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计算机与软件工程学院 计算机科学技术(软件工程方向) GoyKakus.THE RESEARCH OFCUSTOMER RELATIONSHIP MANAGEMENT STRATEGY [J]. International Journal of Management Research & Review, 2017, 1(9): 624-635. 1. 外文资料翻译译文；2. 外文原文。
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附件1：外文资料翻译译文
客户关系管理战略研究
Goy Kakus
摘要
客户关系管理解决方案，通过为你提供客户业务数据来帮助你提供客户想要的服务或产品, 提供更好的客户服务、交叉销售和更有效的销售, 达成交易, 保留现有客户并更好地理解你的客户是谁。本文探讨了客户关系管理模型在获得、保持与发展策略方面的优势。然而, 我们对其定义和意义还存在一些困惑。本文通过考察关系营销和其他学科方面的相关文献，解释了客户关系管理的概念基础, 从而对客户关系管理的知识作出了贡献。
关键词:客户关系管理模型, 客户关系管理的博弈改变者与关键策略
引言
CRM 是客户关系管理的简称。它的特征在于公司与客户的沟通, 无论是销售还是服务相关的。客户关系管理这一术语经常用来解释企业客户关系, 客户关系管理系统也以同样的方式被用来处理商业联系, 赢得客户, 达成合同和赢得销售。
客户关系管理通常被考虑作为一个业务策略，从而使企业能够:
*了解客户
*通过更好的客户体验留住客户
*吸引新客户
*赢得新客户和达成合同
*提高盈利
*减少客户管理成本
*通过服务台等工具软件, 电子邮件组织者和不同类型的企业应用程序，企业业务经常寻求个性化的在线体验。
设计精良的客户关系管理包括以下特征:
1．客户关系管理是一种以顾客为中心并以客户投入为基础的服务响应，一对一的解决客户的必需品, 买家和卖家服务中心直接在线互动, 帮助客户解决他
们的疑问。
2．销售能力自动化——这个工作可以应用于商品促销分析, 自动跟踪客户的账户历史频繁的销售或销售前景, 并协调销售、营销、客户服务中心零售商店为理解销售能力自动化。
3．使用技术——其特性是根据技术趋势和技能的价值传递，使用技术来提供“即时”客户数据。应用数据仓库技术, 以聚合交易信息, 融合客户关系管理解决方案信息, 并提供关键性能指标。
4．机会管理——该功能有助于公司管理能力的提升，并通过实施好的预测模型整合销售历史以获得而预测销售。
文献综述
客户关系管理是 1990 年席卷商业界的宏伟概念之一，希望永远改变企业与他们客户的商业方式。然而, 就短期来看, 因种种原因，它被证明是一个不适用的方法, 其理论上要好于实践。首先，在跟踪和保持高容量的记录中需要不断精确化和更新，这看来是如此的困难。
然而, 在过去的几年里, 更新的软件系统和高级跟踪功能大大提高了客户关系管理能力，客户关系管理的真正承诺已成为现实。由于不断更新的价格, 更多可定制的网络解决方案冲击了市场; 竞争导致价格下降, 所以, 即使是规模相对较小的企业，也从客户关系管理项目得到了一些益处。
一开始„„
1980 年出现的数据库营销, 仅仅在口头上规定建立客户服务组织，单独与一个公司的所有客户进行沟通。
在大多数情况下, 关键客户端是一个有价值的工具, 能保持沟通渠道的畅通和定制服务客户的需求。然而, 对于小客户来说, 它倾向于提供重复、近似调查的信息，凌乱的信息数据库，并没有提供任何见解。随着企业开始追踪数据库信息, 他们意识到需要在大多数情况下考虑, 他们经常买什么, 他们花费什么, 他们做了什么。
1990 年的推进
1990 年，公司开始改进客户关系管理。这已不是简单地收集数据供自己使用, 他们开始回馈顾客，不仅依据明显改善客户服务的目标, 而且以激励、礼物和
其他津贴的方式获得客户忠诚度。
由当前熟悉的传单计划开始, 包括信用卡消费积分，以及以客户关系管理中跟踪客户活动和消费模式为基础的其他资源。客户关系管理现在被用来增加被动销售以及积极改善客户服务。
最近几年„„
2002 年, 甲骨文公司发布了他们的 90 天计划客户关系管理的解决方案，通过公司办公室快速实施客户关系管理。方案的提供是设置核心业务的需求。
同样在 2002 年(客户关系管理飞速发展的一年) ，美国的服务访问点开始使用“中间设备”中心, 它能连接服务访问点系统外部前台和后台系统，实行统一操作, 联系合作伙伴、员工，及闭关环节中的程序和技术。
西贝尔基于持续的业务主要是企业规模交易，愿意在客户关系管理系统中投资数百万, 2001 年投资达 21 亿。然而, 在 2002 年和 2003年收入出现下跌，几家规模较小的客户关系管理公司作为 ASP(应用服务提供商) 也加入了战局。这些公司, 包括 UpShot 、网速公司和SalesNet, 提供企业客户关系管理跟踪和数据管理而没有传统高成本的客户关系管理在 2003 年 10 月出现, 西贝尔与国际商业机器公司合作推出客户关系管理。他们开始托管每月客户关系管理解决方案。每月的应用服务供应商号令, 别人看来是西贝尔日益混乱的品牌标识和市场份额的损失。西贝尔建立 UpShot 公司几个月后，他们开始平滑过渡到应用服务供应商市场。这是一个成功的举动。
