acquire a new customer costs five to seven times more than to retain an existing one. Hence, many panies are adopting CRM as a means to develop and maintain successful customer relationship (Verhoef and Donkers, 2001). This generally accepted view on the motive of adopting CRM focuses more on maintaining the relationship of existing customers, not on acquiring new customers. However, acquiring new customers, which can be viewed as Customer Relationship Establishment (CRE), should form a part of Customer Relationship Management. My arguments are a) all the CRM activities are based on the acquisition of new customers, it is the premise of the CRM activities onwards, and b) to understand a potential customer’s need is as strategically important as to understand a current customer’s in terms of product design as well as after-sales service, and furthermore, c) the same theory and practise of CRM activities on a current customer can also be applied to a prospect, e.g. marketing segmentation on differentiating profitable (potential) customers from those non-profitable. Thus, marketing activities involving converting prospects to customers should also be included into the CRM domain.CRM in Business-to-Business (B2B) Industry: The NecessityCRM is not only applicable for managing relationships between businesses and consumers, but even more crucial for business customers. In B2B environments, transactions are more numerous, custom contracts are more diverse, and pricing schemes are more plicated. CRM strategies, such as customised catalogues, personalised business portals, and targeted product offers, can help smooth this process and improve efficiencies for both panies. (Rygielski et el. 20XX)From the respective of customer behaviour, Bush (20XX) suggests that B2B buyers choose a supplier with whom they can develop a relationship; one they can go back to as required and one on which they feel they can depend. Once they have chosen a supplier, having invested this time and effort, they are more likely to stay with that supplier for longer. This invokes the equal importance of deploying CRM in both recruiting new customers and maintaining existing customers.Data Mining Techniques: The ToolCRM can be viewed from two perspectives. Operational CRM refers to the business strategy that focuses on the day-to-day management of the customer relationship across all points of customer contact and is enabled by sales and service technologies. Analytical CRM is the part of the CRM business strategy that drives increased customer intelligence and makes information actionable across all touchpoints. (Collins 2001) It enpasses a host of data mining applications (e.g., marketing, forecasting and budgeting) that enable panies to develop greater customer intelligence and accordingly customer-specific strategies. Analytical CRM will be the main theme running throughout the research/project.The essence of CRM is understanding customer needs and leveraging that knowledge to improve a pany’s long term profitability. It requires the alignment of three building blocks: insight into customer decision-making, information about customers, and information-processing capability. (Stringfellow, et el. 20XX)Recent developments in Information Technology (IT) have improved the information-processing capability dramatically. This along with the increasing availability of customer information, collected internally with continuous transaction records or bought from external sources, has created opportunities as well as challenges for panies to leverage the data and gain petitive advantage. Large amount of customer information is accessible in the databases, however, the knowledge hidden behind the data is not explicit and ready at hand. With respects to these conditions, the need to use data mining tools, which can help uncover the hidden insight of customer behaviours, has been raised.Data mining is the process of searching and analysing data in order to find implicit, but potentially useful, information. It involves selecting, exploring and modelling large amounts of data to uncover previously unknown patterns, and ultimately prehensive information from large databases (Shaw 2001). Data mining can be easily fitted into various business functions. Lets take my MSc summer project for example...... Based on the interplay between potential value and realised value, CRM/marketing managers can devise customer-specific strategies.Reference:Bitran, G.R. & Mondschein, S.V. (1997), ‘A parative Analysis of Decision Making Procedures inThe Catalog Sales Industry’, European Management Journal, 15 (2).Bush, R. (20XX), The Interactive and Direct Marketing Guide, Chapter 3.6, The Institute of Direct Marketing, Middlesex.Chang, J. (20XX), The Customer Relationship Management Solutions Guide, Chapter 1, CRMGuru..Collins, K.(2001), ‘Analytical CRM: Driving Profitable Customer Relationships’, Strate gic Planning, SPA-12-7120Regielski, C., Wang, J.C. & Yen, D.C. (20XX), ‘Data Mining Techniques for Customer Relationship Management’, Technology in Society, 24, pp. 483-502.Shaw, M. et el. (2001), ‘Knowledge Management and Data Mining in Marketing’, Deci sion Support Systems, 31, pp.127-137.Srivastava. J., Wang, J.H., Lim, E.P. & Hwang, S.Y. (20XX), ‘A Case for Analytical Customer Relationship Management’, PAKDD 20XX, pp. 14-27.Stringfellow, A., Nie, W. & Bowen, D.E. (20XX), ‘CRM: Profiting From Underst anding Customer Needs’, Business Horizons, 47/5, pp. 45-52.基于B2B产业的数据挖掘技术在CRM中的应用客户关系管理（CRM）的概念：今天，企业更加意识到客户关系根本性的变化换和实施一些新的办法和策略来应对这些变化，并因此介绍了CRM的概念。
客户关系管理英文版
Customer Relationship Management (CRM)CRM refers to a business strategy that focuses on managing and enhancing customer relationships, often through the use of technology and data analysis. The goal of CRM is to understand customer needs and behaviors, improve customer satisfaction and loyalty, and ultimately drive business growth and profitability.CRM systems typically involve a combination of people, processes, and technology to gather, manage, and analyze customer data across various touchpoints, such as sales, marketing, customer service, and more. By understanding customer preferences, behaviors, and needs, businesses can personalize their marketing efforts, improve product development, and deliver better customer service.The benefits of CRM include:Improved customer satisfaction and loyalty: By understanding customer needs and delivering personalized service, businesses can improve customer satisfaction and foster stronger, longer-lasting relationships.Better decision-making: CRM systems provide businesses with a wealth of data about their customers, which can be used to make more informed decisions about marketing, product development, and other strategic areas.Increased efficiency: CRM systems automate many tasks related to customer management, such as data entry, lead tracking, and customer service inquiries. This can help businesses save time and reduce costs while improving overall operational efficiency.Better marketing effectiveness: CRM systems enable businesses to segment their customers based on various criteria, such as demographics, behaviors, and preferences. This allows businesses to target their marketing efforts more effectively, increasing the likelihood of converting prospects into customers.Overall, CRM is a critical component of any business that wants to build strong, long-lasting relationships with its customers and drive growth and profitability.。
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。
客户关系管理中的数据挖掘技术【外文翻译】
