crm的發(fā)展—crm的發(fā)展對(duì)于現(xiàn)今crm方案的價(jià)值有怎樣緊密聯(lián)系【外文翻譯】

1、<p><b>　　畢業(yè)論文（設(shè)計(jì)）</b></p><p><b>　　外文翻譯</b></p><p>　　The Evolution of CRM</p><p>　　—How CRM’s evolution is relevant to the value of today’s CRM initiativ

2、es</p><p>　　The concepts that define Customer Relationship Management (CRM) today have developed over more than a decade, stemming from very pragmatic and simple beginnings. The advancements through the year

3、s were driven by changing market needs, maturity of the business concepts from a critical mass of new ideas, and advances in technical approaches and architectures. This chapter presents the evolution of CRM based on the

4、 value achieved by those who undertook the effort. There are four recognizable stages</p><p>　　? Individual CRM. Simple approaches and siloed information that provide value by giving access to customer-relat

5、ed data. This section identifies where CRM’s roots formed and how they are still relevant as the basis for many of today’s CRM initiatives.</p><p>　　? Departmental CRM. Moving beyond individual, disconnected

6、 sources of information to solutions that consolidate departmental customer information and automate business processes. This section examines the move to three different departmental solutions for consolidating customer

7、-related information and the automation of departmental processes.</p><p>　　? The CRM Suite. Crossing departmental boundaries to provide a 360-degree view of the customer throughout the organization. This se

8、ction presents the consolidation of the Departmental CRM solutions and the benefits provided to all departments.</p><p>　　? Beyond CRM Boundaries. Broad use of CRM as a component of a mature business </p&

9、gt;<p>　　architecture pushes the boundaries of CRM as an application framework. This section </p><p>　　discusses the maturation of CRM concepts and technology together to go beyond the </p><

10、;p>　　boundaries of CRM and encompass other business relationships.</p><p>　　Figure 1-1. Stages of CRM’s evolution</p><p>　　These stages are important for reasons outside of historical interes

11、t. First, it is important to understand what CRM is and what it is not outside of the buzzwords and current deluge of marketing from companies claiming to provide a CRM solution. Many solutions are marketed as CRM becaus

12、e they fit the definition of CRM in one of its developmental stages. This is neither good nor bad as the solution may fit a specific need, but not understanding the breadth of the market as it has developed may l</p&g

13、t;<p>　　Individual CRM</p><p>　　The concepts associated with managing customer information in order to understand who they are, how they operate, their value as a customer, and the structure and depth

14、 of the relationship did not begin as a well-thought-out process or solution called CRM. In fact, CRM finds its roots in the basic need to manage customer information within many diverse organizations. The precursors and

15、 initial CRM solutions were developed to support the need to capture and maintain contacts and customers for ver</p><p>　　The Value of Managing Customer Demographics</p><p>　　Customer demographi

16、c information has been used in a variety of ways to support individuals and businesses. For decades, professionals have employed contact demographics in forms such as the rolodex for quick access to addresses and phone n

17、umbers. Businesses used customer demographics to manage payment or invoice processing or to remove duplicate records and narrow their efforts to a targeted group to whom their marketing material could be sent. As the vol

18、ume and speed of information increased, p</p><p>　　The new solutions allowed for a more personalized user experience and broader set of demographic information within a silo of information used or maintained

19、 by a single person, and almost always for a singular purpose.</p><p>　　There are several examples of solutions from the early part of CRM’s evolution. Most solutions were spreadsheets or simple databases co

20、ntaining extracts of the customer master file from the billing or operational system. This approach is still widespread today with local users or teams extracting and maintaining local copies of data.</p><p>

21、;　　Solutions developed specifically for this early CRM market focused primarily on contact management functionality. These solutions became very popular because they were low cost and could quickly be configured to meet

22、the individual’s need to simply manage contact information. It did not require any predefined structure in their workday processes and was a big improvement over the boxes of business cards that were stored in a desk or

23、binder never to be looked at again. When provided on a laptop, </p><p>　　A well-known (and still heavily used) example of a solution that provides functionality from this stage of CRM’s evolution is the cont

