【正文】 ent 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 panies and executives from three CRM consulting firms. Participants at several academic conferences on CRM and relationship marketing also assisted with ments and criticisms of previous versions. With evolving versions of the framework, we bined a synthesis of relevant literature with fieldbased interactions involving the groups. The framework went through a considerable number of major iterations and minor revisions。 how to build relationships with the targeted customers。 本科生畢業(yè)設(shè)計（論文） 外文翻譯 畢業(yè)設(shè)計（論文）題目： 客戶關(guān)系管理（ CRM）的理論及應(yīng)用研究 外文題目： A Strategic Framework for Customer Relationship Management 譯文題目： 客戶關(guān)系管理的戰(zhàn)略框架 學(xué) 生 姓 名： 袁博 專 業(yè)： 工業(yè)工程 0601 指導(dǎo)教師姓名： 徐方超 評 閱 日 期： Adrian Payne amp。 tools for targeting the customers。 and ?Using the framework as a planning tool in two panies: global telemunications and global logistics. Six workshops were held in each pany. Process Identification and the CRM Framework We 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 oute of this work was a short 170 / Journal of Marketing, October 2020 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 and to agree on those that were the most relevant and generic. After an initial group workshop, each panel member independently pleted a list representing his or her view of the key generic processes that met the six previously agreedon 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。 其次，我們認(rèn)為需要一個跨職能，基于流程的 CRM 的方法。在學(xué)術(shù)社群中，“營銷關(guān)系”概念和客戶關(guān)系管理經(jīng)常是可以互換的（ Parvatiyar and Sheth 2020）。我們從這個列表里排除了其他類似的定義。“而且許多首創(chuàng)的東西沒有明確的在框架中確定 .” Winner（ 2020，第 91 頁）開發(fā)了一個“基本的模型，包含了 7 個基本組件：一個客戶活動數(shù)據(jù)庫；數(shù)據(jù)庫分析；給出分析結(jié)果，描述要以哪個客戶為目標(biāo)。并且測試了概念、想法和結(jié)果通過與不同的目標(biāo)小組交互而得出“一個完整的研究過程”。 數(shù)據(jù)被反饋給小組，接著一個詳細(xì)的討論以幫助確定我們對流程類別的理解。這個框架通過了相當(dāng)大數(shù)量的主要循環(huán)和少量修訂；最終版本出現(xiàn)在圖 2. 這個概念性的框架描繪了相互作用的戰(zhàn)略流程集，這些以一個有組織的戰(zhàn)略的詳細(xì)評審（戰(zhàn)略開發(fā)流程）為開始 ，并包括了一個在商業(yè)結(jié)果的重要性，提升了共享價值（性能評價流程）。 英文翻譯指導(dǎo)教師評閱意見 指導(dǎo)教師簽字： 年 月 日