客户关系管理中的数据挖掘技术【外文翻译】外文原文Data mining techniques for customerrelationship managementChris Rygielski , Jyun-Cheng Wang , David C. YenAbstractAdvancements in technology have made relationship marketing areality in recent years. Technologies such as data warehousing, data mining, and campaign management software have made customer relationship management a new area where firms can gain a competitive advantage. Particularly through data mining—the extraction of hidden predictive information fromlarge databases—organizations can identify valuable customers, predict future behaviors, and enable firms to make proactive, knowledge-driven decisions. The automated, future-oriented analyses made possible by data mining move beyond the analyses of past events typically provided by history-oriented tools such as decision support systems. Data mining tools answer business questions that in the past were too time-consuming to pursue. Yet, it is the answers to these questions make customer relationship management possible. Various techniques exist among data mining software, each with their own advantages and challenges for different types of applications. A particular dichotomy exists between neural networks and chi-square automated interaction detection (CHAID). While differing approaches abound in the realm ofdata mining, the use of some type of data mining is necessary to accomplish the goals of 'today’s customer relationship management philosophy.2002 Elsevier Science Ltd. All rights reserved.Keywords: Customer relationship management (CRM); Relationship marketing; Data mining; Neural networks;Chi-square automated interaction detection (CHAID); Privacy rights 1. IntroductionA new business culture is developing today. Within it, the economics of customer relationships are changing in fundamental ways, and companies are facing the need to implement new solutions and strategies that address these changes. The concepts of mass production and mass marketing,first created during the Industrial Revolution, are being supplanted by new ideas in which customer relationships are the central business issue. Firms today are concerned with increasing customer value through analysis of the customer lifecycle. The tools and technologies of data warehousing, data mining, and other customer relationship management (CRM) techniques afford new opportunities for businesses to act on the concepts of relationship marketing.The old model of ―design-build-sell‖ (a product-oriented view) is being replaced by ―sell-build-redesign‖ (acustomer-oriented view). The traditional process of massmarketing is being challenged by the new approach of one-to-one marketing. In the traditional process, the marketing goal is to reach more customers andexpand the customer base. But given the high cost of acquiring new customers, it makes better sense to conduct business with current customers. In so doing, the marketing focus shifts away from the breadth of customer base to the depth of each customer’s needs.The performance metric changes from market share to so-called ―wallet share‖. Businesses do not justdeal with customers in order to make transactions; they turn the opportunity to sell products into a service experience and endeavor to establish a long-term relationship with each customer. The advent of the Internet has undoubtedly contributed to the shift of marketing focus. As on-line information becomes more accessible and abundant, consumers become more informed and sophisticated. They are aware of all that is being offered, and they demand the best. To cope with this condition, businesses have to distinguish their products or services in a way that avoids the undesired result of becoming mere commodities. One effective way to distinguish themselves is with systems that can interactprecisely and consistently with customers. Collecting customer demographics and behavior data makes precision targeting possible. This kind of targeting also helps when devising an effective promotion plan to meet tough competition or identifying prospective customers when new products appear. Interacting with customers consistently means businesses must store transaction records and responses in an online system that is available to knowledgeable staff members who know how tointeract with it. The importance of establishing close customer relationships is recognized, and CRM is called for.It may seem that CRM is applicable only for managing relationships between businesses and consumers. A closer examination reveals that it is even more crucial for business customers. In business-to-business(B2B) environments, a tremendous amount of information is exchanged on a regular basis. For example, transactions are more numerous, custom contracts are more diverse,and pricing schemes are more complicated. CRM helps smooth the process when various representatives of seller and buyer companies communicate and collaborate. Customized catalogues,personalized business portals, and targeted product offers can simplify the procurement process and improve efficiencies for both companies. E-mail alerts and new product information tailored to different roles in the buyer company can help increase the effectiveness of the sales pitch. Trust and authority are enhanced if targeted academic reports or industry news are delivered to the relevant individuals. All of these can be considered among the benefits of CRM.Cap Gemini conducted a study to gauge company awareness and preparation of a CRM strategy [1]. Of the firms surveyed, 65% were aware of CRM technology and methods; 28% had CRM projects under study or in the implementation phase; 12% were in the operational phase. In 45% of the companies surveyed, implementation and monitoring of the CRM project had been initiated and controlled by top management. Thus, it isapparent that this is a new and emerging concept that is seen as a key strategic initiative.This article examines the concepts of customer relationship management and one of its components, data mining. It begins with an overview of the concepts of data mining and CRM, followed by a discussion of evolution, characteristics, techniques, and applications of both concepts. Next, it integrates the two concepts and illustrates the relationship, benefits, and approaches to implementation, and the limitations of the technologies. Through two studies, we offer a closer look at two data mining techniques: Chi-square Automatic Interaction Detection (CHAID) and Neural Networks. Based on those case studies, CHAID and neural networks are compared and contrasted on the basis of their strengths and weaknesses. Finally, we draw conclusions based on the discussion.2.1. Definition“Data mining‖ is defined as a sophisticated data search capability that uses statistical algorithms to discover patterns and correlations in data [2]. The term is an analogy to gold or coal mining; data mining finds and extracts knowledge (―data nuggets‖) buried in corporate data warehouses, or information that visitors have dropped on a website, most of which can lead to improvements in the understanding and use of the data. The data mining approach is complementary to other data analysis techniques such as statistics, on-line analytical processing (OLAP),spreadsheets, and basic data access. In simple terms, data mining is another way to findmeaning in data.Data mining discovers patterns and relationships hidden in data [3], and is actually part of a larger process called ―knowledge discovery‖ which describes the steps that must be taken to ensure meaningful results. Data mining software does not, however, eliminate the need to know the business, understand the data, or be aware of generalstatistical methods. Data mining does not find patterns and knowledgethat can be trusted automatically without verification. Data mininghelps business analysts to generate hypotheses, but it does not validate the hypotheses. 