24、act functionality found in Microsoft Office Outlook, shown in Figure 1-2. With an interface that is easy to use and understand, Outlook provides individuals the ability to store and maintain contacts for multiple purpose

25、s. Those who use this solution can see the benefits of being able to capture phone numbers, email addresses, and physical addresses using standard</p><p>　　Figure 1-2. Microsoft Outlook’s contact management

26、solution</p><p>　　In this example, and for most of the similar contact management solutions, an individual creates and maintains the information on a local workstation with little regard to how the data is s

27、tored, reported on, or made available beyond that user’s needs.</p><p>　　Common Challenges in the Individual CRM Stage</p><p>　　There were downsides to the use of the early solutions, some of wh

28、ich still apply today, where functionality is limited to maintaining customer demographics. One of the key issues that arose was heavy duplication of information across the organization. With each person working from the

29、ir individual set of information, information is likely being maintained in several versions of the truth. Each person is potentially missing the value of a broader understanding of the relationship.</p><p>

30、　　Consolidating each potential source is the only way to reliably use the information for </p><p>　　other purposes, such as a customer master file or marketing list. Companies that have tried to accomplish c

31、onsolidation using a siloed contact management solution put in an enormous effort to find and address duplication, and must repeatedly do so because it is immediately out of date when the next individual update is made.&

32、lt;/p><p>　　Another significant challenge with early solutions was the lack of relationship structure available in the data. While contact details could include company information, capturing a company without

33、duplicating it for each person at the same company was not yet fully realized without significant customization. This challenge can easily be understood by looking at how Microsoft Office Outlook stores contacts with the

34、 company information duplicated on each person that works in the same organization</p><p>　　The challenges in using individually-maintained information at the organizational level were significant (such as d

35、uplicate information, difficult and costly consolidation, lack of company relationship, and disparate application of processes), and while some undertook the effort internally, with high initial development costs and sig

36、nificant overall maintenance due to the lack of extensibility within existing solutions, most waited for the software providers to address their needs. These needs e</p><p>　　Departmental CRM</p><

37、p>　　During the early to mid 1990s, solutions became available that supported and also expanded the ability to consolidate data sources within departments that relied on the same data—customer information. These soluti

38、ons, known broadly as Sales Force Automation (SFA), Marketing Automation, and Customer Service Automation (depicted in Figure 1-3), became the pillars of CRM and reflect the major transactional areas of interaction betwe

39、en a company and its customers. By consolidating the information wi</p><p>　　Figure 1-3. Standard functional areas of CRM</p><p>　　The Value of Consolidating Departmental Information Silos</p

40、><p>　　Solutions that provided a central source for capturing and accessing departmental information while providing easy-to-use interfaces were readily adopted by sizable organizations. These companies needed

41、to identify options for dealing with a large number of customers and contacts or a large volume of interactions between the company and its customers that could involve multiple employees. The individual information silo

42、s created from the previous generation of solutions could be replaced with a </p><p>　　With the increased visibility and maturity of CRM concepts came interest in managing more than demographic information.

43、There was obvious value in tracking the history of interactions with a contact, including meetings, phone calls, emails, and so forth, which provided an audit trail and de facto status with customers or prospects. Couple

44、d with the increase in information sharing, the organization’s management team began to receive value through an understanding of relationships without the need</p><p>　　When this broader view of customer-re

45、lated information was taken, companies began to identify relationships between that information and information in other solutions that could be valuable if it were more easily available and connected to their employees.

