1、客戶關系管理外文文獻翻譯(2017)XXX學院畢業設計（論文）外文資料翻譯學 院：計算機與軟件工程學院專 業：計算機科學技術（軟件工程方向）姓 名：學 號：Goy Kakus.THE RESEARCH OFCUSTOMER外文出處：RELATIONSHIPMANAGEMENT STRATEG YJ. I nter nati onal Jour nal of Man ageme nt Research &Review, 2017, 1（9）: 624-635.附 件：1外文資料翻譯譯文；2外文原文。指導教師評語:簽名：2017年 2 月 26 日注：請將該封面與附件裝訂成冊。附件1:外文資料翻譯

2、譯文客戶關系管理戰略研究Goy Kakus摘要客戶關系管理解決方案，通過為你提供客戶業務數據來幫助你提供客戶想要 的服務或產品，提供更好的客戶服務、交叉銷售和更有效的銷售，達成交易，保留 現有客戶并更好地理解你的客戶是誰。本文探討了客戶關系管理模型在獲得、 保持與發展策略方面的優勢。然而，我們對其定義和意義還存在一些困惑。本文 通過考察關系營銷和其他學科方面的相關文獻，解釋了客戶關系管理的概念基 礎,從而對客戶關系管理的知識作出了貢獻。關鍵詞：客戶關系管理模型，客戶關系管理的博弈改變者與關鍵策略 引言CRM是客戶關系管理的簡稱。它的特征在于公司與客戶的溝通 ,無論是銷售 還是服務相關的。客戶關

3、系管理這一術語經常用來解釋企業客戶關系 ，客戶關系 管理系統也以同樣的方式被用來處理商業聯系 ，贏得客戶，達成合同和贏得銷 售。客戶關系管理通常被考慮作為一個業務策略，從而使企業能夠：* 了解客戶*通過更好的客戶體驗留住客戶*吸引新客戶*贏得新客戶和達成合同*提高盈利*減少客戶管理成本*通過服務臺等工具軟件，電子郵件組織者和不同類型的企業應用程序， 企業 業務經常尋求個性化的在線體驗。設計精良的客戶關系管理包括以下特征：1客戶關系管理是一種以顧客為中心并以客戶投入為基礎的服務響應，一 對一的解決客戶的必需品，買家和賣家服務中心直接在線互動 ，幫助客戶解決 他們的疑問。2. 銷售能力自動化一一這

4、個工作可以應用于商品促銷分析，自動跟蹤客戶的 賬戶歷史頻繁的銷售或銷售前景，并協調銷售、營銷、客戶服務中心零售商店為 理解銷售能力自動化。3. 使用技術一一其特性是根據技術趨勢和技能的價值傳遞， 使用技術來提 供“即時”客戶數據。應用數據倉庫技術 ，以聚合交易信息，融合客戶關系管理 解決方案信息，并提供關鍵性能指標。4 機會管理一一該功能有助于公司管理能力的提升，并通過實施好的預測 模型整合銷售歷史以獲得而預測銷售。文獻綜述客戶關系管理是1990年席卷商業界的宏偉概念之一，希望永遠改變企業與 他們客戶的商業方式。然而，就短期來看，因種種原因，它被證明是一個不適用 的方法,其理論上要好于實踐。首

5、先，在跟蹤和保持高容量的記錄中需要不斷精 確化和更新，這看來是如此的困難。然而,在過去的幾年里，更新的軟件系統和高級跟蹤功能大大提高了客戶關 系管理能力，客戶關系管理的真正承諾已成為現實。由于不斷更新的價格,更多可定制的網絡解決方案沖擊了市場 ；競爭導致價格下降，所以，即使是規模相對 較小的企業，也從客戶關系管理項目得到了一些益處。一開始1980年出現的數據庫營銷，僅僅在口頭上規定建立客戶服務組織， 單獨與一 個公司的所有客戶進行溝通。在大多數情況下，關鍵客戶端是一個有價值的工具，能保持溝通渠道的暢通 和定制服務客戶的需求。然而，對于小客戶來說，它傾向于提供重復、近似調查 的信息，凌亂的信息數