2.2. The evolution of data miningData mining techniques are the result of a long research and product development process. The origin of data mining lies with the first storage of data on computers, continues with improvements in data access, until today technology allows users to navigate through data in real time. In the evolution from business data to useful information, each step is built on the previous ones. Table 1 shows the evolutionarystages from the perspective of the user.In the first stage, Data Collection, individual sites collected data used to make simple calculations such as summations or averages. Information generated at this step answered business questions relatedto figures derived from data collection sites,such as total revenue oraverage total revenue over a period of time. Specific application programs were created for collecting data and calculations.The second step, Data Access, used databases to store data in a structured format. At this stage, company-wide policies for data collection and reporting of management information were established. Because every business unit conformed to specific requirements or formats, businesses could query the information system regarding branch sales during any specified time period.Once individual figures were known, questions that probed the performance of aggregated sites could be asked. For example, regional sales for a specified period could be calculated. Thanks to multi-dimensional databases, a business could obtain either a global view or drill down to a particular site for comparisons with its peers (Data Navigation). Finally, on-line analytic tools provided real-time feedback and information exchange with collaborating business units (Data Mining). This capability is useful when sales representatives or customer service persons need to retrieve customer information on-line and respond to questions on a real-time basis.Information systems can query past data up to and including the current level of business. Often businesses need to make strategic decisions or implement new policies that better serve their customers. For example, grocery stores redesign their layout to promote moreimpulse purchasing. Telephone companies establish new price structuresto entice customers into placing more calls. Both tasks require an understanding of past customer consumption behavior data in order to identify patterns for making those strategic decisions—and data mining is particularly suited tothis purpose. With the application of advanced algorithms, datamining uncovers knowledge in a vast amount of data and points out possible relationships among the data. Data mining help businesses address questions such as, ―What is likely to happen to Bos ton unit sales next month, and why?‖ Each of the four stages were revolutionary because they allowed new business questions to be answered accuratelyand quickly [4].The core components of data mining technology have been developingfor decades in research areas such as statistics, artificial intelligence, and machine learning. Today, these technologies are mature, and when coupled with relational database systems and a culture of data integration, they create a business environment that can capitalize on knowledge formerly buried within the systems.2.3. Applications of data miningData mining tools take data and construct a representation ofreality in the form of a model. The resulting model describes patterns and relationships present in the data. From a process orientation, data mining activities fall into three general categories(see Fig. 1):Discovery—the process of looking in a database to find hidden patterns without a predetermined idea or hypothesis about what the patterns may be.Predictive Modeling—the process of taking patterns discovered from the database and using them to predict the future.Forensic Analysis—the process of applying the extracted patterns to find anomalous or unusual data elements.Data mining is used to construct six types of models aimed at solving business problems: classification, regression, time series, clustering, association analysis, and sequence discovery [3]. The first two, classification and regression, are used to make predictions, while association and sequence discovery are used to describe behavior. Clustering can be used for either forecasting or description.Companies in various industries can gain a competitive edge bymining their expanding databases for valuable, detailed transaction information. Examples of such uses are provided below.Each of the four applications below makes use of the first two activities of data mining: discovery and predictive modeling. The discovery process, while not mentioned explicitly in the examples (except in the retail description), is used to identify customer segments. This is done through conditional logic, analysis of affinities and associations, and trends and variations. Each of the application categories described below describes some sort of predictive modeling. Each business is interested in predicting the behavior of its customers through the knowledge gained indata mining [5].2.3.1. RetailThrough the use of store-branded credit cards and point-of-sale systems, retailers can keep detailed records of every shopping transaction. This enables them to better understand their various customer segments. Some retail applications include [5]: Performing basket analysis—Also known as affinity analysis, basket analysis reveals which items customers tend to purchase together. This knowledge can improve stocking, store layout strategies, and promotions. Sales forecasting—Examining time-based patterns helps retailers make stocking decisions. If a customer purchases an item today, when are they likely to purchase a complementary item?Database marketing—Retailers can develop profiles of customers with certain behaviors, for example, those who purchase designer labels clothing or those who attend sales. This information can be used to focus cost–effective promotions.Merchandise planning and allocation—When retailers add new stores, they can improvemerchandise planning and allocation by examining patterns in stores with similar demographic characteristics. Retailers can also use data mining to determine the ideal layout for a specific store. 2.3.2. BankingBanks can utilize knowledge discovery for various applications, including [5]: Card marketing—By identifying customer segments, card issuers and acquirers can improve profitability with more effective acquisition and retention programs, targeted product development, and customized pricing.Cardholder pricing and profitability—Card issuers can take advantage of data mining technologyto price their products so as to maximize profit and minimize loss of customers. Includes risk-based pricing.Fraud detection—Fraud is enormously costly. By analyzing past transactions that were later determined to be fraudulent, banks can identify patterns.Predictive life-cycle management—Data mining helps banks predict each custo mer’s lifetimevalue and to service each segment appropriately (for example, offering special deals and discounts).译文:客户关系管理中的数据挖掘技术Chris Rygielski , Jyun-Cheng Wang , David C. Yen摘要近年来，技术的进步让关系营销成为一个现实。
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。
客户关系管理{CRM}【英文精品】
8
Ogilvy &
&
CRM
Next evolutionary step, back to intimacy Customer loyalty build on:
Understanding of customers wants, needs and values Interactivity with the customer in the way customer prefer
Ogilvy &
&
Why CRM? (continued)
Service leaders enjoy the following advantage over their lowservice competitors:
They grow twice as fast. They experience a 6% annual growth vs. a 1% share loss (they take customers away from their competitors). They can charge 10% more from their products and still take customers away. They enjoy 12% vs. 1% average return on sales. Industry statistics show that 68% of customers walk away because of poor customer service.