46、 Examples of this type of related information include invoices and payments held in financial systems, orders and shipments in manufacturing solutions, or returns and warranties in support solutions. Integration between

47、Departmental CRM soluti</p><p>　　Figure 1-4. The value of consolidating information in departments</p><p>　　With all of this information available to users, it became increasingly difficult to u

48、nderstand what was important, when it was important, and how it should be used. To address this challenge, some companies turned to solutions that could also provide process automation within the department for structuri

49、ng sales, customer service, and marketing activities and information into more repeatable and efficient workloads.</p><p>　　The Value of Process Automation</p><p>　　The ability to access details

50、 about customers and interactions was of great benefit to companies, but many did not realize the impact the increase in information would have on their teams. Too much information without a defined structure for how to

51、work with it created many problems in early solutions. To address this challenge, companies required solutions that could work with the customer-related information in a way that fit their processes. CRM solutions respon

52、ded with varying levels of auto</p><p>　　Some also recognized that the amount of information and automation available through these solutions allowed them to define and implement repeatable processes that co

53、uld be reinforced through training and automation. This was true for each pillar of CRM—sales, customer service, and marketing departments could all benefit in varying degrees from automating their solutions. The automat

54、ion of functional processes and the technology that provided them created a significant challenge that affected th</p><p>　　Figure 1-5. Relationship between people, process, and technology</p><p&g

55、t;　　CRM的發(fā)展—CRM的發(fā)展對(duì)于現(xiàn)今CRM方案的價(jià)值有怎樣緊密聯(lián)系</p><p>　　從最初非常實(shí)際和簡(jiǎn)單的定義開始，客戶關(guān)系管理（CRM）的概念至今已經(jīng)經(jīng)過了十多年的發(fā)展。這些年的進(jìn)展是由不斷變化的市場(chǎng)需求，大量新思路帶來(lái)的經(jīng)營(yíng)理念的成熟以及技術(shù)方法和體系結(jié)構(gòu)的進(jìn)步所驅(qū)動(dòng)的。本章在對(duì)此作出努力的人所獲得的成就的基礎(chǔ)上，介紹了CRM的演變。在理解CRM的進(jìn)展的過程中，有四個(gè)明顯的階段是非常重要的，如圖1-

56、1。</p><p>　　?獨(dú)立客戶關(guān)系管理 通過提供客戶相關(guān)的數(shù)據(jù)來(lái)產(chǎn)生價(jià)值的簡(jiǎn)單的方法和孤立的信息。這一部分說(shuō)明了CRM的根本是如何形成的，以及它們作為現(xiàn)今許多客戶關(guān)系管理方案的基礎(chǔ)與其有著怎樣緊密的聯(lián)系。</p><p>　　?部門客戶關(guān)系管理 超越了個(gè)人的，孤立的信息來(lái)源的限制，找到部門的客戶信息和自動(dòng)化業(yè)務(wù)流程的解決方案。 這一部分探討了三種不同的鞏固客戶相關(guān)信息和部門流

57、程的自動(dòng)化解決方案的步驟。</p><p>　　?客戶關(guān)系管理組件 跨越部門界限，提供了整個(gè)企業(yè)的所有客戶的全方位視角的展示。這部分介紹了部門客戶關(guān)系管理方案的鞏固及其為所有部門所帶來(lái)的利益。</p><p>　　?超越客戶關(guān)系管理的界限 CRM作為一個(gè)成熟的商務(wù)建筑構(gòu)件的廣泛應(yīng)用，推動(dòng)了CRM的界限，使其成為一個(gè)應(yīng)用框架。這一部分討論了CRM概念和技術(shù)的成熟，超越了CRM的界限，并且包含

58、了其他的業(yè)務(wù)關(guān)系。</p><p>　　拋開歷史意義不談，這些階段依然是很重要的。首先， 排除一些時(shí)下的流行詞匯和那些聲稱提供CRM方案的公司流傳出來(lái)的目前泛濫的市場(chǎng)營(yíng)銷的概念的影響，理解什么是CRM什么不是CRM是非常重要的。許多方案是以CRM來(lái)營(yíng)銷的，因?yàn)樗鼈兎螩RM在其某一發(fā)展階段的定義。這既不能說(shuō)是好事也不能說(shuō)是壞事，因?yàn)?，這些方案可能會(huì)符合某些特殊需要，但是不理解已經(jīng)發(fā)展的市場(chǎng)的廣度可能會(huì)導(dǎo)致選擇了不

