1．簡(jiǎn)介
在當(dāng)今一個(gè)漸趨競(jìng)爭(zhēng)性特點(diǎn)的商務(wù)環(huán)境里面，以競(jìng)爭(zhēng)的方式來贏得客戶的活動(dòng)越來越激烈。由于一些新穎先進(jìn)的方法引入，使得在一個(gè)新的市場(chǎng)中競(jìng)爭(zhēng)的公司現(xiàn)有和牢固的方法和理念變得脆弱。成功駕馭這些變化的因素之一是持續(xù)的改進(jìn)和技術(shù)的革新。正因?yàn)檫@事實(shí)，客戶關(guān)系管理觀念已經(jīng)進(jìn)展成為一個(gè)維持客戶長(zhǎng)期關(guān)系的策略。
更進(jìn)一步地認(rèn)識(shí)和執(zhí)行客戶關(guān)系管理，主要存在的問題之一是沒有一個(gè)標(biāo)準(zhǔn)的模型去知道這個(gè)公司實(shí)施這類型的策略。每家公司是不同的，有它自己的文化和商務(wù)程序等等。因而，不要把客戶關(guān)系管理看作是一種能夠解決所有公司存在的問題的工具。相反，組織更應(yīng)該研究和理解客戶關(guān)系管理的益處和由此造成的沖突。這一個(gè)策略的落實(shí)需要持續(xù)不斷的努力才能夠取得成功的。當(dāng)管理在一個(gè)以客戶為中心的組織體系轉(zhuǎn)變時(shí)，組織應(yīng)該發(fā)展其能力以獲得必需的資源、知識(shí)和工具，用適當(dāng)?shù)漠a(chǎn)品和服務(wù)來滿足客戶的需求。不幸地，許多組織，尤其是以經(jīng)濟(jì)利益為導(dǎo)向的，其產(chǎn)品定向的方向與客戶的期待不相一致。這些組織是根據(jù)產(chǎn)品線設(shè)定程序而非根據(jù)客戶的需求。此外，這些公司有時(shí)變成無利益導(dǎo)向的載體，他們?nèi)狈σ哉麄€(gè)客戶信息為基礎(chǔ)去制定適應(yīng)客戶需求的服務(wù)的能力。
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.