Acquire more customers Optimize the value of the existing customers Retain the right customers longer
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。
基于大数据分析的客户关系管理
基于大数据分析的客户关系管理Customer Relationship Management (CRM) is an essential part of any company’s success. It allows businesses to build long-term relationships with their customers and gain insights into their needs and preferences. In recent years, the use of big data analytics in CRM has become increasingly popular, enabling companies to personalize marketing efforts and offer targeted recommendations to customers. In this article, we will explore the benefits of big data analytics in CRM and its impact on businesses.The role of big data in CRMBig data refers to vast amounts of data generated by individuals and companies through various social media platforms, websites, and other sources. The primary goal of analyzing big data is to find patterns, trends, and insights that can be used to improve business processes and customer experiences.In the context of CRM, big data provides companies with a wealth of information about their customers, such as their likes and dislikes, purchase histories, and demographics. This data can be leveraged to create personalized experiences for customers, which in turn, can lead to a stronger and more loyal customer base.Benefits of big data analytics in CRMImproved customer segmentation: Big data analytics can help companies segment customers based on demographics, past behaviors, and purchasing patterns. This segmentation allows for targeted marketing efforts that can increase customer engagement and retention.Real-time personalization: With the help of big data analytics, companies can provide individualized experiences to each customer in real-time. This personalization can be in the form of personalized product recommendations, customized pricing, and personalized promotions based on the customer’s past purchases and prefe rences.Improved customer service: Big data can be used to analyze customer service data, including emails and phone calls, to understand customer pain points and improve customer service offerings. Companies can use this data to identify common questions and complaints and create solutions and resources to address those issues.Increased customer satisfaction: Personalized experiences, targeted marketing efforts, and better customer service can lead to increased customer satisfaction. This satisfaction can translate into increased customer loyalty and advocacy.Challenges of big data analytics in CRMWhile big data analytics can provide numerous benefits to businesses, there are also challenges associated with its implementation. Here are some of the challenges businesses may face when using big data analytics in CRM:Data quality and privacy: The accuracy and quality of data must be ensured to achieve meaningful insights. Additionally, companies must adhere to privacy regulations when collecting and handling customer data.Integration and implementation: Integrating big data analytics into a company’s existing CRM system can be complex and time-consuming. Companies may also face challenges in implementing and managing these new technologies.Interpretation and analysis: Turning big data into meaningful insights can be challenging and requires a specialized skill set. Companies may need to invest in training or hire new employees with data analysis expertise to analyze the data.ConclusionBig data analytics in CRM has the potential to revolutionize the way companies interact with their customers and build long-term relationships. By leveraging big data insights to create personalized experiences, improve customer service, and increase customer satisfaction, businesses can gain a competitive edge. While there are challenges to implementing big data analytics in CRM, the benefits can be significant for companies that commit to making the necessary investments in infrastructure and data analysis expertise.。
CRM管理文献综述2(英文)
DETERMINANTS OF CUSTOMER RELATIONSHIP MANAGEMENT (CRM): ACONCEPTUAL ANALYSISMohammed AlamgirAssistant Professor, Department of Marketing Studies & International Marketing,University of Chittagong&Tasnuba NasirLecturer, Faculty of Business AdministrationUniversity of Science and Technology Chittagong (USTC)Chittagong, BangladeshMohammad ShamsuddohaDepartment of Marketing Studies and International MarketingUniversity of ChittagongE-mail: mdsdoha@AbstractThe study aims to examine various literatures on CRM determinants and effectiveness to adapt perfect strategy and policy for service oriented organizations. It also aspires to identify the relative importance of CRM determinants analysis as one of the most important factors which influence the organization directly. To comply with the objective, an exploratory research approach based on archive method has been adopted to identify the CRM key determinants and effectiveness factors through literature review. Our initial research model is derived from two areas of the literature: CRM key elements and CRM performance effectiveness. Furthermore, we introduce a new framework for evaluating existing business process from Bangladesh perspective. Keywords: Customer relationship Management, CRM determinants, CRM effectivenessJel Classification: M39Introduction:One of the most important challenges for any organization is to serve and maintain good relations with the king-the customer. Earlier, customers were simple person and were happy at whatever organizations, manufacturing or service oriented, offer to them. Marketing is no longer just about developing, selling and delivering products. It is increasingly more concerned with the development and maintenance of mutually satisfying long-term relationships with customers. Over a period of time with the competition and technological improvements customers have become fully aware of their rights and augmented offer soon become an expected one. This changing business environment is characterized by economic liberalization increasing competition, high consumer choice, well-informed and demanding customer who care about quality and value purchase.The new framework for company activities that emerged in 1990s, characterized by the globalization of markets, technological development, larger number of competitors, andincreased customer demands compelled companies to rethink their management systems to adapt fit themselves to the new competitive environment. Because of rigorous competition, in recent years, many organizations have perceived the need to be more customer-orientated. (Bull, 2003).CRM is more evolution than revolution. Thus, achieving the full potential of each customer relationship should be the major goal of every business. A dissatisfied customer causes market damage because they are more likely to persuade others to defect. It is therefore no surprise that CRM is an important topic of conversation in business world (Feinberg et .al., 2002). Albeit customers are the important factors for the success of business but lees attention has been given in this regard. On the other hand, several strategies have been attempted to retain customers by the private commercial banks of Bangladesh but there is a problem with factors identification and specific framework of CRM. Keeping this fact in mind, the proposed research will attempt to explore the CRM issues and its determinants as well as its impact on customer acquisition and retention process and thus finally develop a framework of customer relationship Management for bank customers.Objectives of the study:Due to the rapid speed of Globalization and increased competition both from local and international companies, the importance of CRM has increased. To be successful in the market firms have to developed strategies based on present market as well as customer requirement. This makes it interesting how companies manage the issue.The principal objective is to evaluate literature on CRM which has been developed by the different researchers that is applicable to different kind of organizations. To accomplish this, the study has covered the following specific objectives:1.To identify the Key elements of CRM2.To identify the factors related to CRM effectiveness3.To find out possible approach to examine Customer relationship dimensions4.To propose an instrument concerning determinants and effectiveness of CRMRationale of the study:Albeit customers are the important factors for the success of business but lees attention has been given in this regard. On the other hand, managing customer relationship should bepractice oriented rather than conceptualize. But various researchers pointed out various determinants and it also varies organization to organization and so does the outcome.Differences in the extent of use of CRM exist across countries. Compared with developed countries, use of CRM in Bangladesh is relatively new. It is important