外文文献
文 献 出 处 ： Goy Kakus. THE RESEARCH OFCUSTOMER RELATIONSHIP MANAGEMENT STRATEGY [J]. International Journal of Management Research amp; Review, 2017, 1(9): 624-635.
Goy Kakus。 客户关系管理策略研究[J]。 国际管理研究与评论期刊，2017，1（9）：624-635。
THE RESEARCH OFCUSTOMER RELATIONSHIP
MANAGEMENT STRATEGY
Goy Kakus
ABSTRACT
Customer relationship management solutions provide you with the customer business data to help you provide services or products that your customers want, provide better customer service, cross-sell and up sell more effectively, close deals, retain current customers and better understand who your customer are. This paper explores the advantage of the model of CRM in getting, keeping amp;growing strategy. However, there is a tremendous amount of confusion regarding its domain and meaning. This paper also explains the conceptual foundations of CRM by examining the literature on relationship marketing and other disciplines that contribute to the knowledge of CRM.
Keywords: CRM Model, Game changeramp; key strategies with CRM.
INTRODUCTION
CRM is the short form for Customer Relationship Management. It entails all characteristic of communication that a corporation has with its client, whether it is sales or service-related. While the term customer relationship management is most frequently used to explain a business-customer relationship, CRM system is used in the same way to handle business links, clients, contract wins and sales leads.
Customer Relationship Management is often consideration of as a business policy that enables businesses to:
* know the customer
* Retain customers through better customer experience
* Magnetize new customer
* Win new clients and contracts
* Boost profitably
* Reduce customer management costs
* Business frequently looking for ways to personalize online experience through tools such as help-desk software, email organizers and dissimilar types of enterprise applications. Well-designed CRM includes the following characteristics:
1. Customer Relationship Management is a customer-oriented aspect with service response based on client input, one-to-one solutions to customers#39; necessities, direct online interactions with buyer and customer service centers that facilitate customers solve their query.
2. Sales force automation- This job can apply sales promotion analysis, automate tracking of a client#39;s account history for frequent sales or prospect sales, and also coordinate sales, marketing, call centers, and retail outlets in order to understand the sales force automation.
3. Use of technology- This feature is about following the technology trend and skills of value delivering using technology to make 'up-to-the-second' customer data available. It applies data warehouse technology in order to aggregate transaction information, to merge the information with CRM solutions, and to provide Key Performance Indicators.
4. Opportunity management- This feature helps the company to manage impulsive growth and demand and implement a good forecasting model to integrate sales history with sales projections.
LITERATURE REVIEW
CRM is one of those magnificent concepts that swept the business world in the 1990#39;s with the promise of forever changing the way businesses small and large interacted with their customer bases. In the short term, however, it proved to be an unwieldy process that was better in theory than in practice for a variety of reasons. First among these was that it was simply so difficult and expensive to track and keep the high volume of records needed accurately and constantly update them.
In the last several years, however, newer software systems and advanced tracking features have vastly improved CRM capabilities and the real promise of CRM is becoming a reality. As the price of newer, more customizable Internet solutions have hit the marketplace; competition has driven the prices down so that even relatively small businesses are reaping the benefits of some custom CRM programs.
In the beginning...
The 1980#39;s saw the emergence of database marketing, which was simply a catch phrase to define the practice of setting up customer service groups to speak individually to all of a company#39;s customers. In the case of larger, key clients it was a valuable tool for keeping the lines of communication open and tailoring service to the client#39;s needs.
In the case of smaller clients, however, it tended to provide repetitive, survey-like information that cluttered databases and didn#39;t provide much insight. As companies began tracking database information, they realized that the bare bones were all that was needed in most cases: what they buy regularly, what they spend, what they do.
Advances in the 1990#39;s
In the 1990#39;s companies began to improve on Customer Relationship Management by making it more of a two-way street. Instead of simply gathering data for their own use, they began giving back to their customers not only in terms of the obvious goal of improved customer service, but in incentives, gifts and other perks for customer loyalty.
This was the beginning of the now familiar frequent flier programs, bonus points on credit cards and a host of other resources that are based on CRM tracking of customer activity and spending patterns. CRM was now being used as a way to increase sales passively as well as through active improvement of customer service.
The last few years...
