Customer Relationship Management

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概要

Customer Relationship Management -概観Customer Relationship Managementは何であるか。 記述

Customer Relationship Managementはいくつかの方法で定義することができる。 何人かの人々 CRMの情報技術の重大さに、CRMが主に経営策であることをCRMが機能(マーケティングの)作戦、他強調するであることをある人々はそれを意味する顧客中枢的な組織を論争する、いくつか信じる重点を置く。 私達はGartner Group (2004年)による定義が魅力的であるPeelen (Customer Relationship Management 2006年)と同意する: CRMは結果が顧客の区分のまわりで組織し、顧客満足の行動を促進し、そして顧客中枢的なプロセスを実行することによって収益性、収入および顧客満足を最大限に活用するそれ可能にされた経営策である。


CRMは経営策、機能作戦より多くである。 それは全体として構成に触れる: マーケティング、販売、それ、兵站学、財政、生産、R & D、時間、経営、etcetera。 私達がこうしてCRMを定義すれば、それは大型CRMを実行することが非常に厳しい挑戦であることすぐに明らかである。


創造の有益で、非常に有効な(顧客表面仕上げ)プロセスは十分でない。 本当のCustomer Relationship Managementに顧客の親密の作戦、関係のマーケティングの哲学よりもむしろ全構成の顧客オリエンテーション、またトランザクションマーケティングの哲学は、要求される。
 

Customer Relationship Managementの起源。 歴史

80年代は重く顧客のデータベースに頼るDirect Marketingの出現を、見た。 Christan Grönroosは「北欧の学校」のGummessonを裏返し、セオドアLevittはこの記事の特別な述べに値する。 それらは関係のマーケティングを対トランザクションマーケティング記述する第1だった。 また彼らは関係中枢的な組織の特徴を定義し、対応するマーケティング用具を提供した。 1995年に、TreacyおよびWiersema (1995年)は彼らの3つのValue Disciplinesを記述した。 顧客の親密はそれらの1つだった。 その結果、顧客によって方向づけられる作戦にWEBベースの接触経営および情報用具からの90年代に、変形するCRM。


Customer Relationship Managementの使用法。 適用

  • 顧客の親密の作戦を実現したいと思う会社。
  • 顧客の友好的なイメージを達成したいと思う会社。

Customer Relationship Managementのステップ。 プロセス

次の事は主要な接客の方向づけられた組織を創造するために要素を構成する:

  1. 強い顧客方向づけられたリーダーシップ
  2. 関係方向づけられた組織である代表団は長期的な相互作用に向けた。
  3. 企業目的は顧客に向けられる。
  4. 主要な作戦は顧客の親密によって勝つことである。
  5. 会社の価値および従業員の価値は顧客を気遣うことに焦点を合わせる。
  6. 行動の基準は顧客の共感および長期的な関係およびコミットメントを造るために願いを反映する。
  7. 関係方向づけられた組織文化
  8. 中心にカスタマーコンタクトを置いている組織。 比較しなさい: Co-CreationBusiness Process Reengineering
  9. 人々: 顧客を気遣うempathic伝達・表現力
  10. Value Profit ChainおよびBalanced Scorecardのような柔らかい価値と堅い価値の、接続し、管理を助けることができるシステム。

Customer Relationship Managementの強さ。 利点

  • 顧客との強い関係は競争相手の行為に対して保護のある程度を提供する。
  • 忠節な顧客はより有益である場合もある。 新しい顧客に勝つことは高い、満足する顧客多くを買うかもしれない幸せな顧客付加的な顧客、等を持って来ることができるである。

Customer Relationship Managementの限定。 不利な点

  • 総合的な、全体的なの方法でCRMを実行することはsinecureでない。
  • 大きいCRMの投資を有益にすることは困難である。
  • CRMの支持できる競合上の優位性を達成することはさらにもっと困難である。

Customer Relationship Managementの仮定。 条件

  • 私達が顧客によければ、それらは私達によい。
  • 顧客の親密な訓練の方の現在の戦略的な訓練からの変更は可能である。

顧客の満足度の査定

顧客の幸福の実際のレベルを査定する2つの技術はサービス会社のためのCustomer Satisfaction modelそしてSERVQUALである。


本: エドPeelen - Customer Relationship Management

本: Heskett、SasserおよびSchlesinger - Service Profit Chain


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Customer Relationship Managementをと比較した: 関係のマーケティング  |  Value Disciplines  |  多チャネルのマーケティング  |  分析的なCRM  |  操作上CRM  |  Customer Satisfaction model  |  SERVQUAL  |  Co-Creation


経営ハブに戻る: コミュニケーションとスキルマーケティングと販売   |  戦略とイノベーション


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