for practitioners’ as well as academicians to know these elements critically and their importance and usefulness in a way to achieve good organizational outcomes. It is also important for us to know the integrated approaches of CRM (combining the effective and efficient blend of managerial issues and IT issues) as it is very important for Bangladeshi business sector, especially in the service organization so that both organization and customers individually and society as a whole can reap benefit.Keeping this fact in mind, the proposed research will attempt to explore the CRM issues and its determinants thus finally develop a conceptual framework of customer relationship Management.Methodology of the StudyThe study has covered various literatures on Customer relationship Management dimensions based on developed countries. A Library research method (Archive) has been used in this study. Different books, journals, periodicals and online papers have been observed by the researchers to find out different issues in CRM dimensions in this connection. Mostly secondary data has been compiled in this study and this data has been collected from focused countries literatures, textbooks, e-journals, government publications etc.Customer Relationship Management:CRM has become one of the most dynamic topics of the new millennium. CRM is basically a remarkable step forward in creating a system that can provide a way of keeping hold of individual loyalty. In order to comply with the concept of CRM one must also understand the changing nature of the customers because they are not what they used to be (Greenberg, 2001). Thus, CRM initiatives must address relevant organizational factors as well as the extra-organizational environmental factors (carol & Banarjee, 2009).Since the area is quite new and still under development, there is no universal explanation of CRM. Therefore it is important to know what CRM is all about according to the academicresearchers and how many organizations adapt the definition to their own business and their unique needs (Wilson, et al., 2002). It can be defined in the following ways-“CRM is the infrastructure that enables the delineation of increase in customer value, and the correct means by which to motivate valuable customers to remain loyal-indeed, t o buy again” (Dyche, 2001, p4). “CRM is about managing customer knowledge to be understood and serve them and it is a multi-dimensional concept which places customers at the centre of an organization where customer service is an important component of CRM; however this notion is also concerned with coordinating customer rela tions across all business functions” (Bose & Sugamaran, 2003, p.4). CRM is a customer oriented business strategy that aims to increase customer satisfaction and customer loyalty by offering a more responsive and customized service to each customer (Fayerman, 2002)It can also be defined in the following way—“CRM is enterprise-wide mindset, mantra, and set of business process and policies that are designed to acquire, retain and service customer. CRM is not a technology, though technology is a CRM enable r” (Greenberg, 2001, p.14)Determinants of CRMAccording to Karakostas et. al., (2005) the factors that influence the CRM implementation are new customer attraction, consumer buying behavior, competitive advantage, customer satisfaction, customer retention, acquisition, long-term relationship, knowledge management, web-enabled customer service, customer value, etc. On the other hand, other researchers like Mendoza et. al,. (2006) pointed out that IT, long-term relationship, higher profitability, significant investment in technology are the factors influencing CRM.Gefen & Riding (2002) divided CRM into three folds: Operational, analytical, and collaborative. Operational CRM, known as front-office CRM, enables communications and involves the areas where direct customer contact occurs. Operational CRM attempts to provide integration of back-office transactions with customer interfaces. Collaborative CRM is the communication centre and it is also the coordination network that provides the neural paths to the customer and supplier.On the other hand, Customer Relationship Management (CRM) has been increasingly adopted by corporations as a core IT driven business strategy and firms have started to investheavily in CRM (Reinartz et. al., 2004). Academics and practitioners have tried to find the drivers of CRM success or failure with their own perspectives for many years. While some researches focused more on IT related factors, others emphasized organizational factors like human resources, organizational structures, and reward systems (Rigby et. al.,2002) or business process-related factors (Reinartz et. al., 2004).The above factors pointed out by different researchers basically cover the three key aspects of every CRM strategy which include human factor, processes, and technology.Bohling et. al., pointed out some critical success factors for CRM implementation and their proposed model is as follows-Fig 1: CRM implementation model, Bohling et. al., (2006) p. 188On the other hand, Lindgreen et. al., (2006) pointed out ten critical aspects of CRM implementation which are- people, culture, relationship management process, knowledge management, IT, organization, brand strategy, customer strategy, customer interaction strategy, and value creation strategy.Kim et. al., (2003) believes that performance measurement is so powerful in enhancing business performance. Various researchers proposed various framework for evaluating CRMeffectiveness. Bohling et. al., (2006) suggest five factors namely, proven customer impact in terms of retention and satisfaction, quantifiable revenue growth, improved information and insights, quantifiable cost reduction, improved employee productivity, etc. For evaluating CRM effectiveness Kim et. al., (2003) proposed a very comprehensive model which is as follows,Fig 2: Model for evaluation of CRM (Source: Kim et. al., (2003) p.14)CRM is a complex term that requires several aspects of the organizations and it can not be reduced to only one of theses aspects where majority of the early researchers either continued with managerial issues or IT issues. According to the above discussion of various determinants of service quality, it is found that different authors have proposed differentdeterminants of CRM. For having a quick look, all determinants as well as effectiveness of CRM proposed by different authors mentioned above are shown in the following table.Based on the above literature the initial research model can be developed which will incorporate Key CRM elements in one side and CRM effectiveness in the other side and the framework is as followsFig: proposed framework for CRM determinants and its effectivenessConcluding RemarksThis paper focused on CRM issues in the developed countries which can be a guideline for our fastest growing service industry. As various organizations are approaching, especially service industry is growing very quickly, the respective authorities have to give careful attention regarding discussed CRM determinants in order to minimize the expectation-perception gap as well as ensure better and quality service. This paper analyses different literatures on key elements of CRM. It is clear that those literature have been discussed based on some elements which is directly related with the CRM issues and these issues are equivalently important for an organization for sustainable growth of their profitability. In this paper the researchers also propose a model of CRM determinants along with their effectiveness instruments on the basis of the earlier research work, which can be followed by Bangladeshi organizations, especially the service sectors to promote true quality service. Moreover, this model can be guideline for the top level managers to understand the different aspects of CRM dimensions so that they can be able to choose the right dimensions and instruments to offer competitive service for the sake of holding sustainable growth and profitability of the organizations.References:1.Bohling, T., Bowman, D., LaValle, S., Mittal, V., Narayandas, D., Ramani, G. & Varadarajan, R.(2006). CRM implementation: effectiveness issues and insights. Journal of Service Research, 9(2), 184-1942.Bose, R., & Sugumaran, V. (2003). Application of Knowledge Management Technology in CustomerRelationship Management. Knowledge and Process Management, 10 (1), 3-17.3.Bull, C. (2003), ‘strategic issues in customer relationship management’, Busin ess processManagement Journal, 9:5, 592-6024.Carol, O.X., Banarjee, P.K. (2009). Determinants of successful customer relationship management.Journal of Information Technology Management. XX (1): 56-66.5.Chen, I.J. & Popovich, K. (2003). Understanding customer relationship management (CRM): People,Process and Technology. Business Process Management, 19(5), 672-6886.Dyche, J. (2001). The CRM handbook: A Business guide to customer relationship management.London. 