竞争者的微软, 告诉我们结果是什么还为时过早, 但似乎他们可能得到一些小企业的份额, 并倾向于收购基于熟悉和可用性的企业。应用服务供应商的受欢迎程度将继续增长, 尤其是在中型企业中, 因此一些公司如网速公司、SalesNet 和西贝尔的公司需求越来越大。互联网上的客户关系管理进入了一个新时代!
市场营销学者正在研究客户关系管理的性质和范围, 买家和卖家之间合作的价值和过程也逐渐概念化。许多学者对营销的几个分支学科感兴趣，如渠道、服务营销、企业对企业营销、广告学等等, 也正积极地参与研究和探索管理顾客关系的概念基础中去。他们乐于研究客户分类和选择性的策略和流程; 调和与个别客户的关系, 大客户管理和客户业务开发流程; 频繁行销、忠诚度计划、交叉销售和向上销售机会; 以及同客户合作的各种形式，包括联合品牌、联合营销, 公司的
发展和其他形式的战略联盟(帕维提亚，舍特,2000 年) 。其他学科的学者, 尤其是那些对信息系统和决策技术领域感兴趣学者, 也探索新的方法和技术, 创建有效的前线信息系统(FIS)，有效地管理与顾客的关系。一些软件工具和技术声称引入商业应用程序解决各个方面客户关系管理的方案。大多数工具承诺通过提供重要信息个性化与客户之间的关系。技术, 如协同过滤、基于规则的专家系统、人工智能和关系数据库也越来越多的被应用于开发企业级解决方案来管理客户之间信息的相互交流。本文的目的是评估这些应用程序的工具和技术。我们的目标是在概念上提供理解客户关系管理领域的基础。为此, 我们开发了一个框架，以理解客户关系管理战略和实施的各个方面。
客户关系管理的五个关键策略
但究竟客户关系管理可能带来的好处是什么呢? 虽然今天的市场上信奉的方法有很多, 但公司使用这五种策略才能在非决定性的经济条件下生存和繁荣:
1. 关注现有客户
2．最大化的收入机会
3．用较少的资源做更多的事
4．降低运营成本
5．优化现有的信息技术资产
在商业界，维护现有客户比获得新客户明显更便宜是共同常识。通过向员工提供即时访问能获得可操作的客户数据, 组织可以更好的识别恰当的顾客, 提高他们的忠诚度, 最大限度地发挥其盈利能力。
客户关系管理的好处
大多数企业意识到最大的好处是，移动客户关系管理系统直接来自所有业务数据存储并从单一的位置进行访问。接触客户关系管理系统之前, 客户数据分散在办公文件、电子邮件系统、移动电话数据甚至纸笔记卡和名片盒中。各部门在中央位置存储的所有数据(例如销售、营销、客户服务和人力资源) 给了管理层和员工立获得最新数据的机会。部门可以与客户关系管理系统轻松协作, 它能帮助组织培养高效的自动化流程以改进业务流程。
其他好处包括能 360 度的了解所有客户信息, 了解客户和普通市场想要与集成现有应用程序以整合所有的业务信息。
结论
随着经济情况的继续波动, 许多组织都在问自己寻求什么策略可以带来实实在在的商业利益。在经济增长的过程中, 企业努力扩大其客户基础, 花大力刺激经济增长点。然而当资金紧张时，现有客户关系发展的重要性越来越显现出来，作为组织寻求具有成本效益的方式以获得业务扩张。虽然没有特效药或者灵丹妙药, 客户关系管理(CRM)解决方案可以为可持续发展提供基础, 使组织在不确定的时期生存和繁荣。通过投资运营效率, 组织可以节省开支, 在环境情况有所改善时更好的获得定位。通过专注于他们的客户, 他们可以继续培养业务, 巩固关键关系, 更好的利用收益机会。
附件2：外文原文（复印件）
文献出处： Goy Kakus. THE RESEARCH OFCUSTOMER RELATIONSHIP MANAGEMENT STRATEGY [J]. International Journal of Management Research & Review, 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 &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 changer& 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' 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'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'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'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'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's needs.
