企業(yè)客戶(hù)關(guān)系管理外文文獻(xiàn)翻譯

實(shí)用文檔文獻(xiàn)信息文獻(xiàn)標(biāo)題：CustomerRelationshipManagement(CRM)-PhilosophyanditsSignificancefortheEnterprise（客戶(hù)關(guān)系管理（CRM）的理念及其對(duì)企業(yè)的意義）文獻(xiàn)作者及出處：IdzikowskiA,Kury?oP,CyganiukJ,etal.CustomerRelationshipManagement(CRM)-PhilosophyanditsSignificancefortheEnterprise[J].SystemSafety:Human-TechnicalFacility-Environment,2019,1(1):1004-1011.字?jǐn)?shù)統(tǒng)計(jì)：英文3107單詞，17349字符；中文5459漢字外文文獻(xiàn)CustomerRelationshipManagement(CRM)-PhilosophyanditsSignificancefortheEnterpriseAbstractThearticlepresentstheCRM(CustomerRelationshipManagement)philosophy.TheprinciplesofbuildingtheCRMstrategy,enablingbuildingandstrengtheningtieswiththeclient(includingensuringitssafetyinrelationshipwithacompany),thankstowhichthecompanycanexpectcontinuoussales,havebeenpresented.ExemplarytoolsusedinCRM(suchas:callcentre,contactcentre,keyaccountmanagement)arelistedanddescribed.Anattempthasbeenmadetoassessthecost-effectivenessofimplementingtheCRMphilosophyintheenterprisebasedontheSWOTanalysis.Thestrengths,weaknesses,opportunitiesandthreatsofsuchanundertakingwereanalysed,andtheresultswerepresentedinthesummaryandfinalconclusions.Keywords:CRM(CustomerRelationshipManagement),callcenter,contactcenter,keyaccountmanagement,leadmanagement,risksinrelationswithclients,customersafety1.INTRODUCTIONCRMisanabbreviationoftheconceptofCustomerRelationshipManagement(Haenlein,2017).CRMistheentirephilosophythatcombinesamarketingconceptwithabusinessstrategyonhowtoeffectivelymanagecustomerrelationships.Thecentreandalsotheobjectofinterestistheclientandtheirneeds,includingitssafetyinrelationshipwithacompany.AccordingtoDr.RobertShawfromShawConsulting,theauthorofthebook"MeasuringandValuingCustomerRelationships",CRMis“aninteractiveprocessofgaininganoptimalbalancebetweentheorganization'sinvestmentsandthesatisfactionofitsclientsinordertomaximizeprofits”.TheMainStatisticalOfficedefinesCRMas"Managementmethodology,whichassumestheclientbeinginthecentreofbusinessactivitiesandisbasedontheintensiveuseofinformationtechnologytocollect,combine,processandanalysecustomerinformation".CRMisaprocessthatisconstantlyevolvingand"requiresabandoningthetraditionalbusinessmodelfocusedontheorganization.Supportedbythoughtfulinvestmentsinpeople,technologyandbusinessprocesses,CRMisthewayofhowthecompanymeetsitsclients'needs"(Zachara,2001).Inbusinessterms,CRMisastrategy"basedonbuildingcustomerloyaltytowardsanenterprise/brandbydevelopinglong-term,mutuallybeneficialrelationshipsusingthelatestadvancesininformationprocessingtechnology"(DeszczyńskiandDeszczyński,2011).Inmarketingterms,CRMisaphilosophyaimedatsatisfyingtheclient'sneeds,thankstowhicheffectivemarketingandeffectivesalesareensured.Inmarketingterms,CRMrelieson"identifying,winningandeducatingcustomerloyalty,andinparticularoncollecting,integrating,processinganddisseminatingcustomerinformationinalltheinvolvedorganizationalunitsthroughpossibleinformationdistributionchannels"(Fr?ckiewiczandRudawska,2004).InITterms,CRMisatoolwhosetaskistosupporttheCRMphilosophyinthecompany,sothatthemanagementofcustomerrelationsismoreeffective.CRMsystems"collectdataaboutclients,competition,contacts,negotiations,transactions,andmarketingactivitiesoftheorganization"(Stasieńko,2007;Kaoud,2018).CRMasatoolcollectsandcombinesvarioustypesofapplicationsinthefieldofdataprocessingandtransfer,frommarketing,sales,businessandcustomerserviceareas.Thissystemiscalled"adatawarehousewithaspecificprofile,intendedformanagersofmarketingandsalesdepartments,usedtoanalyzethebehaviourandprofileofcustomers,theirresponsetomarketingcampaignsorthequalityofthesellers'work"(Todman,2003).2.DEVELOPINGTHECRMSTRATEGYThefirststageindevelopingaCRMstrategyisundoubtedlydefiningthecompany'sgoal,i.e.whattypeofproductsthecompanywantstofocuson,howtheseproductsshouldbesold,whowillbeapotentialcustomer.Firstly,itisnecessarytospecifytheproduct,thetargetgroupofrecipients,andthusthetypeofmarket,eliminatingriskyclients.Todeterminethepurposeofthecompany,itishelpfultoexaminethemarketandcustomerneeds.Theproductmustmeetthecustomers'needs.Theproductanditsfunctionsshouldbeasolutiontoaclient'sproblem.Itisnotdifficulttocreateaproduct,butmatchingittothecustomers'requirementsandfittingittothemarketcanbeachallenge.Beforelaunchingtheproduct,itisnecessarytoknowtheneedsandpreferencesofindividualcustomers.Informationaboutcustomers'previousexperiencewithotherproductsisextremelyvaluable.Thiswilldeterminethecustomer'spreferences.Itisalsohelpfultomeasurethelevelofcustomersatisfaction,thankstowhichcustomerpreferenceswillbedefined(Maciejewski,2012).ThenextstepinbuildingaCRMstrategyisacquiringcustomers.Promotionalandmarketingcampaignsservethispurpose,buttheymustbethoroughlyplanned.Customersaretiredofexcessiveinformationonvariousproducts.Therefore,itisimportanttomakeitcleartothecustomerthattheproducthasalreadybeentriedandfulfillsitsrole.Customersgenerallydonothavetimetobecomefamiliarwiththefeaturesofagivenproduct.Theywantclearandspecificinformationifanyonehastriedthisproductbeforeandwhattheythinkaboutit,isitsafetouseandmeettheclient'sexpectations.Thereforemoreandmorecompaniesadvertisingtheirproductrefertotheopinionofrecognisedexperts(LiczmańskaandWi?niewska,2011).Customersegmentationplaysamajorroleinacquiringclients.Therefore,itisnecessarytoselectcustomerswhowillgenerateprofitforthecompanythroughtheirpurchase.Theyare,theso-called,keycustomers,andthereforethemostimportantforthecompany,becausethankstothem,thecompanycanoperateanddevelop(Latuszek,2012).Customer-centredapproachmeansmeetingtheirneedsandthusgainingtheirtrust.Theefficientandthoughtfulapproachtosalesaswellastothepreparationofanofferforthecustomerwillbeveryhelpful.Inordertogaincustomertrust,thekeyissueisgoodcommunication.Customerswanttofeelthattheycanalwayscontactcustomerservice.Allavailablecommunicationchannels(mail,letter,telephone,etc.)shouldbeused,butpersonalcontactisthemostimportant.Itisthenthatthecompanygetstoknowthecustomerbetterandestablishescloserrelations.Apersonalmeetingallowstolearnaboutcustomer'spreferences,eveninprivatelife.Theknowledgeoftheclient'shobbyandafriendlyconversationonthistopicincreasethefeelingoftrust,friendshipandsafetyintheclient.Acquiringaclientishalfthebattle.Thesecondhalfistomaintainthem,tobuildgoodrelationshipswiththem,sotheywillcomebackfornewproducts.Tomaintainthecustomer,itisadvisabletoprovidethemwithanappropriateafter-salesservice.Thecustomerwantstobesurethatthecompanywillprovidethemwithadviceandanswertheirquestions.2.1.SelectedtoolsofCRMInadditiontothebasicproduct,companiesareincreasinglyofferingadditionalservicestoclients.CurrentlyusedCRMtools/servicesforbuildinglastingcustomerrelationshipsinclude:?callcentre,?contactcentre,?keyaccountmanagement,?leadmanagement(applyingcommunicationstandardsinthecustomeracquiringprocess),?loyaltymanagement(rulesforgrantingloyaltypackagesandprivileges).2.1.1.CallcenterCallcentreisatelephoneservicecentre,alsocalledtelemarketing.Thisconceptwascoinedabout40yearsagobyContinentalAirlines(Americanairlines).Inthe1990s,firstapplicationswerecreatedtoimproveandrecordcustomertelephoneservice.Thejobdutiesincludetelephonecontactswithclients,answeringtheirquestions,offeringvarioustypesofservices(e.g.placingordersforacustomers),solvingproblems(e.g.technicalsupportinthecaseofbrokenequipment)andactivesalesofproducts.2.1.2.ContactcentreContactcentreisacustomerservicecentre.ItisanextensionoftheCallCenter,sinceitenablescontactsbetweencustomersandemployeesnotonlybyphonebutalsobye-mail,letter,chat,videocalls,textmessages,etc.Itismorecustomer-friendlybecauseitgivesthemtheopportunitytochoosethetypeofcontactwiththeserviceoffice.Foremployees,thisisachallengeandabreakfrommonotony,becausetheyhavemanycommunicationchannelsattheirdisposal.Thecontactcenter,asthenamesuggests,isfocusedonconstantcontactswiththeclient,problemsolving,consultingandsales.Nowadays,companiesoffermoreandmoremodernformsofcommunicationwiththeclient,suchasvideocalls,wheretheclientandconsultantcanseeandtalkfreely.Thankstothistypeofsolutions,thecompanycanserveclientsfromallovertheworld(Szybalski,2008).2.1.3.KeyAccountManagementThetermKeyAccountManagement,relatestoapersonmanagingkeyclients.TheKeyAccountManager'stasksincludecaringforkeyclients,advisingthemandpresentingthecompany'sproductrange.Heisalsoresponsibleforproductsalesandtradenegotiations.Thepersonalsopreparescontractsandcoordinatestheirimplementation.He/sheconductsanactiveanalysisofthemarketandconsumerneeds,participatesinactionspromotingtheproduct.Thus,generally,thedutiesincludeservicingexistingclientsandacquiringnewones(Zachara,2001).2.