1st edition-Wesley Educational publisher Inc.7.Feinberg, R., Kadam, R., Hokama, L., & Kim, I. (2002). The state of electronic customer relationshipin retailing: International Journal of Retail & Distribution Management.8.Fayerman, M., (2002). Customer relationship Management. New Directions For InstitutionalResearch. 1 (13), 57-679.Gefen, D. & Ridings, C.M. (2002). Implementation team responsiveness and user evaluation ofcustomer relationship management: A quasi-experimental design study of social exchange theory.Journal of management Information System. 19 (1), 47-6910.Greenberg, P. (2001). CRM at the speed of light: Capturing and keeping Customers in Internet RealTime. Berkeley: Osborne/McGraw-Hill.11.Jayachandran, S., Sharma, S., Kaufman, P., & Raman, P. (2005). The Role of Relational InformationProcesses and Technology Use in Customer Relationship Management. Journal of Marketing, 69 (4), 177-192.12.Kim, J., Suh, E. & Hwang, H. (2003). A model for evaluating the effectiveness of CRM using theBalanced Scorecard. Journal of Interactive Marketing, 17 ( 2), 5-19.13.Kirby, J., (2001). CRM program Management: the art of change, in: presentations of the conferenceon Making the Vision a Reality, Gartner Group, Paris, France.14.Karakostas, B., Kardaras, D., and Papathanassiou, E. (2005). The state of CRM adoption by thefinancial services in the UK: An empirical investigation. Information & Management, 42, 853-863 15.Lindgreen A., Palmer, R., Vanhamme, J. and Wouters, J. (2004). The design, implementation, andmonitoring of a CRM program: A case study. Marketing Intelligence and Planning. 22(2): 160-186. 16.Mendoza, L. E., Marius, A., Perez, M., & Griman, A.C, (2006). Critical success factors for a customerrelationship Management strategy, Information and Software Technology. Doi: 10.101617.Rigby, D.K., Reichheld, F.F., & Schefter, P. (2002). Avoid the four perils of CRM, Harvard BusinessReview, 80, 101-10918.Reynolds, J. (2002). A Practical Guide to CRM: Building more profitable customer relationships. CMBBooks: New York.19.Reinartz,W., Krafft, M., and Hoyer, W. D. (2004).The Customer Relationship Management Process:Its Measurement and Impact on Performance. Journal of Marketing Research. 293-305.20.Wilson, H., Daniel, E. and McDonald, M. (2002). Factors for success in CRM systems. Journal ofMarketing Management. 18(1): 193-21921.Williams, T. J., Nozick, L. K., Sansalone, M. J., Poston, & R. W. (2006). Sampling Techniques forEvaluating Large Concrete Structures. ACI structural Journal (Technical Paper), 103(42), 399-408。
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文献信息文献标题：Customer relationship management and big data enabled: Personalization & customization of services（客户关系管理和大数据：服务的个性化和定制化）文献作者及出处：Anshari M, Almunawar M N, lim S A, et al. Customer relationship management and big data enabled: Personalization & customization of services[J]. Applied Computing and Informatics, 2019, 15(2): 94-101.字数统计：英文3633单词，20174字符；中文6464汉字外文文献Customer relationship management and big data enabled: Personalization & customization of services Abstract The emergence of big data brings a new wave of Customer Relationship Management (CRM)’s strategies in supporting personalization and customization of sales, services and customer services. CRM needs big data for better customers experiences especially personalization and customization of services. Big data is a popular term used to describe data that is volume, velocity, variety, veracity, and value of data both structured and unstructured. Big data requires new tools and techniques to capture, store and analyse it and is used to improve decision making for enhancing customer management. The aim of the research is to examine big data for CRM’s scenario. The method of collection of data for this study was literature review and thematic analysis from recent studies. The study reveals that CRM with big data has enabled business to become more aggressive in term of marketing strategy like push notification through smartphone to their potential target audiences.Keywords: Big data; Data analytics; CRM; Web 2.0; Social networks1.IntroductionManaging good customer relationship in an organization refers to the concepts, tools, and strategies of customer relationship management (CRM). CRM as a tools with Web/Apps technology provides organizations ability to understand customers or potential customers its usual practices and thus deliver a particular activities that might convince them to make transactions and decisions. CRM has been discussed in many fields such as business, health care, science, and other service industries. The massive adoption of big data in any sectors has triggered assessment of frontend perspective especially managing customer relationship. It is pivotal to examine the role of big data within CRM strategies.Big data have quantum leap to a digital era where public generates a huge data in any sectors and industries. The amount of data are captured, collected, and processed by organization through digital sensors, communications, computation, and storage had captured information which was valuable to businesses, sciences, government, and society at large. A large amount of data streaming from smartphones, computers, parking meters, buses, trains, and supermarkets. Search engine companies collect enormous amount of data per day and share these data to useful information for others as well as their own used.Big data sources can come from structured or unstructured data formats. These data sources are gathered from multi channels like social networks, voice recording, image processing, video recording, open government data (OGD), and online customers’ activities. Those activities are extracted for the business to understand the patterns or behavior of their customers. Big data can help business to portray their behavior to gain its value especially in sales, customer service, marketing and promotion.Public or private organization see the potential of big data and mining them into big value. Many organizations have made huge investments to collect, integrate, analyse data, and use it to run business activities. For instance in marketing activities as part of CRM’s module; customers are exposed with a lot of marketing messages every day and many people is just ignore those messages unless they find a valuefrom the messages received. Email campaigning program are distributed to public or random customers about their new product so that customers might be interested to have one. Email campaigning may turn into disappointing situation because customers feel bombarded with the spam and lead to increase number of unsubscribes. Marketing strategy is about understanding customers’ habit and behavior about product or service so that the messages are perceived valuable for them. Unfortunately, many organizations may simplify marketing strategies by focusing a short term relationship with their customers with no path in attracting, retaining, and extending for long term relationship. Therefore, there is a need for personalization and customization of marketing that fits for each and every potential customer.CRM as a frontline in organization requires extensive supporting accurate data analytics to ensure potential customers to engage in transaction. Since customers make buying decisions every day and every decision depends on consideration of cost, benefits, and value. At this point, big data aims to support CRM strategies so that organization can quantify sales transactions, promotion, product awareness, building long term relationship and loyalty. Furthermore, the paper address the following question: How can big data in CRM will enhance CRM strategies in delivering personalization and customization of services for customer? The structure of this study is organized as follows. In the next section, a literature review of related work. Section 3 explains the methodology and results of our study. Section 4 presents a discussion of our findings. Recommendations for suggested future research directions are presented in Section 5, and Section 6 concludes the paper.2.literature reviewIn conventional business practice, data was collected as a recording activities to the business with no formal intention as an important asset, only collected for specific purposes such as retailers recorded sales for accounting, the number of visits in the advertising banners for calculating advertisement revenue and so on. Since many organizations either privates or publics have realized the value of data gathered as an asset, data no longer treated as its initial purpose. With the capabilities of processinghuge amount of data, it has created a new industry of data analytic services. For example IBM and Twitter involved partnership on data analytics for the purpose of selling analytical