In the case of smaller clients, however, it tended to provide repetitive, survey-like information that cluttered databases and didn'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's
In the 1990'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's meySAP began using a "middleware" hub that was capable of connecting SAP systems to externals and front and back office systems for a unified operation that links partners, employees, process and technologies in a closed-loop function.
Siebel consistently based its business primarily on enterprise size businesses willing to invest millions in CRM systems, which worked for them to the tune of $2.1
billion in 2001. However, in 2002 and 2003 revenues slipped as several smaller CRM firms joined the fray as ASP's (Application Service Providers). These companies, including UpShot, NetSuite and SalesNet, offered businesses CRM-style tracking and data management without the high cost of traditional CRM start-up in October of 2003, Siebel launched CRM on demand in collaboration with IBM. Their entry into the hosted, monthly CRM solution niche hit the marketplace with gale force. To some of the monthly ASP's it was a call to arms, to others it was a sign of Siebel's increasing confusion over brand identity and increasing loss of market share. In a stroke of genius, Siebel acquired UpShot a few months later to get them started and smooth their transition into the ASP market. It was a successful move.
With Microsoft now in the game, it's too soon to tell what the results will be, but it seems likely that they may get some share of small businesses that tend to buy based on familiarity and usability. ASP's will continue to grow in popularity as well, especially with mid-sized businesses, so companies like NetSuite, SalesNet and Siebel's On Demand will thrive. CRM on the web has come of age!
Marketing scholars are studying the nature and scope of CRM and are developing conceptualizations regarding the value and process of cooperative and collaborative relationships between buyers and sellers. Many scholars with interests in several subdisciplines of marketing, such as channels, services marketing, business-to-business marketing, advertising, and so forth, are actively engaged in studying and exploring the conceptual foundations of managing relationships with customers. They are interested in strategies and processes for customer classification and selectivity; one-tone relationships with individual customers; key account management and customer business development processes; frequency marketing, loyalty programs, cross-selling and up-selling opportunities; and various forms of partnering with customers including co-branding, joint-marketing, co development, and other forms of strategic alliances (Parvatiyar &Sheth, 2000). Scholars from other academic disciplines, particularly those interested in the area of information systems and decision technologies, are also exploring new methodologies and techniques that create efficient frontline information systems (FIS) to effectively manage
relationships with customers. Several software tools and technologies claiming solutions for various aspects of CRM have recently been introduced for commercial application. The majority of these tools promise to individualize and personalize relationships with customers by providing vital information at every point in the interface with the customer. Techniques such as collaborative filtering, rule-based expert systems, artificial intelligence, and relational databases are increasingly being applied to develop enterprise level solutions for managing information on customer interactions. The purpose of this paper is not to evaluate these application tools and technologies. Those aspects are considered elsewhere by the authors as well as by several commercial research organizations, such as Forrester Research and the Gartner Group. Our objective is to provide a conceptual foundation for understanding the domain of customer relationship management. To do so, we develop a framework for understanding the various aspects of CRM strategy and implementation.
CRM SOFTWARE
Selecting a Customer Relationship Management program means finding the software that fits the company's needs. CRM software comes with many features and tools, and despite the fact that many of CRM products offer alike feature sets, there are some unique tools in each one. Programs can be divided into categories by the following criteria: Features mean how well it integrates with other applications (ex. Outlook, Gmail, iCall etc.) and how available information is. It covers everything from calendar alerts and to-do lists to mobile access and synchronization capabilities. Contact information ranking outlines the program's ability to store specific information for each contact. Business world is a fast-paced so managers are needs to be able to access customer's information quickly. Sales and marketing tools designed to help and sustain current clients and gain new ones. Important that this tools help find campaigns with positive ROI and those that are not performed. Ease of use is about app's design. Programs are checked on clean, quick navigation and easy-to-locate of the most important items. Help and support is about what support Customer Relationship Management software producer provides for their product
RESEARCH METHODOLOGY
This research paper is based on the secondary sources of data collected from Books, Journals, various research papers, different reports published by Govt. &other agencies, newspaper &internet.
