外文翻譯--客戶關(guān)系管理（crm）的理論及應(yīng)用研究-文庫吧
2025-08-04 12:10 本頁面
【正文】 elationship 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 anizations 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 emerce solution, such as the use of a personalization engine on the Inter 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 anization 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 alternative perspectives 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. GrabnerKraeuter and Moedritscher (2020) 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 (2020) 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 processoriented crossfunctional conceptualization of CRM. For example, Sue and Morin (2020, 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 (2020, p. 91) develops a “basic model, which contains a set of 7 basic ponents: 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 processbased conceptualization. This gap in the literature suggests that there is a need for a new systematic processbased CRM strategy framework. Synthesis of the diverse concepts in the literature on CRM and relationship marketing into a single, processbased framework should provide practical insights to help panies achieve greater success with CRM strategy development and implementation.
公司管理相關(guān)推薦
鄂ICP備17016276號-1