客户关系管理英文文献翻译及参考文献 第3页
Critical factors for customer relationship management
1 Introduction
Within the present business environment, characterized by an increasingly aggressive competence, the battle to win customers is stronger every day. Companies that enter to compete in a new market weaken the already existing and solid ones, due to the new ways of doing and conceiving businesses. One of the factors that have driven all these changes is the constant change and the evolution of technology. Because of this reality, the CRM concept has evolved in such a way that nowadays it must be viewed as a strategy to maintain a long-term relationship with the customers.
Further to the knowledge and implications that surround a CRM, one of the main problems is that no model exists to guide companies in the implementation of this type of strategy. Each company is different, has its own culture and business processes, etc. Consequently, it is important not to consider CRM as a magical solution that will solve all the company’s problems. On the contrary, it must be studied to know its benefits and impacts for the organization. The implementation of this strategy requires hard work to be successful. 本文来自辣.文;论^文-网
When managing the transition to a customer-centric organization, it is mandatory to develop the capabilities to acquire the necessary resources, knowledge, and tools to meet customer’s requirements with the appropriate products and services. Unfortunately, many organizations, especially financial ones, have a product-oriented culture which could be inconsistent with the customer’s expectations. These organizations tend to set the processes in terms of the product lines instead of the customer lines. Furthermore, these companies have a legacy of customers who often become unprofitable and they lack the ability to properly develop strategies to meet the services required by the entire customer base. 毕业论文
http://www.751com.cnOur goal is to propose a model based on CSFs for a CRM strategy, conformed by a set of 13 CSFs with their 55 corresponding metrics, which will serve as a guide for organizations wishing to apply this type of strategy. These factors cover the three key aspects of every CRM strategy: human factor, processes, and technology; giving a global focus and propitiating success in the implementation of a CRM strategy. The proposal of these factors to guarantee a successful CRM implementation responds to the necessity of an integrated and balanced approach to technology, process, and people. In addition, we evaluate the CSFs proposed and that evaluation shows that they can be upgraded, analyzed in depth, and adapted to the different markets where they are to be implemented. As a result of a features analysis – survey, we can conclude that the overall expert evaluation was positive and that the chosen CSFs are the starting point for the evaluation of a CRM strategy from a systematic standpoint.
The following sections will show the reality confronted by companies when undertaking CRM projects, and the aspects that a CRM strategy involves, with the purpose of providing support to formulate the aspects that address the success of its implementation. First, a brief description of the concepts related to CRM is provide; then, the research methodology is described, before the presentation of the proposal of the CSFs for a CRM strategy, as well as the planning and execution of its evaluation through the features analysis – survey method, which was selected by using the DESMET methodology. Lastly, a results analysis is described, as well as the conclusions reached in this research.
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