Five Key Strategies with CRM
But what exactly does CRM enable and what are the possible benefits? While there are surely many approaches being espoused in the market today, there are five main strategies that companies can employ to survive and thrive during indecisive economic conditions:
1. Focus on existing customers
2. Maximize revenue opportunities
3. Do more with less
4. Reduce operational costs
5. Optimize existing IT assets
It is common knowledge in business circles that it is appreciably cheaper to maintain existing customers than to attain new ones. By providing employees with immediate access to actionable customer data, organizations can better recognize the right customers, enhance their loyalty, and maximize their profitability.
Effective customer retention begins with knowledge. Companies should assemble a complete customer profile that allows users to see all demographic data, interactions, communications, and purchases made. This information, combined with robust segmentation and analysis tools, enables organizations to better gauge the profitability of each customer. Organizations can then create programs and policies appropriate with the customer's profitability. For example, organizations can configure call routing systems to automatically identify highvalue customers and route them to premium customer service representatives. Or with access to key metrics agents may be empowered to provide on-the-spot discounts balanced with each customer's value. But routing the call is only the beginning. In today's market customers want quality not quantity of information. Customer service agents should be empowered to resolve issues more fast by being equipped with a complete client
history and a full view of service incidents so they can zero in on relevant facts and provide the appropriate service or product. And with access to order and invoice information within the CRM system itself, customer service agents can quickly answer billing questions without tedious transfers to other departments. As important as efficient inbound communication is, it is proactive, relevant communication that often endears an organization to its customers. For example, organizations can set up an automated process to alert affected customers of possible issues, such as product defects, and then automatically send out proactive communications to keep their customer base informed. Or they can set up a simple process to automatically send out timely messages, like birthday cards or product vouchers based on a specific date or long customer loyalty to show appreciation to the customer. It is often these "little things" that strengthen the connection between company and customer. With 360- degree customer views, insightful analytics, and streamlined customer service capabilities, MicrosoftDynamics CRM allows organizations to better identify, service, and retain customers.
Establishing customer loyalty is only half of the equation. Organizations also need to maximize the profitability of their existing customers and better capitalize on revenue opportunities. Organizations can use robust segmentation and data mining capabilities to identify trends and patterns that indicate key selling scenarios based on buying behavior, demographics, or other criteria. Taken to another level, organizations might leverage leading indicators such as life-time value (LTV) to predict future profitability and use that information as the basis for more accurate lead scoring and effective sales engagement
BENEFITS OF CUSTOMER RELATIONSHIP MANAGEMENT
The biggest benefit most businesses realize when moving to a CRM system comes directly from having all your business data stores and accessed from a single location. Before CRM systems, customer data was spread out over office productivity suite documents, email systems, mobile phone data and even paper note cards and Rolodex. Storing all the data from all departments (e.g. sales, marketing, customer service and HR) in a central location gives management and employees immediate
access to the most recent data when they need it. Departments can collaborate with ease and CRM systems and it helps and organization to develop efficient automated process to improve business processes.
Other benefits include a 360-degree view of all customer information, knowledge of what customers and the general market wants and integration with your existing applications to consolidate all business information.
CONCLUSION
As the economic environment continues to fluctuate, many organizations are asking themselves what strategies they can pursue to bring tangible business benefits while taking stock of the economic conditions. In a growth economy, businesses typically work hard to expand their customer base and spend aggressively to stoke the growth engine. When money is tight however, existing customer relationships grow in importance as organizations seek a cost-effective way to nurture business expansion. And while there is no magic pill or panacea, customer relationship management (CRM) solutions can provide the foundation for sustainable growth and enable organizations to survive and thrive in these uncertain times. By investing in operational efficiencies, organizations can save money over time and find themselves better positioned to take the lead when times improve. By focusing on their customers, they can continue to nurture the business, strengthen critical relationships, and better capitalize on revenue opportunities.