59、理想的方案。其次，更為重要的，CRM的概念和過程，以及定義這些階段的價(jià)值，和現(xiàn)今發(fā)生在企業(yè)中的許多實(shí)施是相類似的。在一些方案中可以看到從簡(jiǎn)單的人口數(shù)據(jù)管理到應(yīng)用平臺(tái)的發(fā)展，并且在這個(gè)過程中能夠幫助企業(yè)設(shè)定期望值。</p><p><b>　　個(gè)人客戶關(guān)系管理</b></p><p>　　管理客戶信息的目的是理解他們是誰(shuí)，他們是怎樣運(yùn)作的，他們作為客戶的價(jià)值以及客戶關(guān)系

60、結(jié)構(gòu)和深度的聯(lián)系，與此相關(guān)的概念最初并不是人們經(jīng)過周詳考慮出來(lái)的稱為CRM的過程或解決方案。事實(shí)上，CRM最基本的管理根源于許多不同企業(yè)的客戶信息需求。其前身和最初的CRM方案的開發(fā)，是為了滿足吸引客戶和聯(lián)系人的需要，只有一些非?；镜墓δ?，例如銷售推廣，計(jì)費(fèi)，服務(wù)責(zé)任和簡(jiǎn)單的營(yíng)銷列表。</p><p>　　管理客戶詳細(xì)資料信息的價(jià)值</p><p>　　客戶的詳細(xì)資料信息以各種各樣的方式

61、來(lái)支持個(gè)人和企業(yè)。幾十年來(lái), 專業(yè)人員一直使用類似于可以快速存取地址和電話號(hào)碼的名片盒的表格記錄客戶詳細(xì)資料信息。企業(yè)利用客戶詳細(xì)資料信息來(lái)管理支付或發(fā)票處理或刪除多重記錄和減少發(fā)送產(chǎn)品到目的地時(shí)所需的成本。隨著信息體積和速度提高,過程和需求變得更加復(fù)雜。除了能滿足簡(jiǎn)單的遺留數(shù)據(jù)存儲(chǔ)和信息文件的指南系統(tǒng)外，提供方便路徑和個(gè)人信息維護(hù)的新解決方案也是十分必要的。新的解決方案應(yīng)允許更多個(gè)性化的用戶體驗(yàn)和擴(kuò)展客戶的詳細(xì)資料信息,且當(dāng)一個(gè)人為了

62、某個(gè)特定目的而使用或維護(hù)數(shù)據(jù)庫(kù)時(shí)能獲得更全面的客戶詳細(xì)資料信息。</p><p>　　在CRM發(fā)展早期時(shí)有一些解決方案的實(shí)例。大多數(shù)的解決方案是電子表格或包含來(lái)自支付或運(yùn)行系統(tǒng)的客戶主文件部分信息的簡(jiǎn)單數(shù)據(jù)庫(kù)?，F(xiàn)今本地用戶或企業(yè)仍廣泛使用這種方法來(lái)獲取或維護(hù)本地存儲(chǔ)的數(shù)據(jù)。</p><p>　　致力于開發(fā)客戶關(guān)系管理功能的早期CRM解決方案迅速發(fā)展。這些解決方案因其低成本和能滿足個(gè)人對(duì)管理

63、客戶信息的需求而非常受歡迎。在他們工作過程中不需要任何預(yù)定義的結(jié)構(gòu)，相比于那些不會(huì)再看的一直放在桌子或文件夾里的商業(yè)名片而言也是一個(gè)很大的改善。只要用戶曾在個(gè)人電腦上保存過相關(guān)數(shù)據(jù)，那么只需提供一臺(tái)電腦,用戶即使不在辦公室也能使用這些信息。</p><p>　　一個(gè)為人熟知（且廣泛使用）的解決方案實(shí)例就是Microsoft Office Outlook中的交互功能，它提供了CRM在發(fā)展階段的功能，如圖1-2.通過

