客戶關系管理外文翻譯-其他專業(yè)-文庫吧資料
2025-01-27 10:38本頁面
【正文】 1). Training as a moderator may also impact customer service people as well. In addition, a customer39。 Chin, 2021). One potential CRM benefit that did not make the list includes improved employee motivation (Rigby et al., 2021). This benefit was mentioned in only one study and therefore fails to achieve critical mass for inclusion in a list of core/foundational benefits. Our goal in creating this list was to capture the core benefits of CRM initiatives that represent CRM benefits in a fairly prehensive way capturing both the revenue generation (., improved sales performance) and cost saving (., integrated across channels) attempts often associated with investments in customer relationships. Given the close conceptual alignment of CRM and CE noted above, we will use these core benefits as value drivers that managers employ to create CE across their customer relationships. 4. Benefits of this approach to measuring CRM Foremost in this study is the recognition that greater clarity is needed regarding the definition of CRM and the identification of core CRM benefits that drive CE. Whether strategic or operational, definitions of CRM must provide clearer guidelines for its measurement. In this context, a dualistic definition is supported, where both process and strategy elements of CRM are considered simultaneously to provide an overall assessment of a pany39。 6) improved customer service efficiency and effectiveness。 4) individualized marketing messages。 2) integrated offerings across channels。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 v
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