6、據庫，并沒有提供任何見解。隨著企業開始追蹤數據庫 信息，他們意識到需要在大多數情況下考慮，他們經常買什么，他們花費什么，他 們做了什么。1990年的推進1990年，公司開始改進客戶關系管理。這已不是簡單地收集數據供自己使 用,他們開始回饋顧客，不僅依據明顯改善客戶服務的目標，而且以激勵、禮物和其他津貼的方式獲得客戶忠誠度。由當前熟悉的傳單計劃開始，包括信用卡消費積分，以及以客戶關系管理中 跟蹤客戶活動和消費模式為基礎的其他資源。客戶關系管理現在被用來增加被 動銷售以及積極改善客戶服務。最近幾年2002年,甲骨文公司發布了他們的90天計劃客戶關系管理的解決方案，通 過公司辦公室快速實施客戶關系管

7、理。方案的提供是設置核心業務的需求。同樣在2002年（客戶關系管理飛速發展的一年），美國的服務訪問點開始使 用“中間設備”中心，它能連接服務訪問點系統外部前臺和后臺系統，實行統一 操作,聯系合作伙伴、員工，及閉關環節中的程序和技術。西貝爾基于持續的業務主要是企業規模交易，愿意在客戶關系管理系統中投 資數百萬,2001年投資達21億。然而,在2002年和2003年收入出現下跌， 幾家規模較小的客戶關系管理公司作為ASP（應用服務提供商）也加入了戰局。這些公司,包括UpShot、網速公司和SalesNet,提供企業客戶關系管理跟蹤和數 據管理而沒有傳統高成本的客戶關系管理在2003年10月出現，西

8、貝爾與國際商業機器公司合作推出客戶關系管理。他們開始托管每月客戶關系管理解決 方案。每月的應用服務供應商號令，別人看來是西貝爾日益混亂的品牌標識和市 場份額的損失。西貝爾建立 UpShot公司幾個月后，他們開始平滑過渡到應用 服務供應商市場。這是一個成功的舉動。競爭者的微軟，告訴我們結果是什么還為時過早，但似乎他們可能得到一 些小企業的份額，并傾向于收購基于熟悉和可用性的企業。應用服務供應商的受 歡迎程度將繼續增長，尤其是在中型企業中，因此一些公司如網速公司、SalesNet和西貝爾的公司需求越來越大。互聯網上的客戶關系管理進入了一個 新時代！市場營銷學者正在研究客戶關系管理的性質和范圍，買家

9、和賣家之間合作的 價值和過程也逐漸概念化。許多學者對營銷的幾個分支學科感興趣，如渠道、 服務營銷、企業對企業營銷、廣告學等等，也正積極地參與研究和探索管理顧客 關系的概念基礎中去。他們樂于研究客戶分類和選擇性的策略和流程；調和與個別客戶的關系，大客戶管理和客戶業務開發流程；頻繁行銷、忠誠度計劃、交叉 銷售和向上銷售機會；以及同客戶合作的各種形式，包括聯合品牌、聯合營銷，公司的發展和其他形式的戰略聯盟（帕維提亞，舍特，2000年）。其他學科的學 者,尤其是那些對信息系統和決策技術領域感興趣學者，也探索新的方法和技術 創建有效的前線信息系統（FIS），有效地管理與顧客的關系。一些軟件工具和技 術聲

10、稱引入商業應用程序解決各個方面客戶關系管理的方案。大多數工具承諾 通過提供重要信息個性化與客戶之間的關系。技術，如協同過濾、基于規則的專家系統、人工智能和關系數據庫也越來越多的被應用于開發企業級解決方案來 管理客戶之間信息的相互交流。本文的目的是評估這些應用程序的工具和技術。 我們的目標是在概念上提供理解客戶關系管理領域的基礎。為此，我們開發了一個框架，以理解客戶關系管理戰略和實施的各個方面。客戶關系管理的五個關鍵策略但究竟客戶關系管理可能帶來的好處是什么呢？雖然今天的市場上信奉的方法有很多，但公司使用這五種策略才能在非決定性的經濟條件下生存和繁榮：1. 關注現有客戶2. 最大化的收入機會3用

11、較少的資源做更多的事4. 降低運營成本5. 優化現有的信息技術資產在商業界，維護現有客戶比獲得新客戶明顯更便宜是共同常識。 通過向員工 提供即時訪問能獲得可操作的客戶數據 ，組織可以更好的識別恰當的顧客，提高 他們的忠誠度，最大限度地發揮其盈利能力。客戶關系管理的好處大多數企業意識到最大的好處是，移動客戶關系管理系統直接來自所有業務 數據存儲并從單一的位置進行訪問。接觸客戶關系管理系統之前，客戶數據分散在辦公文件、電子郵件系統、移動電話數據甚至紙筆記卡和名片盒中。各部門 在中央位置存儲的所有數據（例如銷售、營銷、客戶服務和人力資源 ）給了管理 層和員工立獲得最新數據的機會。部門可以與客戶關系管