1.4.Leadmanagement(managementofinformationoncompanyoffers)ThisisoneoftheCRMprocessesaimedatinformingpotentialcustomersaboutthecompany'soffer.Atthesametime,aspartofLeadmanagement,theaimistoobtaininformationontherecipients'purchasingpreferences.Oneofthetasksistocontactthecustomeragaininordertocollectfeedbackontheproductandtheoffer(Deszczyński,2013).2.1.5.Loyaltymanagement(managementofloyaltypackages)Loyaltymanagementaimstoretaincustomersbyofferingprivilegesandloyaltypackages,e.g.intheformofdiscounts(Deszczyński,2013).3.CRMITSYSTEMCRMITsystemssupporttheprocessesofthesalescycle,maintainingrelationswithcustomers,surveyingtheirsatisfactionlevels,examiningtheneedsofnewlyacquiredclientsaswellastheoperationofserviceandconsultingactivities(Zachara,2001).Thissystemcollectsandprocessesinformationinthefieldof:sales,customerservice,marketing,timeandcorrespondencemanagementaswellasafter-salesservice.TheCRMsoftwareconsistsof(Wróblewska,2013):?operationalcomponent,?communicationcomponent,?analyticalcomponent,TheCRMoperationalcomponent(frontoffice)isadatabaseofclientsandsales-ordertransactions.Itisusedtoconsolidatecustomerdataandtorecordeverycontactwiththecustomer.Theoperationalsubsystemgathersinformationaboutpersonalizedoffersforthecustomer.Itenablesmonitoringofcustomerserviceandsalesreporting.TheCRManalyticalcomponent(backoffice)analysesdatacollectedintheoperationalCRM.Thisanalysisallowsunderstandingthecustomer'spurchasingbehaviour.Onthisbasis,itispossibletoanalyseandplanpromotionalcampaigns,conductcustomersegmentationandforecastsales.Theanalysisperformedbythissubsystemhelpsinmakingstrategicdecisions,reducingtheriskoffailure.TheCRMcommunicationcomponentenablesdirectcontactwiththeclientusingallavailablemeansofcommunication(telephone,fax,email,etc.).Italsoallowsdatatransfersbetweentheheadofficeandsalesrepresentatives(Wróblewska,2013).ThebasicadvantagesoftheCRMinclude(Stasieńko,2007):?automaticregistrationofcontactswithclients,?servicingtheclientbyagroupofpeoplefromthecompany,?solvingtheclient'sproblems,?moreaccurateandrealisticsalesplanning,?greaternumberofcustomersserved,?fasterrespondingtoclients'enquiries.4.IMPLEMENTATIONOFCRMSTRATEGYINENTERPRISE–PROBLEMANALYSIS4.1.ProblemdefinitionAlotofenterprisesarestrugglingwithdecliningsalesandlossofcustomers.Thisisrelatedtothefactthatcompaniesapplyatraditionalmarketingmodelinsales:theyvaluesalesresultsratherthancustomerrelationships.Companiesfocusonreducingcostsandincreasingproduction.Costsreductionleadstolowerquality.Focusingonincreasingproductionandcostsleadstoneglectingcustomerneeds.Companiesdonotresearchthemarket,andthusdonotknowwhatproductthepotentialbuyerislookingfor.Companiesfocusonone-offsales,theydonotmaintaincustomerrelationships.Thelackoftiesleadstothelossoftheclient,whowilllookformoreoptimal,competitivesolutions.Aspartofthecostreductionmanycompaniesdonotintroduceloyaltypackages,e.g.intheformofdiscounts,whichdiscouragestheclientfromcooperationwiththecompany.Thelackofattractive,personalizedoffersalsocontributestoreducingthecustomerportfolio.Enterprisesdonotsegmentcustomers,"safe"forthecompany,andthustheydonotfocusonthemostprofitablecustomers.Directingthesameoffertoallrecipientsleadstodeepeningfinanciallosses.Italsoresultsinthelossofcompetitivenessonthemarket.Anotherproblemisthelackoftoolsallowingefficientcustomerserviceandafter-salesservice.Withoutthesetools,thecompanycannotdevelopitsrangeofproductsbecauseitdoesnothaveanyvaluablefeedbackfromcustomers.Companiesdonotcollectinformationaboutkeyclientsorsuchinformationiscollectedinachaoticmanner,whichmakesitdifficulttobuildgoodcustomerrelationships.Allofthepresentedproblemscanbereducedtothebasicproblem,whichisthelackofcustomerrelationshipmanagementinthecompany.Inthelongterm,thisproblemleadsto:?worseningofthecompanyimageonthemarket,?thelossofcometitiveness,?thelossofcustomers,?thelossofrevenuesandprofits,?worseningofcashflowandthecompanyprofitability,?decliningsales,?increaseinnumberofcomplaints.4.2.SuggestedsolutionsThesolutiontothedecliningandinefficientsalesistheintroductionoftheCRMstrategyinthecompany.Itisaclient'sneedsorientedsolution.TheintroductionofCRMinanenterpriseinvolvesthereorganizationofworkinthecompany.Forthispurpose,thecompanysetsitsgoalsandpromotestheideaofCRMinthecompany.EachemployeemustunderstandtheessenceofCRMandidentifywithit.Thedatabasethuscreatedwillallowtheanalysisofthetargetmarketandtheidentificationofkeyclients.Next,thecompanyshoulddevelopandimplementamarketingstrategyusingselectedCRMtools,suchascustomerservice,after-salesserviceandloyaltypackagesforregularcustomers.SupportfortheimplementationofCRMintheenterprisewillbeprovidedbyacomputerizedCRMsystemthatwillintegratethecompany'soperations.CompaniesthatimplementCRMareadvisedtoconsultspecialistsinthefieldofcustomerrelationshipmanagement.Expertswilladviseonhowtostart,howtoimplementCRMeffectivelyandeconomically.4.3.SWOTanalysisofthesuggestedsolutionTable1presentstheSWOTanalysisofthesuggestedsolutionfortheissuesanalysedinthearticle.Table1SWOTanalysis–strengthsandweaknessesStrengthsWeaknessesrelationshipcyclefromtheclientacquisition,throughsaletocustomerretentionandthesubsequentpurchase,theinvolvementoftheentireteamandtheknowledgemanagementcontributetotheeffectivenessandefficiencyofwork,theprocessapproachguaranteesthattheserviceandsaleareorganizedandordered,theuseofCRMsoftwareallowsthecollectionofdataandworkinonesystem-workisorganisedandordered,informationisuniformforeveryone,theuseofCRMsoftwareenablesmoreeffectivecoordinationofactivitiesandmoreefficientcostmeasurementinthefieldofmarketing,“l(fā)oweroverallcostsofsalesandmarketingmanagement(expectedcostreductionby10%within3years)asaresultofdefiningthetargetcustomersegmentandbetterknowledgeoftheirneeds”(Wróblewska,W.,2013).theneedfororganizationalchanges,changingthecompany'sphilosophyisatime-consumingandcostlyprocess,thesoftwareandimplementationofCRMisexpensive(additionally,allemployeesneedtobetrained),"75%ofattemptstoimplement(...)theITCRMsystemfailduetolackofvisionandinaccuratelydefinedbusinessrequirements,whilereturnoninvestmentisobtainedbyonly10%ofprojects"(W?gorkiewicz,2001).Table2SWOTanalysis–threatsandopportunitiesOpportunitiesThreatsbroadeningtheofferwithcustomerpreferences(buildingastrongportfolio),increaseinprofitsfromsales,andthusdynamicdevelopmentofthecompany,increasedcompetitivenessonthemarket,increaseinsales,increasedmarketshare,increaseinthenumberofcustomersthroughofferingadditionalCRMservices(e.g.loyaltymanagement,leadmanagement),increaseinthenumberofclientsthrough"mouthcampaign"(regularcustomersrecommendtheproducttoothers),productglobalizationthroughtheuseofCRM(contactcentre,callcentre)tools,costoptimizationbyusingready-madecustomerservicescenarios,websitesandloyaltypackagesforasmallgroupofkeyclients,highernumberofsuccessfultransactions("anincreaseof5%perannumduringthefirst3yearsofsales")(Wróblewska,W.,2013),highermargins-(increaseinmarginsof1%foreachtransactioninthefirstthreeyears)-effectof,amongothersbetterknowledgeofclients,grantingsmallerdiscounts(Wróblewska,W.,2013).theriskofpoorcustomersegmentation,andthustheomissionofvaluablecustomers,meetingalltheclients'needsdoesnotalwaysgenerateaprofitforthecompany-theriskofpoorcalculationofcostsinrelationtotheachievedprofit(incorrectcalculationofprofitability),theriskthatestablishinggoodrelationswiththeclient(morepersonal)willgobeyondtheprofessionalzone,thecompanyisnotpreparedtoimplementtheCRMphilosophy,whichmayresultinpoorpolicyandfinanciallosses.5.Conclusions“Consideringalltheproblemsfacedbytoday'sorganization,itcanbestatedthattheCRM,asabusinessconcept,fostersthecomplexapproachtotheclient,andinparticularthedeterminationofthecompany'sabilitytoimplementtheproduct,serviceandtheircombinationthatwillbeattractivetocustomers.Ithelpstoestablishthecompany'sabilitytoacquirenewandretainloyalcustomers,toincreasecustomersatisfactionandtostrengthenloyalty”(Maciejewski,2012).TheimplementationoftheCRMstrategyallowstosignificantlyoptimizecostsandincreasethemargin.Thepercentageofsalesalsoincreases,andsodoestheprofitofthecompany,andthelevelofcustomerconfidence.Thepolicyoffocusingontheclient'sneedsstrengthensthecompany'simageonthemarketandmakesitattractivetopotentialrecipientsofgoodsorservices.However,itshouldberememberedthatintroducingtheCRMintothecompanymaycausechangesinitsorganizationandthewayofthinking.TheintroductionofCRM,andespeciallytheCRMcomputersystemisalongandexpensiveprocess.Ifthecompanydoesnotclearlydefineitsgoals,theimplementationmaybeunsuccessful.AlthoughtheimplementationoftheCRMphilosophyinacompanyisanexpensiveandtime-consumingprocess,itisprofitableandbeneficialinthelongrun.ConsideringthefactthatCRMisatoolthatmayhelptobuildlong-lastingrelationshipswithcustomers,andthusincreasesales,itcanbeassumedthattheinvestmentinCRMimplementationwillreturn,providedthatthecompany'soperationsarethouroughlythoughtthrough.