XXX 学院
毕业设计(论文) 外文资料翻译
学院：
专业：
姓名： 学号： 外文出处：
附件：
计算机与软件工程学院 计算机科学技术(软件工程方向) GoyKakus.THE RESEARCH OFCUSTOMER RELATIONSHIP MANAGEMENT STRATEGY [J]. International Journal of Management Research & Review, 2017, 1(9): 624-635. 1. 外文资料翻译译文；2. 外文原文。
注：请将该封面与附件装订成册。
附件1：外文资料翻译译文
客户关系管理战略研究
Goy Kakus
摘要
客户关系管理解决方案，通过为你提供客户业务数据来帮助你提供客户想要的服务或产品, 提供更好的客户服务、交叉销售和更有效的销售, 达成交易, 保留现有客户并更好地理解你的客户是谁。本文探讨了客户关系管理模型在获得、保持与发展策略方面的优势。然而, 我们对其定义和意义还存在一些困惑。本文通过考察关系营销和其他学科方面的相关文献，解释了客户关系管理的概念基础, 从而对客户关系管理的知识作出了贡献。
关键词:客户关系管理模型, 客户关系管理的博弈改变者与关键策略
引言
CRM 是客户关系管理的简称。它的特征在于公司与客户的沟通, 无论是销售还是服务相关的。客户关系管理这一术语经常用来解释企业客户关系, 客户关系管理系统也以同样的方式被用来处理商业联系, 赢得客户, 达成合同和赢得销售。
客户关系管理通常被考虑作为一个业务策略，从而使企业能够:
*了解客户
*通过更好的客户体验留住客户
*吸引新客户
*赢得新客户和达成合同
*提高盈利
*减少客户管理成本
*通过服务台等工具软件, 电子邮件组织者和不同类型的企业应用程序，企业业务经常寻求个性化的在线体验。
设计精良的客户关系管理包括以下特征:
1．客户关系管理是一种以顾客为中心并以客户投入为基础的服务响应，一对一的解决客户的必需品, 买家和卖家服务中心直接在线互动, 帮助客户解决他
们的疑问。
2．销售能力自动化——这个工作可以应用于商品促销分析, 自动跟踪客户的账户历史频繁的销售或销售前景, 并协调销售、营销、客户服务中心零售商店为理解销售能力自动化。
3．使用技术——其特性是根据技术趋势和技能的价值传递，使用技术来提供“即时”客户数据。应用数据仓库技术, 以聚合交易信息, 融合客户关系管理解决方案信息, 并提供关键性能指标。
4．机会管理——该功能有助于公司管理能力的提升，并通过实施好的预测模型整合销售历史以获得而预测销售。
文献综述
客户关系管理是 1990 年席卷商业界的宏伟概念之一，希望永远改变企业与他们客户的商业方式。然而, 就短期来看, 因种种原因，它被证明是一个不适用的方法, 其理论上要好于实践。首先，在跟踪和保持高容量的记录中需要不断精确化和更新，这看来是如此的困难。
然而, 在过去的几年里, 更新的软件系统和高级跟踪功能大大提高了客户关系管理能力，客户关系管理的真正承诺已成为现实。由于不断更新的价格, 更多可定制的网络解决方案冲击了市场; 竞争导致价格下降, 所以, 即使是规模相对较小的企业，也从客户关系管理项目得到了一些益处。
一开始„„
1980 年出现的数据库营销, 仅仅在口头上规定建立客户服务组织，单独与一个公司的所有客户进行沟通。
在大多数情况下, 关键客户端是一个有价值的工具, 能保持沟通渠道的畅通和定制服务客户的需求。然而, 对于小客户来说, 它倾向于提供重复、近似调查的信息，凌乱的信息数据库，并没有提供任何见解。随着企业开始追踪数据库信息, 他们意识到需要在大多数情况下考虑, 他们经常买什么, 他们花费什么, 他们做了什么。
1990 年的推进
1990 年，公司开始改进客户关系管理。这已不是简单地收集数据供自己使用, 他们开始回馈顾客，不仅依据明显改善客户服务的目标, 而且以激励、礼物和
其他津贴的方式获得客户忠诚度。
由当前熟悉的传单计划开始, 包括信用卡消费积分，以及以客户关系管理中跟踪客户活动和消费模式为基础的其他资源。客户关系管理现在被用来增加被动销售以及积极改善客户服务。
最近几年„„
2002 年, 甲骨文公司发布了他们的 90 天计划客户关系管理的解决方案，通过公司办公室快速实施客户关系管理。方案的提供是设置核心业务的需求。
同样在 2002 年(客户关系管理飞速发展的一年) ，美国的服务访问点开始使用“中间设备”中心, 它能连接服务访问点系统外部前台和后台系统，实行统一操作, 联系合作伙伴、员工，及闭关环节中的程序和技术。
西贝尔基于持续的业务主要是企业规模交易，愿意在客户关系管理系统中投资数百万, 2001 年投资达 21 亿。然而, 在 2002 年和 2003年收入出现下跌，几家规模较小的客户关系管理公司作为 ASP(应用服务提供商) 也加入了战局。这些公司, 包括 UpShot 、网速公司和SalesNet, 提供企业客户关系管理跟踪和数据管理而没有传统高成本的客户关系管理在 2003 年 10 月出现, 西贝尔与国际商业机器公司合作推出客户关系管理。他们开始托管每月客户关系管理解决方案。每月的应用服务供应商号令, 别人看来是西贝尔日益混乱的品牌标识和市场份额的损失。西贝尔建立 UpShot 公司几个月后，他们开始平滑过渡到应用服务供应商市场。这是一个成功的举动。