In 2002, Oracle released their Global CRM in 90 Days package that promised quick implementation of CRM throughout company offices. Offered with the package was a set fee service for set-up and training for core business
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外文文献
THE RESEARCH OFCUSTOMER RELATIONSHIP
MANAGEMENT STRATEGY
by Goy Kakus from America.
From《 International Journal of Management Research amp; Review, 》2017, 1(9): 624-635.
ABSTRACT
Customer relationship management solutions provide you with the customer business data to help you provide services or products that your customers want, provide better customer service, cross-sell and up sell more effectively, close deals, retain current customers and better understand who your customer are. This paper explores the advantage of the model of CRM in getting, keeping amp;growing strategy. However, there is a tremendous amount of confusion regarding its domain and meaning. This paper also explains the conceptual foundations of CRM by examining the literature on relationship marketing and other disciplines that contribute to the knowledge of CRM.
Keywords: CRM Model, Game changeramp; key strategies with CRM.
INTRODUCTION
CRM is the short form for Customer Relationship Management. It entails all characteristic of communication that a corporation has with its client, whether it is sales or service-related. While the term customer relationship management is most frequently used to explain a business-customer relationship, CRM system is used in the same way to handle business links, clients, contract wins and sales leads.
Customer Relationship Management is often consideration of as a business policy that enables businesses to:
* know the customer
* Retain customers through better customer experience
* Magnetize new customer
* Win new clients and contracts
* Boost profitably
* Reduce customer management costs
* Business frequently looking for ways to personalize online experience through tools such as help-desk software, email organizers and dissimilar types of enterprise applications. Well-designed CRM includes the following characteristics:
1. Customer Relationship Management is a customer-oriented aspect with service response based on client input, one-to-one solutions to customers#39; necessities, direct online interactions with buyer and customer service centers that facilitate customers solve their query.
2. Sales force automation- This job can apply sales promotion analysis, automate tracking of a client#39;s account history for frequent sales or prospect sales, and also coordinate sales, marketing, call centers, and retail outlets in order to understand the sales force automation.
3. Use of technology- This feature is about following the technology trend and skills of value delivering using technology to make 'up-to-the-second' customer data available. It applies data warehouse technology in order to aggregate transaction information, to merge the information with CRM solutions, and to provide Key Performance Indicators.
4. Opportunity management- This feature helps the company to manage impulsive growth and demand and implement a good forecasting model to integrate sales history with sales projections.
LITERATURE REVIEW
CRM is one of those magnificent concepts that swept the business world in the 1990#39;s with the promise of forever changing the way businesses small and large interacted with their customer bases. In the short term, however, it proved to be an unwieldy process that was better in theory than in practice for a variety of reasons. First among these was that it was simply so difficult and expensive to track and keep the high volume of records needed accurately and constantly update them.
In the last several years, however, newer software systems and advanced tracking features have vastly improved CRM capabilities and the real promise of CRM is becoming a reality. As the price of newer, more customizable Internet solutions have hit the marketplace; competition has driven the prices down so that even relatively small businesses are reaping the benefits of some custom CRM programs.
In the beginning...
The 1980#39;s saw the emergence of database marketing, which was simply a catch phrase to define the practice of setting up customer service groups to speak individually to all of a company#39;s customers. In the case of larger, key clients it was a valuable tool for keeping the lines of communication open and tailoring service to the client#39;s needs.
In the case of smaller clients, however, it tended to provide repetitive, survey-like information that cluttered databases and didn#39;t provide much insight. As companies began tracking database information, they realized that the bare bones were all that was needed in most cases: what they buy regularly, what they spend, what they do.
Advances in the 1990#39;s
In the 1990#39;s companies began to improve on Customer Relationship Management by making it more of a two-way street. Instead of simply gathering data for their own use, they began giving back to their customers not only in terms of the obvious goal of improved customer service, but in incentives, gifts and other perks for customer loyalty.
This was the beginning of the now familiar frequent flier programs, bonus points on credit cards and a host of other resources that are based on CRM tracking of customer activity and spending patterns. CRM was now being used as a way to increase sales passively as well as through active improvement of customer service.
The last few years...
In 2002, Oracle released their Global CRM in 90 Days package that promised quick implementation of CRM throughout company offices. Offered with the package was a set fee service for set-up and training for core business needs. .
Also in 2002 (a stellar year for CRM), SAP America#39;s meySAP began using a 'middleware' hub that was capable of connecting
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