中文譯文客戶(hù)關(guān)系管理（CRM）的理念及其對(duì)企業(yè)的意義摘要本文介紹了CRM（客戶(hù)關(guān)系管理）的理念。提出了制定客戶(hù)關(guān)系管理戰(zhàn)略、建立和加強(qiáng)與客戶(hù)的關(guān)系（包括確?？蛻?hù)與公司關(guān)系的安全性）的原則，公司可以憑借這些原則實(shí)現(xiàn)持續(xù)的銷(xiāo)售。列出并描述了客戶(hù)關(guān)系管理中使用的示例性工具（如：呼叫中心、聯(lián)系中心、大客戶(hù)管理）。在SWOT分析的基礎(chǔ)上，對(duì)企業(yè)實(shí)施客戶(hù)關(guān)系管理理念的成本效益進(jìn)行了評(píng)價(jià)。分析了這項(xiàng)工作的優(yōu)勢(shì)、劣勢(shì)、機(jī)會(huì)和威脅，并在總結(jié)和最終結(jié)論中介紹了結(jié)果。關(guān)鍵詞：CRM（客戶(hù)關(guān)系管理），呼叫中心，聯(lián)系中心，大客戶(hù)管理，潛在客戶(hù)管理，客戶(hù)關(guān)系風(fēng)險(xiǎn)，客戶(hù)安全。1.引言CRM是客戶(hù)關(guān)系管理（CustomerRelationshipManagement）概念的縮寫(xiě)（Haenlein，2017）。客戶(hù)關(guān)系管理是將營(yíng)銷(xiāo)概念與如何有效管理客戶(hù)關(guān)系的商業(yè)策略結(jié)合起來(lái)的一整套理念。重心和關(guān)注的對(duì)象是客戶(hù)及其需求，包括其與公司的關(guān)系的安全?！逗饬亢驮u(píng)估客戶(hù)關(guān)系》一書(shū)的作者、來(lái)自Shaw咨詢(xún)公司的RobertShaw博士認(rèn)為，客戶(hù)關(guān)系管理是“一個(gè)在組織投資和客戶(hù)滿(mǎn)意度之間獲得最佳平衡的互動(dòng)過(guò)程，以實(shí)現(xiàn)利潤(rùn)最大化”。主要統(tǒng)計(jì)局將客戶(hù)關(guān)系管理定義為“一種管理方法，它假定客戶(hù)處于商業(yè)活動(dòng)的中心，并以密集使用信息技術(shù)來(lái)收集、整合、處理和分析客戶(hù)信息為基礎(chǔ)”?？蛻?hù)關(guān)系管理是一個(gè)不斷發(fā)展的過(guò)程，“需要摒棄傳統(tǒng)的以組織為中心的模式。在人力、技術(shù)和業(yè)務(wù)流程上進(jìn)行深思熟慮的投資，客戶(hù)關(guān)系管理是公司滿(mǎn)足其客戶(hù)需求的方式”（Zachara，2001）。從商業(yè)角度來(lái)講，客戶(hù)關(guān)系管理是一種戰(zhàn)略，“利用最新的信息處理技術(shù)，發(fā)展長(zhǎng)期互利的關(guān)系，建立客戶(hù)對(duì)企業(yè)/品牌的忠誠(chéng)度”（Deszcynski和Deszczynski，2011）。從市場(chǎng)營(yíng)銷(xiāo)角度來(lái)講，客戶(hù)關(guān)系管理是一種旨在滿(mǎn)足客戶(hù)需求的理念，因此可以確保有效的營(yíng)銷(xiāo)和有效的銷(xiāo)售。在營(yíng)銷(xiāo)方面，客戶(hù)關(guān)系管理依賴(lài)于“識(shí)別、贏得和培養(yǎng)客戶(hù)忠誠(chéng)度，特別是通過(guò)可能的信息分發(fā)渠道，在所有相關(guān)的組織單位中收集、整合、處理和傳播客戶(hù)信息”（Fr?ckiewicz和Rudawska，2004）。從信息技術(shù)角度來(lái)講，客戶(hù)關(guān)系管理是一種工具，其任務(wù)是支持公司中的CRM理念，從而更有效地管理客戶(hù)關(guān)系。客戶(hù)關(guān)系管理系統(tǒng)“收集有關(guān)客戶(hù)、競(jìng)爭(zhēng)對(duì)手、聯(lián)系人、談判、交易和營(yíng)銷(xiāo)活動(dòng)的數(shù)據(jù)”（Stasine?ko，2007；Kaoud，2018）。CRM作為一種工具，收集并整合了數(shù)據(jù)處理和傳輸領(lǐng)域的各種類(lèi)型的應(yīng)用程序，包括營(yíng)銷(xiāo)、銷(xiāo)售、商業(yè)和客戶(hù)服務(wù)領(lǐng)域。這個(gè)系統(tǒng)被稱(chēng)為“一個(gè)具有特定配置文件的數(shù)據(jù)倉(cāng)庫(kù)，面向營(yíng)銷(xiāo)和銷(xiāo)售部門(mén)的經(jīng)理，用于分析客戶(hù)的行為和形象、他們對(duì)營(yíng)銷(xiāo)活動(dòng)的反應(yīng)或賣(mài)家的工作質(zhì)量”（Todman，2003）。2.制定客戶(hù)關(guān)系關(guān)系戰(zhàn)略制定客戶(hù)關(guān)系管理戰(zhàn)略的第一步無(wú)疑是確定公司的目標(biāo)，即公司想要專(zhuān)注于什么類(lèi)型的產(chǎn)品，這些產(chǎn)品應(yīng)該如何銷(xiāo)售，誰(shuí)將是潛在的客戶(hù)。首先，要明確產(chǎn)品、目標(biāo)受眾群體，從而明確市場(chǎng)類(lèi)型，排除高風(fēng)險(xiǎn)客戶(hù)。為了確定公司的宗旨，則需要調(diào)查市場(chǎng)和客戶(hù)的需求。產(chǎn)品必須滿(mǎn)足客戶(hù)的需求。產(chǎn)品及其功能應(yīng)該是客戶(hù)問(wèn)題的解決方案。創(chuàng)造一種產(chǎn)品并不難，但要將其與客戶(hù)的要求相匹配，并使其適應(yīng)市場(chǎng)，則可能是一項(xiàng)挑戰(zhàn)。