竞争者的微软, 告诉我们结果是什么还为时过早, 但似乎他们可能得到一些小企业的份额, 并倾向于收购基于熟悉和可用性的企业。应用服务供应商的受欢迎程度将继续增长, 尤其是在中型企业中, 因此一些公司如网速公司、SalesNet 和西贝尔的公司需求越来越大。互联网上的客户关系管理进入了一个新时代!
市场营销学者正在研究客户关系管理的性质和范围, 买家和卖家之间合作的价值和过程也逐渐概念化。许多学者对营销的几个分支学科感兴趣，如渠道、服务营销、企业对企业营销、广告学等等, 也正积极地参与研究和探索管理顾客关系的概念基础中去。他们乐于研究客户分类和选择性的策略和流程; 调和与个别客户的关系, 大客户管理和客户业务开发流程; 频繁行销、忠诚度计划、交叉销售和向上销售机会; 以及同客户合作的各种形式，包括联合品牌、联合营销, 公司的
发展和其他形式的战略联盟(帕维提亚，舍特,2000 年) 。其他学科的学者, 尤其是那些对信息系统和决策技术领域感兴趣学者, 也探索新的方法和技术, 创建有效的前线信息系统(FIS)，有效地管理与顾客的关系。一些软件工具和技术声称引入商业应用程序解决各个方面客户关系管理的方案。大多数工具承诺通过提供重要信息个性化与客户之间的关系。技术, 如协同过滤、基于规则的专家系统、人工智能和关系数据库也越来越多的被应用于开发企业级解决方案来管理客户之间信息的相互交流。本文的目的是评估这些应用程序的工具和技术。我们的目标是在概念上提供理解客户关系管理领域的基础。为此, 我们开发了一个框架，以理解客户关系管理战略和实施的各个方面。
客户关系管理的五个关键策略
但究竟客户关系管理可能带来的好处是什么呢? 虽然今天的市场上信奉的方法有很多, 但公司使用这五种策略才能在非决定性的经济条件下生存和繁荣:
1. 关注现有客户
2．最大化的收入机会
3．用较少的资源做更多的事
4．降低运营成本
5．优化现有的信息技术资产
在商业界，维护现有客户比获得新客户明显更便宜是共同常识。通过向员工提供即时访问能获得可操作的客户数据, 组织可以更好的识别恰当的顾客, 提高他们的忠诚度, 最大限度地发挥其盈利能力。
客户关系管理的好处
大多数企业意识到最大的好处是，移动客户关系管理系统直接来自所有业务数据存储并从单一的位置进行访问。接触客户关系管理系统之前, 客户数据分散在办公文件、电子邮件系统、移动电话数据甚至纸笔记卡和名片盒中。各部门在中央位置存储的所有数据(例如销售、营销、客户服务和人力资源) 给了管理层和员工立获得最新数据的机会。部门可以与客户关系管理系统轻松协作, 它能帮助组织培养高效的自动化流程以改进业务流程。
其他好处包括能 360 度的了解所有客户信息, 了解客户和普通市场想要与集成现有应用程序以整合所有的业务信息。
结论
随着经济情况的继续波动, 许多组织都在问自己寻求什么策略可以带来实实在在的商业利益。在经济增长的过程中, 企业努力扩大其客户基础, 花大力刺激经济增长点。然而当资金紧张时，现有客户关系发展的重要性越来越显现出来，作为组织寻求具有成本效益的方式以获得业务扩张。虽然没有特效药或者灵丹妙药, 客户关系管理(CRM)解决方案可以为可持续发展提供基础, 使组织在不确定的时期生存和繁荣。通过投资运营效率, 组织可以节省开支, 在环境情况有所改善时更好的获得定位。通过专注于他们的客户, 他们可以继续培养业务, 巩固关键关系, 更好的利用收益机会。
附件2：外文原文（复印件）
文献出处： Goy Kakus. THE RESEARCH OFCUSTOMER RELATIONSHIP MANAGEMENT STRATEGY [J]. International Journal of Management Research & Review, 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 &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 changer& 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' 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'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'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'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'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's needs.