12、理系統輕松協作，它能幫助組織培養高效的自動化流程以改進業務流程。其他好處包括能360度的了解所有客戶信息，了解客戶和普通市場想要與 集成現有應用程序以整合所有的業務信息。結論隨著經濟情況的繼續波動，許多組織都在問自己尋求什么策略可以帶來實實 在在的商業利益。在經濟增長的過程中，企業努力擴大其客戶基礎，花大力刺激 經濟增長點。然而當資金緊張時，現有客戶關系發展的重要性越來越顯現出來， 作為組織尋求具有成本效益的方式以獲得業務擴張。雖然沒有特效藥或者靈丹 妙藥,客戶關系管理（CRM）解決方案可以為可持續發展提供基礎 ,使組織在不確 定的時期生存和繁榮。通過投資運營效率 ，組織可以節省開支，在環境情

13、況有所 改善時更好的獲得定位。通過專注于他們的客戶，他們可以繼續培養業務，鞏固關鍵關系，更好的利用收益機會。附件2:外文原文（復印件）IP文獻出處：Goy Kakus. THE RESEARCQFCUSTOMBRELATIONSH MANAGEMENT STRATEGY J. I nternatio nal Journal of Man ageme nt Research & Review, 2017, 1(9): 624-635.THE RESEARCH OFCUSTOMER RELATIONSHIPMANAGEMENT STRATEGYGoy KakusABSTRACTCustomer r

14、elati on shipman ageme nt solutio nsprovide you with thecustomer bus in ess data to help you provide services or products that your customers want, provide better customer service, cross-sell and up sell more effectively, close deals, retaincurrentcustomers and betterun dersta nd who your customer a

15、re. This paper explores the adva ntage of the model of CRM in getting, keeping &growing strategy. However, there is a treme ndous amount of con fusi on regard ing its doma in and meaning.This paper also explainsthe conceptual foundations ofCRM by examinin(the literature on relati on ship market ing

16、and other discipli nes that con tribute to the kno wledge of CRM.Keywords: CRM Model, Game chan ger& key strategies with CRM. INTRODUCTIONCRMs the short form for Customer Relati on ship Man ageme nt.lt en tails all characteristic of com muni catio n that a corporati on has with itsisorservice-relati

17、 on shipman ageme nt is most freque ntly used to expla inabus in ess-customer relatio nship, CRM system is used in the same way tohan dle bus in ess lin ks, clie nts, con tract wins and sales leads.Customer Relati on shipMan ageme nt is ofte n con siderati onof as abus in ess policy that en ables bu

18、s in esses to:* know the customerRetai n customers through better customer experie nee* Magn etize new customer* Win new clie nts and con tracts* Boost profitably* Reduce customer man ageme nt costs* Bus in ess freque ntlylook ingfor ways to pers on alizeon li neexperienee through tools such as help

19、-desk software, email organizers and dissimilartypes ofen terpriseapplicati ons.Well-desig ned CRM in cludes the followi ng characteristics:1. Customer Relati on ship Man ageme nt is a customer-orie nted aspectwith service resp onse based on clie nt in put, on e-to-one soluti ons to customers n eces

20、sities, direct on li nein teract ionswith buyer an(customer service cen ters that facilitate customers solve their query.2. Sales force automation- This job can apply sales promotion analysis, automate track ing of a clie nts acco unt history for freque nt sales orprospect sales, and also coord in a

21、te sales, market ing, call cen ters, and retail outlets in order to understand the sales force automation.3. Use of tech no logy- This feature is about followi ng the tech no logy trend and skills of value deliveri ng using tech no logy to mak up-to-the-seco nd customer data available. It applies da

22、ta warehousetech no logy in order to aggregate tran sacti on in formatio n, to merge theinformationwith CRM solutions, and to provide Key PerformaneeIn dicators.4. Opport unity man ageme nt- This feature helps the compa nyto man age impulsive growth and dema nd and impleme nt a good forecast ing mod

23、el to in tegrate sales history with sales projecti ons.LITERATURE REVIEWCRMs one of those magn ifice nt con cepts that swept the bus in ess world in the 1990s with the promise of forever cha nging the way bus in esses small and large in teracted with their customer bases. In the short term, however,

