外文翻译--客户关系管理crm的理论及应用研究

外文翻译--客户关系管理crm的理论及应用研究内容摘要：

Interaction Research Conceptual frameworks and theory are typically based on bining previous literature, mon sense, and experience (Eisenhardt 1989). In this research, we integrated a synthesis of the literature with learning from fieldbased interactions with executives to develop and refine the CRM strategy framework. In this approach, we used what Gummesson (2020a) terms “interaction research.” This form of research originates from his view that “interaction and munication play a crucial role” in the stages of research and that testing concepts, ideas, and results through interaction with different target groups is “an integral part of the whole research process” (p. 345). The sources for these fieldbased insights, which include executives primarily from large enterprises in the businesstobusiness and businesstoconsumer sectors, included the following: •An expert panel of 34 highly experienced executives。 •Interviews with 20 executives working in CRM, marketing, and IT roles in panies in the financial services sector。 •Interviews with six executives from large CRM vendors and with five executives from three CRM and strategy consultancies。 •Individual and group discussions with CRM, marketing, and IT managers at workshops with 18 CRM vendors, analysts, and their clients, including Accenture, Baan, BroadVision, Chordiant, EDS, , HewlettPackard, IBM, Gartner, NCR Teradata, Peoplesoft, Oracle, SAP, SAS Institute, Siebel, Sybase, and Unisys。 •Piloting the framework as a planning tool in the financial services and automotive sectors。 and •Using the framework as a planning tool in two panies: global telemunications and global logistics. Six workshops were held in each pany. Process Identification and the CRM Framework We began by identifying possible generic CRM processes from the CRM and related business literature. We then discussed these tentative processes interactively with the groups of executives. The oute of this work was a short 170 / Journal of Marketing, October 2020 list of seven processes. We then used the expert panel of experienced CRM executives who had assisted in the development of the process selection schema to nominate the CRM processes that they considered important and to agree on those that were the most relevant and generic. After an initial group workshop, each panel member independently pleted a list representing his or her view of the key generic processes that met the six previously agreedon process criteria. The data were fed back to this group, and a detailed discussion followed to help confirm our understanding of the process categories. As a result of this interactive method, five CRM processes that met the selection criteria were identified。 all five were agreed on as important generic processes by more than twothirds of the group in the first iteration. Subsequently, we received strong confirmation of these as key generic CRM processes by several of the other groups of managers. The resultant five generic processes were (1) the strategy development process, (2) the value creation process, (3) the multichannel integration process, (4) the information manag。