In the case of smaller clients, however, it tended to provide repetitive, survey-like information that cluttered databases and didn'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's
In the 1990'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's meySAP began using a "middleware" hub that was capable of connecting SAP systems to externals and front and back office systems for a unified operation that links partners, employees, process and technologies in a closed-loop function.
Siebel consistently based its business primarily on enterprise size businesses willing to invest millions in CRM systems, which worked for them to the tune of $2.1
billion in 2001. However, in 2002 and 2003 revenues slipped as several smaller CRM firms joined the fray as ASP's (Application Service Providers). These companies, including UpShot, NetSuite and SalesNet, offered businesses CRM-style tracking and data management without the high cost of traditional CRM start-up in October of 2003, Siebel launched CRM on demand in collaboration with IBM. Their entry into the hosted, monthly CRM solution niche hit the marketplace with gale force. To some of the monthly ASP's it was a call to arms, to others it was a sign of Siebel's increasing confusion over brand identity and increasing loss of market share. In a stroke of genius, Siebel acquired UpShot a few months later to get them started and smooth their transition into the ASP market. It was a successful move.
With Microsoft now in the game, it's too soon to tell what the results will be, but it seems likely that they may get some share of small businesses that tend to buy based on familiarity and usability. ASP's will continue to grow in popularity as well, especially with mid-sized businesses, so companies like NetSuite, SalesNet and Siebel's On Demand will thrive. CRM on the web has come of age!
Marketing scholars are studying the nature and scope of CRM and are developing conceptualizations regarding the value and process of cooperative and collaborative relationships between buyers and sellers. Many scholars with interests in several subdisciplines of marketing, such as channels, services marketing, business-to-business marketing, advertising, and so forth, are actively engaged in studying and exploring the conceptual foundations of managing relationships with customers. They are interested in strategies and processes for customer classification and selectivity; one-tone relationships with individual customers; key account management and customer business development processes; frequency marketing, loyalty programs, cross-selling and up-selling opportunities; and various forms of partnering with customers including co-branding, joint-marketing, co development, and other forms of strategic alliances (Parvatiyar &Sheth, 2000). Scholars from other academic disciplines, particularly those interested in the area of information systems and decision technologies, are also exploring new methodologies and techniques that create efficient frontline information systems (FIS) to effectively manage
relationships with customers. Several software tools and technologies claiming solutions for various aspects of CRM have recently been introduced for commercial application. The majority of these tools promise to individualize and personalize relationships with customers by providing vital information at every point in the interface with the customer. Techniques such as collaborative filtering, rule-based expert systems, artificial intelligence, and relational databases are increasingly being applied to develop enterprise level solutions for managing information on customer interactions. The purpose of this paper is not to evaluate these application tools and technologies. Those aspects are considered elsewhere by the authors as well as by several commercial research organizations, such as Forrester Research and the Gartner Group. Our objective is to provide a conceptual foundation for understanding the domain of customer relationship management. To do so, we develop a framework for understanding the various aspects of CRM strategy and implementation.