information to corporate clients in order to provide businesses a real-time conversations to make smarter decision. With IBM analytical skills and Twitter massive data source, the partnership had created an interesting strategic partnership as both partners leverage on their respective strength and expertise. Big data is considered as the recent development of decision support data management. Big data have big impact towards businesses ranging from CRM, ERP, and SCM. In the next section is discussed recent literatures on CRM and big data.2.1.Big dataBig data is a huge amount of data that is hardly processed with a traditional processing tools for extracting its value. It has an impact in various fields like business, healthcare, financial, security, communication, agriculture, and even traffic control. Big data creates opportunities for business that can use it for generating business value. The purpose is intended to gain value from volumes and a variety of data by allowing velocity of analysis. It is known as 5 Vs model; volume, velocity, and variety, value, and veracity (Fig. 1). V olume means processing massive data scale from any data type gathered. The explosive of data volumes improve a knowledge sharing and people awareness. Big data is a particularly massive volume with a large data sets, and those data cannot be analysed its content using traditional database tools, management, and processing. Velocity means real time data processing, specifically data collection and analysis. Velocity processes very large data in real-time processing. In addition, big data escalates its speed velocity surpassing that of old methods of computing. Variety is any types of data from various channels including structured and unstructured data like audio, video, image, location data for example Google Map, webpage, and text, as well as traditional structured data. Some of the semistructured data based can use Hadoop. It focuses on analysing volumes of data involved and mining the data and calculations involved in large amount of computing. Finally, veracity refers to data authenticity with the interest in the data source of Web log files, social media, enterprise content, transaction, data application. Date need a validpower of information to ensure its authenticity and safety.Fig. 1. Big data’s componentsMany organizations have been deploying big data application in running their business activities to gain value from big data analytics. Value is generated from big data processing that supports the right decision. Organizations need to refine and process it to gain value from big data analytic. For instance, value generated from big data analytic can help to reveal the conditions and save life of a new born baby by recording, examining or analysing every heart rate of an infant, data analytics help to finalize the indicators of the new born. One of the applications on the use of big data is to optimize machine or device performance. For instance, Toyota Prius is installed with cameras, GPS and sophisticated computers and sensors to ensure safety precaution on the road automatically.Big data also reduces the maintenance costs for instance, organizations deploy cloud computing approach where data are stored in the cloud. The emergence of cloud computing has enabled big data analytics to be cost efficient, easily accessed, and reliable. Cloud computing is robust, reliable and responsive when there are issues because it is responsible of cloud service provider. Since, service outrages are unacceptable at the business. Whenever data analytic goes down impacting marketingactivities are disrupted and customers have to question whether to trust such a system. Therefore reliability is competitive advantage of cloud computing in big data application.In addition, businesses have aggressively built their organization on big data capabilities. Unfortunately the fact is only 8% of the marketers have comprehensive and effective solutions in collecting and analysing those data. Evans Data Corporation conducted survey of big data and advanced analytics in organization (Fig. 2). Customer-cantered departments like as marketing, sales, and customer service are dominant users for 38.2% of all big data and advanced analytical apps. While, marketing department has the most common users (14.4%) of the data analytics, followed by IT (13.3%), and research for 13% (Columbus, 2015).Fig. 2. Big data analytics usage in organization. Sources: Evans Data Corporation2.2.Customer relationship management and social CRMAny business requires Customer Relationship Management (CRM) to sustain and survive in the long term. CRM is a tool and strategy for managing customers’ interaction using technology to automate business processes. CRM consists of sales, marketing, and customer service activities (Fig. 3). The aims are to find, attract newcustomers, nurture and retain them for future business. Business uses CRM in meeting customers’ expectations and aligning with the organization’s mission and objectives in order to bring about a sustainable performance and effective customer relationships.Fig. 3. CRM scope & moduleThe emergence of Web 2.0 has been based on collaboration platform like wikis, blogs, and social media aiming to facilitate creativity, collaboration, and sharing among users for tasks other than just emailing and retrieving information. The concept of a social network defines an organization as a system that contains objects such as people, groups, and other organizations linked together by a range of relationships. Web 2.0 is a tool that can be used to communicate a political agenda to the public via social networks. Users can gain access to the data on Web 2.0 enabled sites and exercise control over such data. Web 2.0 represents a revolution in how people communicate facilitating peer-to-peer collaboration and easy access to real-time communication. The rapid growth in Web 2.0 has impacted organization that cannot their customer relationship by using traditional CRM techniques. Social CRM is a recent approach and strategies to reveal patterns in customer management, behavior, or anything related to the multi channels customers’ interactions as expressed at Fig. 4. Social CRM makes more precise analysis possible based on people conversation in social media, and thus helps them to provide more accurate programs or activities leading to customers’ interests and preferences.Fig. 4. CRM 1.0 vs CRM 2.0Marketing is one of CRM’s activities or process of promoting and selling products or services, which also include research and advertisement. Social networks enables social marketing that is necessary efforts for marketing teams to expect going viral and receiving customers’ attention. ‘‘Marketing, is defined an the activity, set of institutions, and processes for creating, communicating, delivering, and exchanging offerings that have value for customers, clients, partners, and society at large.”. Marketing should focus on building relationships and meanings. It also applies to sales and customer services where organizations use social networks as a tool to make sales as much as possible of handling customers’ complaint at social media. Since social networks is part of big data source, the next question, how big data will impact CRM strategies.Social media has empowered customers to make conversation and business organization may utilize an increasing amount of data through people conversations that is available to them for company’s benefits such as understanding customer preference, complaining items, people expectations. Web 2.0 platform allows customers to express their opinions. In the context of CRM, social networks provide a means of strengthening relationships between customers and service providers. Itmight be utilized to create long-term relationships between business organizations and their customers and public in general. Adopting social networks into CRM is known as Social CRM or a second generation of CRM (CRM 2.0) that empowers customers to express their opinions and expectations about product or services. Social CRM has become ‘a must’ strategies for any organization nowadays to understand their customers better. By playing a significant role in the management of relationships, Social CRM stimulates fundamental changes in customer’s behavior. Social CRM has an impact towards multi channels relationships in all areas either public or private sectors is no exception.3.MethodThe study investigates the factors that an organization considers to adopt big data. The objective of the study is to investigate recent big data adoption in an organization. The methods consisted of in-depth analysis of the latest research on big data in business organization. The data for this report was through literature review of articles ranging from 2010 to 2015. The reason for choosing this time period because of the velocity of big data, any