24、 it proved to be an unwieldy process that was better in theory than in practice for a variety of reasons. First among these was that it was simply so difficult and expensive to track and keep the high volume of records n eeded accurately and con sta ntly update them.In the last severalyears, however

25、, newer software systems andadvaneed tracking features have vastly improved CRMbapabilities and the real promise of CRM is beco ming a reality. As the price of n ewer, more customizable Internet solutio ns have hit the marketplace; competiti on has drive n the prices dow n so that eve n relatively s

26、mall bus in esses are reap ing the ben efits of some custom CRM programs.In the beg innin g.The 1980s saw the emerge nee of database market ing, which was simply a catch phrase to defi ne the practice of sett ing up customer service groups to speak individuallyto all of a companys customers. In the

27、caseof larger, key clients it was a valuable tool for keeping the lines of com muni cati on ope n and tailori ng service to the clie nts n eeds.In the case of smallerclients,however, ittended to providerepetitive, survey-like in formati on that cluttered databases and did nt provide much in sight. A

28、s compa nies bega n track ingdatabase in formati on,they realized that the bare bones were all that was needed in most cases: what they buy regularly, what they spe nd, what they do.Adva nces in the 1990sIn the 1990s compa nies bega n to improve on Customer Relati on ship Man ageme nt by mak ing it

29、more of a two-way street. I nstead of simply gatheringdata for their own use, they began giving back to theircustomers not on ly in terms of the obvious goal of improved customer service, but in incen tives,gifts and other perks for customer loyalty.This was the beginning of the now familiar frequen

30、t flier programs,bonus points on credit cards and a host of other resources that are based on CRM track ing of customer activity and spe nding patter ns. CRM was now being used as a way to in crease sales passively as well as through active improveme nt of customer service.The last few years.In 2002

31、, Oracle released their Global CRM in 90 Days package thatpromised quick implementation of CRMhroughout companyoffices.Offeredwith the package was a set fee service for set-up and training for core bus in ess n eeds.Also in 2002 (a stellar year for CRM), SAP Americas meySAP bega n using a middleware

32、 hub that was capable of conn ect ing SAP systems to externals and front and back office systems for a unified operation that links part ners, employees, process and tech no logies in a closed-loop fun cti on.Siebel con siste ntly based its bus in ess primarily on en terprise sizebus in esses willi

33、ng to inv est millio ns in CRM systems, which worked forthem to the tune of $2.1 billion in 2001. However, in 2002 and 2003 revenues slipped as several smaller CRM firms joined the fray as ASPs (ApplicationService Providers). These companies, includingUpShot,NetSuite and SalesNet, offered bus in ess

34、es CRM-style track ing and data man ageme nt without the high cost oftraditi onal CRM start-up in Octoberof 2003, Siebel lau nched CRM on dema nd in collaboration with IBM. Their entry into the hosted, monthly CRM solution niche hit the marketplace with gale force. To some of the mon thly ASPs it wa

35、s a call to arms, to others it was a sign of Siebels increasing confusion over brand identity and increasingloss of market share. In a stroke of genius, Siebel acquired UpShot a few mon ths later to get them started and smooth their transition into the ASP market. It was a successful move.With Micro

36、soft now in the game, its too soon to tell what the results will be, but it seems likely that they may get some share of small bus in esses that tend to buy based on familiarity and usability. ASPs will continue to grow in popularity as well, especially with mid-sized bus in esses, so compa nies lik

37、e NetSuite, SalesNet and Siebels On Demar will thrive. CRM on the web has come of age!Marketi ng scholars are study ing the n ature and scope of CRM and are developingconceptualizationsregardingthe value and process ofcooperative and collaborativerelati on shipsbetwee n buyers and sellers.Many schol

38、ars with in terests in several subdiscipli nes of market ing, such as cha nn els, services market ing, bus in ess-to-bus in ess marketi ng, advertising, and so forth, are activelyengaged in studying and exploringthe con ceptual foun dati ons of managing relati on ships with customers.They are in ter

39、ested in strategies and processes forcustomerclassificatio n and selectivity; on e-t one relati on ships with in dividual customers; key acco unt man ageme nt and customer bus in essdevelopme ntprocesses; freque ncy marketi ng,loyalty programs, cross-sell ingan(up-sellingopportunities;and various fo

40、rms of partnering with customersincluding co-branding, joint-marketing,co development, and other formsof strategic allia nces (Parvatiyar & Sheth, 2000). Scholars from other academic disciplines, particularly those interested in the area ofin formatio n systems and decisi on tech no logies, are also