64、一個(gè)應(yīng)用簡(jiǎn)單且易于明白的界面，Outlook為個(gè)人用戶提供了滿足各種需求的存儲(chǔ)和維護(hù)技術(shù)。使用此解決方案的用戶看到了以統(tǒng)一格式管理電話號(hào)碼、電子郵件地址和通訊地址的好處，以及為滿足不同用戶需求而允許客戶定制化的靈活性。</p><p>　　圖1–2.微軟界面的聯(lián)系管理辦法.</p><p>　　在這個(gè)例子中,和大部分與此類似的管理解決方案一樣,個(gè)人用戶對(duì)創(chuàng)建和維護(hù)在本地工作站中的信息很少考

65、慮到要如何實(shí)現(xiàn)數(shù)據(jù)存儲(chǔ)、報(bào)告和可重用性。</p><p>　　在個(gè)人的CRM舞臺(tái)共同挑戰(zhàn)</p><p>　　一些早期使用的解決方案有下降的趨勢(shì),但其中一些僅能維護(hù)客戶詳細(xì)資料信息的功能在現(xiàn)今仍然適用。不過因此而產(chǎn)生的一個(gè)重要問題就是會(huì)導(dǎo)致企業(yè)中出現(xiàn)大量的冗余信息。由于每個(gè)人處理的都是他們自己的信息集合，所以已處理的就信息有可能產(chǎn)生不同的但又都正確的情況。每個(gè)人就很有可能失去全面理解客戶之

66、間聯(lián)系的價(jià)值。</p><p>　　鞏固每個(gè)潛在來(lái)源是為其他用途有效地使用信息的唯一方法,比如一個(gè)客戶主文件或銷售名單。因?yàn)楫?dāng)下一個(gè)人進(jìn)行更新時(shí)數(shù)據(jù)就會(huì)立刻過時(shí)，所以，那些通過使用客戶管理解決方案而意圖實(shí)現(xiàn)集成化的企業(yè)努力地尋找和獲取重復(fù)信息，并且能夠循環(huán)操作。</p><p>　　早期的解決方案的另一個(gè)重大挑戰(zhàn)是數(shù)據(jù)中缺少關(guān)系結(jié)構(gòu)。當(dāng)包括公司資料等詳細(xì)信息還沒有制定的情況下，要想熟悉一個(gè)

67、公司，而又不需對(duì)公司里的每個(gè)人都重復(fù)一次，這樣的功能至今仍沒能完全實(shí)現(xiàn)。通過了解Microsoft Office Outlook如何存儲(chǔ)那些在同一個(gè)公司工作的每個(gè)人的重復(fù)信息，便很容易理解為何會(huì)有這個(gè)挑戰(zhàn)。</p><p>　　在組織水平內(nèi)使用個(gè)人維護(hù)的信息是一個(gè)很嚴(yán)峻的挑戰(zhàn)（如重復(fù)的信息，合并難度大，代價(jià)高，缺乏公司關(guān)系，截然不同的處理應(yīng)用），盡管一些公司著手在內(nèi)部做了努力，但由于解決方案缺乏擴(kuò)展性，需要較高的

68、初始開發(fā)成本和重要的整體維護(hù)，大多數(shù)公司只能期待軟件提供商來(lái)解決他們的需求。這些需求， 在商業(yè)上最終發(fā)展成為對(duì)多連接解決方案的需求，并使技術(shù)從本地獨(dú)立的存儲(chǔ)信息發(fā)展到集中訪問和維護(hù)的一組數(shù)據(jù)（通常是在銷售、服務(wù)或市場(chǎng)部門的水平上）。</p><p><b>　　部門客戶關(guān)系管理</b></p><p>　　在20世紀(jì)90年代的早期到中期，企業(yè)的部門依賴相同的數(shù)據(jù)，支持

69、部門內(nèi)的數(shù)據(jù)合并，并擴(kuò)展了該功能的解決方案變得可行。這些解決方案普遍被稱為銷售自動(dòng)化(SFA)、經(jīng)營(yíng)自動(dòng)化、客戶服務(wù)自動(dòng)化，并成為了CRM的支柱，為一個(gè)企業(yè)與它的客戶互動(dòng)帶來(lái)了主要的交易區(qū)域。通過部門信息的合并，公司可以發(fā)展和實(shí)施結(jié)構(gòu)化的過程，這些過程的自動(dòng)化變得可行。</p><p>　　鞏固部門信息庫(kù)的價(jià)值</p><p>　　在提供易于使用的界面的同時(shí)，解決方案還為捕獲和訪問部門信息