CRM SOFTWARE
Selecting a Customer Relationship Management program means finding the software that fits the company's needs. CRM software comes with many features and tools, and despite the fact that many of CRM products offer alike feature sets, there are some unique tools in each one. Programs can be divided into categories by the following criteria: Features mean how well it integrates with other applications (ex. Outlook, Gmail, iCall etc.) and how available information is. It covers everything from calendar alerts and to-do lists to mobile access and synchronization capabilities. Contact information ranking outlines the program's ability to store specific information for each contact. Business world is a fast-paced so managers are needs to be able to access customer's information quickly. Sales and marketing tools designed to help and sustain current clients and gain new ones. Important that this tools help find campaigns with positive ROI and those that are not performed. Ease of use is about app's design. Programs are checked on clean, quick navigation and easy-to-locate of the most important items. Help and support is about what support Customer Relationship Management software producer provides for their product
RESEARCH METHODOLOGY
This research paper is based on the secondary sources of data collected from Books, Journals, various research papers, different reports published by Govt. &other agencies, newspaper &internet.
Five Key Strategies with CRM
But what exactly does CRM enable and what are the possible benefits? While there are surely many approaches being espoused in the market today, there are five main strategies that companies can employ to survive and thrive during indecisive economic conditions:
1. Focus on existing customers
2. Maximize revenue opportunities
3. Do more with less
4. Reduce operational costs
5. Optimize existing IT assets
It is common knowledge in business circles that it is appreciably cheaper to maintain existing customers than to attain new ones. By providing employees with immediate access to actionable customer data, organizations can better recognize the right customers, enhance their loyalty, and maximize their profitability.
Effective customer retention begins with knowledge. Companies should assemble a complete customer profile that allows users to see all demographic data, interactions, communications, and purchases made. This information, combined with robust segmentation and analysis tools, enables organizations to better gauge the profitability of each customer. Organizations can then create programs and policies appropriate with the customer's profitability. For example, organizations can configure call routing systems to automatically identify highvalue customers and route them to premium customer service representatives. Or with access to key metrics agents may be empowered to provide on-the-spot discounts balanced with each customer's value. But routing the call is only the beginning. In today's market customers want quality not quantity of information. Customer service agents should be empowered to resolve issues more fast by being equipped with a complete client
history and a full view of service incidents so they can zero in on relevant facts and provide the appropriate service or product. And with access to order and invoice information within the CRM system itself, customer service agents can quickly answer billing questions without tedious transfers to other departments. As important as efficient inbound communication is, it is proactive, relevant communication that often endears an organization to its customers. For example, organizations can set up an automated process to alert affected customers of possible issues, such as product defects, and then automatically send out proactive communications to keep their customer base informed. Or they can set up a simple process to automatically send out timely messages, like birthday cards or product vouchers based on a specific date or long customer loyalty to show appreciation to the customer. It is often these "little things" that strengthen the connection between company and customer. With 360- degree customer views, insightful analytics, and streamlined customer service capabilities, MicrosoftDynamics CRM allows organizations to better identify, service, and retain customers.
Establishing customer loyalty is only half of the equation. Organizations also need to maximize the profitability of their existing customers and better capitalize on revenue opportunities. Organizations can use robust segmentation and data mining capabilities to identify trends and patterns that indicate key selling scenarios based on buying behavior, demographics, or other criteria. Taken to another level, organizations might leverage leading indicators such as life-time value (LTV) to predict future profitability and use that information as the basis for more accurate lead scoring and effective sales engagement
BENEFITS OF CUSTOMER RELATIONSHIP MANAGEMENT
The biggest benefit most businesses realize when moving to a CRM system comes directly from having all your business data stores and accessed from a single location. Before CRM systems, customer data was spread out over office productivity suite documents, email systems, mobile phone data and even paper note cards and Rolodex. Storing all the data from all departments (e.g. sales, marketing, customer service and HR) in a central location gives management and employees immediate
access to the most recent data when they need it. Departments can collaborate with ease and CRM systems and it helps and organization to develop efficient automated process to improve business processes.
Other benefits include a 360-degree view of all customer information, knowledge of what customers and the general market wants and integration with your existing applications to consolidate all business information.
CONCLUSION
As the economic environment continues to fluctuate, many organizations are asking themselves what strategies they can pursue to bring tangible business benefits while taking stock of the economic conditions. In a growth economy, businesses typically work hard to expand their customer base and spend aggressively to stoke the growth engine. When money is tight however, existing customer relationships grow in importance as organizations seek a cost-effective way to nurture business expansion. And while there is no magic pill or panacea, customer relationship management (CRM) solutions can provide the foundation for sustainable growth and enable organizations to survive and thrive in these uncertain times. By investing in operational efficiencies, organizations can save money over time and find themselves better positioned to take the lead when times improve. By focusing on their customers, they can continue to nurture the business, strengthen critical relationships, and better capitalize on revenue opportunities.