41、 explori ng new methodologies and techniques that create efficientfrontlineinformationtowith customers.Several software tools and tech no logies claimi ng soluti ons for various aspects of CRMhave recently been introduced for commercial application.The majority of these tools promise to individualiz

42、e and personalizerelatio nships with customers by provid ing vital in formatio n at everypoint in thein terfacewith the customer.Tech niq ues such ascollaborativefilteri ng,rule-based expert systems, artificial in tellige nee, and relati onal databases are in creas in gly being appliedto develop ent

43、erprise level solutions for managing informationoncustomer in teract ions.The purpose of this paper is not to evaluate theseapplicati on tools and tech no logies.Those aspects are con sideredelsewhere by the authors as well as by several commercial research orga ni zati ons, such as Forrester Resear

44、ch and the Gartner Group. Our objective is to provide a con ceptual foun dati on for un dersta nding the domain of customer relationshipmanagement. To do so, we develop aframework for un dersta nding the various aspects of CRM strategy and impleme ntatio n.CRM SOFTWARESelect ing a Customer Relati on

45、 ship Man ageme nt program means finding the software that fits the companys needs. CRMsoftware comes with man features and tools, and despite the fact that manyof CRMproducts offer alike feature sets, there are some unique tools in each one. Programs can be divided into categories by the following

46、criteria: Features mean how well it integrates with other applications(ex. Outlook, Gmail, iCalletc.) and how availableinformationis. It covers everythingfromcale ndar alerts and to-do lists to mobile access and synchroni zati on capabilities.Con tact in formatio nranking outl ines the programs abil

47、ity to store specific in formatio n for each con tact. Busin ess world is afast-paced so managers are needs to be able to access customersin formatio n.Sales andtosustain current clientsand gain newones. Important that this tools help find campaigns with positive ROI and those that are not performed

48、. Ease of use is about apps design. Programs are checked on clean, quickn avigati on and easy-to-locate of the most importa nt items. Help andsupport is about what support Customer Relati on ship Man ageme ntsoftwareproducer provides for their productRESEARCH METHODOLOGYThis research paper is based

49、on the sec on dary sources of datacollected from Books, Journals, various research papers, differentreports published by Govt. &other age ncies, n ewspaper &intern et.Five Key Strategies with CRMBut what exactly does CRMen able and what are the possible ben efits?While there are surely man yapproach

50、es being espoused in the market today,there are five main strategies that compa nies can employ to survive andthrive duri ng in decisive econo mic con diti ons:1. Focus on existi ng customers2. Maximize reve nue opport un ities3. Do more with less4. Reduce operati onal costs5. Optimize exist ing IT

51、assetsIt is com mon kno wledge in bus in ess circles that it is appreciablycheaper to maintain existing customers than to attainnew on es. Byprovid ing employees with immediate access to action able customer data,orga ni zati ons can better recog nize the right customers, enhance theirloyalty, and m

52、aximize their profitability.Effective customer retentionbegins with knowledge. Companies shouldassemble a complete customerprofile that allows users to see alldemographic data, interactions,com muni cati ons, and purchases made. Thisinformation,combined with robust segmentationand analysistools,enab

53、les organizationsto better gauge the profitability of each customer.Organizations can then create programs and policies appropriate with thecustomers profitability.For example, orga ni zati onscan con figure callrouting systems to automatically identify highvalue customers and route them to premium

54、customer service represe ntatives. Or with access to key metrics agents maybe empoweredto provide on-the-spot discounts balaneed with each customers value. But routi ng the call is only the beg inning.In todays market customers want quality n ot qua ntity of in formatio n.Customer service age nts sh

55、ould be empowered to resolve issuesmore fastby being equipped with a complete client history and a full view of service in cide nts so they can zero in on releva nt facts and provide the appropriate service or product. And with access to order and inv oice in formatio n within the CRM system itself,

56、 customer service age nts can quickly an swer billi ng questi ons without tedious tran sfers to other departme nts. As importa nt as efficie nt inbound com muni cati on is, it is proactive, releva nt com muni cati on that ofte n en dears an orga ni zati ontoits customers. For example, organizationsc

57、an set up an automated processto alert affected customers of possible issues, such as product defects, and the n automatically send out proactive com muni catio ns to keep their customer base in formed.Or they can set up a simple process toautomatically send out timely messages, like birthday cards or product vouchers based on a specific date or long customer loyalty to show appreciation to the customer. It is often these little things that strengthen the connection between company and customer. With 360- deg