【正文】 of CRM are considered simultaneously to provide an overall assessment of a pany39。 4) individualized marketing messages。s value equity, brand equity and relationship equity which are ponents of customer equity. Ten propositions explore the anticipated effects of these drivers and form an agenda for future research. These propositions establish a framework for measuring CRM and supporting the link between CRM and performance. 2. Core CRM benefits Early CRM researchers had hypothesized that CRM benefits varied by industry as the processes and technologies associated with CRM were tailored to specific industry structures (Rust, Lemon, Zeithaml, 2021). However, findings in a recent cross cultural, multiindustry study of CRM done by Reinartz et al. (2021) support the notion that desired CRM benefits do not vary greatly across industries or countries, as had earlier been thought. This later finding lends support to the idea that core benefits associated with CRM initiatives exist across contexts. It is this set of core benefits that we will identify and use to build our model linking CRM benefits to the three ponents of CE: relationship, value and brand equity. We will position each desired benefit as a value driver for CRM. These value drivers represent the activities associated with the goal of improving customer relationships. The following lists of desired CRM benefits were collected and summarized from an extensive survey of recent CRM studies. Each benefit was selected based on two criteria. First, for a benefit to be considered a core benefit it must be cited multiple times by different authors. This suggests that the benefit is sought across many types of CRM implementations. Second, the benefit must be conceptually consistent with our definition of CRM, which includes both software and process changes intended to support the development of important customer relationships based on a firm39。很清楚地 ,每個建議將需要小心地調(diào)查求證， 如測試特定的假設(shè)。在個別項目的努力中將會為需要搜尋節(jié)制情況而插入被提議的關(guān)系。其次，對 這些建議 測試 的 必需的數(shù)據(jù)將會來自公司 對買主和賣方的記錄以及 調(diào)查 ， 甚至由于改良的客戶關(guān)系管理技術(shù)在適當?shù)奈恢?，?可以 保持挑戰(zhàn)收集的這些數(shù)據(jù)的類型 ， 由于來自多樣的公司數(shù)據(jù) ， 所以一定要在研究程序中合作。 5. 未來研究方向 當為未來研究這一個大綱所 追求 目標 的時候 ， 它是我們的希望 ,研究 領(lǐng)域?qū)咏搅私饪蛻絷P(guān)系管理能力的投資沖擊。對 于 CE的價值， 是率先為客戶關(guān)系管理提供商標和關(guān)系公正的客戶知覺以及為他們 后來 在沖擊中 測定 到的 變化提供財政責(zé)任。寬廣的測量方式被很好地推廣到適 合它的 所有的領(lǐng)域，如客戶關(guān)系管理。在 被講到定義和測量客戶關(guān)系管理的早先困難 時 ,是沒有測量嘗試他們的標準 的 。在這上下文中，一種二元的定義被支持 , 包括客戶關(guān)系管理的程序和策略元素在內(nèi)同時 被考慮提供程序，技術(shù)和被講到的率先對客戶關(guān)系管理進行投資的策略的一個全面的評估。我們的目標 是 在創(chuàng)造這一本目錄方面 時 要捕獲核心以表現(xiàn)客戶關(guān)系管理利益來公平地 以 包羅萬象的方式使兩者都獲得穩(wěn)定的收入是客戶關(guān)系管理率先要求的利益 (舉例來說 ,提高銷售的表現(xiàn) )和節(jié)省費用 (舉例來說 , 整合引導(dǎo) )， 由于客戶關(guān)系的投資而時常聯(lián)合被嘗試。舉例來說 ,在被講到的客戶關(guān)系管理中有提高銷售力量效率和效力，但是有銷售力量的自動化 (SFA) 是客戶關(guān)系管理的一個子集這一觀點