older articles might have irrelevant information. Contents analysis is applied for reviewing literature reviews of big data published in peerreviewed journals. The review process then is clustered into a thematic. We enhance and integrate various possible solutions into proposed model. We chose only English-language articles published in peer-reviewed journals. After removing duplicates and articles beyond the scope of this study, these articles were reviewed to extract feature of CRM and big data capabilities at Fig. 5.Fig. 5. Big data and marketing4.DiscussionBusiness realizes that their most valuable assets are relationships with customers and all stakeholders. In fact, building personal and social relationships become important area in marketing. The importance of relationships as market based assets that contribute to customers’ value. With the amount of data increase, some business organizations use advanced powerful computers with a huge storage to process big data analytics and to increase their performance resulting in tremendous cost saving. Businesses manage structured and unstructured data sources such as social marketing, retail databases, recorded customer activity, logistics, and enterprise data to establish a quality level of CRM strategies by having the abilities or knowledge on how to recognize big data and its advantage. While, big data analytics is a process to reveal the variety of data types in big data itself. There are some CRM strategies that can happen through big data and big data analytics.Since big data can provide a pattern of customers’ information, businesses can predict and assume what are the needs of their customers nowadays. Fig. 5 indicates basic framework on how big data can contribute to generating CRM strategy. Big data had helped shaped many industries and changed the way businesses operatednowadays. Big companies definitely benefited from this shift especially companies such as technology giants such as Amazon and googles and would continue to serve these giants from the sheer volume of data they generated. Data Velocity showed how marketers could have access to real-time data, for example real time analytics of interactions on internet sites and also social media interactions.CRM with the big data influence, a new paradigm had been created to allow accessibility and availability of information which result in greater take up by big or small business alike. Big data offers pervasive knowledge acquisition in CRM activities. Big data will support long-term relationship through understanding customers’ life cycle and behavior in more comprehensive perspective. Customers voluntarily generate a huge amount of data daily by detailing their interest and preference about products or services to the public through various channels. Therefore, big data analytic can come up with a comprehensive views of customers so that organization can enhance service fitting with customer attention, engagement, participation, and personalization. The study introduces several fundamental concept of marketing with big data that are closely related to customer based CRM strategies in an organization by engaging customer life cycle.CRM with big data brings a promise of big transformation that can affect organization in delivering CRM strategies. There were many benefits for using big data in CRM and the following were just some of the benefits such as accurate and update in profiling of target costumers, predicting trend on customer reaction toward marketing messages and product offerings, create personalise message that create emotional attachment and product offering, maximizing value chain strategies, producing accurate assessment measures, effective digital marketing and campaign-based strategies, customers retention which was a cheaper option, and create tactics and getting product insights. The combination of using big data in CRM can certainly enhance long term relationship with customers and manifest into an impressive set of CRM activities. There is an example of the successful usage of big data in CRM when Netflix used big data to run their streaming video service. Instead of using traditional methods of data gathering, they were able to find out what theircustomers want and made measurable marketing decisions. Big data can perform better CRM strategies than any processes with double the speed.CRM with big data features becomes more aggressive in term of marketing strategy like push notification through smartphone to the potential target audiences. Web / Apps users who make comment, liking page, or comes back visiting Web or Apps are potential customers are targeted for pushed notification. Technically, there are many third parties for Apps or Web that can help business to set up push notification right to the users. For instance, there are also many plugin supports web push facilities in CMS based website. Notification can be set up auto generated or manual whenever new contents are available directed at customer convenience in the form of text message, link sharing, or smartphone notification offering promotion at nearby shop. CRM aims to quantify sales transactions, promotion, product awareness, while its strategies for building long term relationship and loyalty. Businesses cannot simplify marketing strategies only focusing a short term relationship with customers without any path in attracting, retaining, and extending for long term relationship.In addition, the organization can also create better customer personas by using the profile data as the backbone of creating accurately personifications for the customers. Also the organization will have data on what the customers’ needs and preferences and used this data to provide better content for the audience where the content is relevant and valuable to them. All these data can also provide valuable information for the management team to improve marketing budget management by ensuring business operational process stayed on budget with the help of data and to be more focused and targeted.5.ChallengesBig data in CRM has very much potential to offer, with its ability to collect and produce a big amounts of data, big data could really be the downfall as well without the proper expertise and tools to obtain and analysed them. Many challenges must be managed before these potential can be fully optimized. Firstly, it may occur when organizations are shortage in technical supports and expertise. Secondly, it is difficultto track customer behavior especially trailing customers moving from brand awareness to conversion. It challenges to connect the dot from online to offline channels such as when and where customer see or read about a product to finally purchasing the product. Thirdly, CRM with big data may need more user friendly data analytics tools in producing report especially when it comes to utilizing the data appropriately across the channels, especially when they do not understand the effectiveness of their efforts in the process. There is no one size fit all solution, staffs need to integrate big data into their strategies, especially products lines, and content offering and customer journey is unique. Until such tools is available many CRM staffs would continue to search for solutions to overcome this challenge. The last challenge refers to data authenticity with the interest in the data source of Web log files, social media, enterprise content, transaction, data application may need a valid power of information to ensure its authenticity and safety. For examples, all the post or tweets we post on social networks are observed by the one who manages the big data. Finally, there is a possibility that the research may lack of generalizability because it requires case study and primary data collection from the business organizations, this research will plan to reach a large number of participants in the future.6.ConclusionCRM is about understanding of human behavior and interests. Big data can be expected to improve customer relationship as it allows interactivity, multi-way communications, personalization, and customization. The recent developments of big data analytics have optimized process, growth, and generate aggressive marketing strategy and delivering value for each customer and potential customer. CRM with big data enabled engage customers in delivering affective CRM activities where marketing teams at the organizations tune the ideas into executable marketing program. Big data enhance CRM strategies by understanding better customers’ habits and behaviors so that business can deliver CRM be more personalized and customized for each and every customers. Finally, CRM with big data will make better tools andstrategies more personalized and customized to the customers because they understand well target audiences and intended message to send.中文译文客户关系管理和大数据：服务的个性化和定制化摘要大数据的出现带来了客户关系管理CRM）战略的新浪潮，支持个性化和定制化的销售、服务及客户服务。