在推出產(chǎn)品之前，有必要了解每個(gè)客戶(hù)的需求和偏好。有關(guān)客戶(hù)以前使用其他產(chǎn)品的經(jīng)驗(yàn)的信息是非常有價(jià)值的。這將確定客戶(hù)的偏好。衡量客戶(hù)滿(mǎn)意度的水平也很有幫助，從而可以確定客戶(hù)的偏好（Maciejewski，2012）。建立客戶(hù)關(guān)系管理戰(zhàn)略的下一步是獲取客戶(hù)。促銷(xiāo)和營(yíng)銷(xiāo)活動(dòng)有助于實(shí)現(xiàn)這一目標(biāo)，但必須進(jìn)行周密的計(jì)劃?？蛻?hù)已經(jīng)厭倦了有關(guān)各種產(chǎn)品的過(guò)多信息。因此，重要的是要讓客戶(hù)清楚地知道，產(chǎn)品已經(jīng)試用過(guò)了，并發(fā)揮了它的作用?？蛻?hù)通常沒(méi)有時(shí)間熟悉給定產(chǎn)品的功能。如果有人以前試過(guò)這個(gè)產(chǎn)品，他們是怎么想的，是否可以安全地使用，是否符合客戶(hù)的期望。因此，越來(lái)越多的公司在為他們的產(chǎn)品做廣告時(shí)參考公眾專(zhuān)家的意見(jiàn)（Liczman?ska和Wi?niewska，2011）。客戶(hù)細(xì)分在獲得客戶(hù)方面起著重要作用。因此，有必要選擇通過(guò)購(gòu)買(mǎi)為公司帶來(lái)利潤(rùn)的客戶(hù)。他們是所謂的關(guān)鍵客戶(hù)，因此對(duì)公司來(lái)說(shuō)是最重要的，因?yàn)橛辛怂麄?，公司才能運(yùn)營(yíng)和發(fā)展（Latuszek，2012）。以客戶(hù)為中心就是滿(mǎn)足他們的需求，從而獲得他們的信任。高效而周到的銷(xiāo)售方法以及為客戶(hù)準(zhǔn)備報(bào)價(jià)將是非常有幫助的。要想贏得客戶(hù)的信任，關(guān)鍵是要有良好的溝通?？蛻?hù)希望他們可以隨時(shí)聯(lián)系到客服。所有可用的溝通渠道（郵件、信件、電話(huà)等）都應(yīng)該被使用，但個(gè)人聯(lián)系是最重要的。只有這樣，公司才能更好地了解客戶(hù)，并建立更密切的關(guān)系。私人會(huì)面可以了解客戶(hù)的喜好，甚至在私人生活中也是如此。了解客戶(hù)的愛(ài)好，并就此話(huà)題進(jìn)行友好的交談，可以增加客戶(hù)的信任感、友誼感和安全感。獲得客戶(hù)是成功的一半。后半部分是維護(hù)他們，與他們建立良好的關(guān)系，這樣他們才會(huì)回來(lái)購(gòu)買(mǎi)新產(chǎn)品。為了維護(hù)客戶(hù)，最好是為他們提供適當(dāng)?shù)氖酆蠓?wù)?？蛻?hù)希望公司能夠?yàn)樗麄兲峁┙ㄗh并回答他們的問(wèn)題。2.1.客戶(hù)關(guān)系管理的精選工具除了基本的產(chǎn)品外，公司還越來(lái)越多地向客戶(hù)提供額外的服務(wù)。當(dāng)前用于建立持久客戶(hù)關(guān)系的CRM工具/服務(wù)包括：?呼叫中心，?聯(lián)系中心，?大客戶(hù)管理，?潛在客戶(hù)管理（在客戶(hù)獲取過(guò)程中應(yīng)用溝通標(biāo)準(zhǔn)），?忠誠(chéng)度管理（授予忠誠(chéng)度套餐和特權(quán)的規(guī)則）。2.1.1.呼叫中心呼叫中心是電話(huà)服務(wù)中心，也叫電話(huà)營(yíng)銷(xiāo)。這個(gè)概念是大約40年前由美國(guó)航空公司（AmericanAirlines）提出的。在二十世紀(jì)90年代，最初創(chuàng)建的應(yīng)用程序是為了改善和記錄客戶(hù)電話(huà)服務(wù)。工作職責(zé)包括與客戶(hù)進(jìn)行電話(huà)聯(lián)系，回答客戶(hù)的問(wèn)題，提供各種類(lèi)型的服務(wù)（例如為客戶(hù)下訂單），解決問(wèn)題（例如設(shè)備損壞時(shí)提供技術(shù)支持），以及積極銷(xiāo)售產(chǎn)品。2.1.2.聯(lián)系中心聯(lián)系中心是客戶(hù)服務(wù)中心。它是呼叫中心的擴(kuò)展，因?yàn)樗箍蛻?hù)和員工之間不僅可以通過(guò)電話(huà)聯(lián)系，還可以通過(guò)電子郵件、信件、聊天、視頻通話(huà)、短信等方式進(jìn)行聯(lián)系。它對(duì)客戶(hù)更友好，因?yàn)樗箍蛻?hù)有機(jī)會(huì)選擇與服務(wù)辦公室進(jìn)行聯(lián)系的方式。對(duì)于員工來(lái)說(shuō)，這是一種挑戰(zhàn)，也是一種解脫，因?yàn)樗麄冇泻芏鄿贤ㄇ揽梢赃x擇。顧名思義，聯(lián)系中心專(zhuān)注于與客戶(hù)的持續(xù)聯(lián)系、解決問(wèn)題、咨詢(xún)和銷(xiāo)售。如今，公司為客戶(hù)提供了越來(lái)越多的現(xiàn)代交流方式，例如視頻通話(huà)，客戶(hù)和顧問(wèn)可以自由地觀看和交談。借助這種解決方案，公司可以為來(lái)自世界各地的客戶(hù)提供服務(wù)（Szybalski，2008）。

2.1.3.大客戶(hù)管理“大客戶(hù)管理（KeyAccountManagement）”一詞是指管理關(guān)鍵客戶(hù)。大客戶(hù)經(jīng)理的任務(wù)包括照顧大客戶(hù)，為他們提供建議，并介紹公司的產(chǎn)品系列。他還負(fù)責(zé)產(chǎn)品銷(xiāo)售和貿(mào)易談判。大客戶(hù)經(jīng)理還負(fù)責(zé)準(zhǔn)備合同并協(xié)調(diào)合同的執(zhí)行。他/她積極分析市場(chǎng)和消費(fèi)者需求，參與產(chǎn)品促銷(xiāo)活動(dòng)。因此，一般來(lái)說(shuō)，這些職責(zé)包括服務(wù)現(xiàn)有客戶(hù)和獲得新客戶(hù)（Zachara，2001）。2.1.4.潛在客戶(hù)管理（公司報(bào)價(jià)信息的管理）這是客戶(hù)關(guān)系管理流程之一，旨在告知潛在客戶(hù)公司的報(bào)價(jià)優(yōu)惠。同時(shí)，作為潛在客