70、提供了一個(gè)中心源數(shù)據(jù)庫(kù)，這樣的方案很容易被大企業(yè)所采納。這些公司需要識(shí)別處理大量的客戶和聯(lián)系方式或大量公司與可能涉及多個(gè)員工的客戶之間的交互。由上一代解決方案創(chuàng)造的個(gè)人信息倉(cāng)庫(kù)可以用新一代的具有合并數(shù)據(jù)集功能的解決方案所替換，這將給企業(yè)帶來(lái)新的機(jī)遇。在用戶和管理者之間共享一個(gè)單一的客戶信息版本，意味著將花更多時(shí)間在處理客戶，維護(hù)數(shù)據(jù)，或者更新身份的工作上。</p><p>　　隨著客戶關(guān)系管理(CRM)概念的知名

71、度和成熟度的增加，CRM更關(guān)注于管理方面，而不是人口統(tǒng)計(jì)信息。它提供了查帳系統(tǒng)以及客戶或潛在客戶的真實(shí)身份。隨著信息共享的增加，企業(yè)的管理團(tuán)隊(duì)開始獲得一種不需要在費(fèi)時(shí)的審核會(huì)議上詳述每一個(gè)動(dòng)作卻能理解關(guān)系的價(jià)值。</p><p>　　當(dāng)以長(zhǎng)遠(yuǎn)的眼光來(lái)看待客戶相關(guān)信息時(shí)，公司開始識(shí)別這些信息和其它解決方案的信息之間的關(guān)系，如果其它解決方案更容易獲取且與公司員工相關(guān)，那么它可能很有價(jià)值。這類相關(guān)信息的例子包括財(cái)務(wù)系統(tǒng)

72、的發(fā)票和支付，制造方案的訂單及發(fā)貨，或者是支持方案的退貨和擔(dān)保。實(shí)現(xiàn)部門CRM方案和其它系統(tǒng)的融合，進(jìn)一步合并有價(jià)值的信息，通常是在CRM的解決方案中備份數(shù)據(jù)。圖表1—4描述了通過合并部門信息實(shí)現(xiàn)的主要價(jià)值。</p><p>　　由于這些信息是所有用戶都可利用的，使得什么才是重要的，什么時(shí)候它是重要的，它應(yīng)該怎么使用，這類問題變得越來(lái)越讓人難以明白。為了解決這一問題，一些公司求助于這么一類解決方案，它提供了部門內(nèi)

73、部的過程自動(dòng)化，用于結(jié)構(gòu)化銷售，客戶服務(wù)，以及營(yíng)銷活動(dòng)和資訊，可重復(fù)的、有效的工作量。</p><p><b>　　過程自動(dòng)化的價(jià)值</b></p><p>　　這種能訪問客戶和交戶細(xì)節(jié)的能力給公司帶來(lái)巨大的利益，但很多人沒有意識(shí)到信息的增加對(duì)他們團(tuán)隊(duì)的影響。在早期的解決方案里，太多的信息沒有定義如何使用的結(jié)構(gòu)，導(dǎo)致了許多問題。為了解決這一問題，公司需要能以適合其過程

74、的方式處理客戶相關(guān)信息問題的解決方案。CRM解決方案以不同程度的自動(dòng)化，幫助信息捕獲，信息共享及內(nèi)部或客戶的交流。</p><p>　　有些人也認(rèn)識(shí)到信息的數(shù)量和自動(dòng)化可通過這些解決方案，允許他們定義并實(shí)施可重復(fù)的過程，這些過程可通過訓(xùn)練和自動(dòng)化的方式增強(qiáng)。對(duì)于CRM的支柱來(lái)說(shuō)，這確實(shí)是真的，銷售、客戶服務(wù)、營(yíng)銷部門均能在不同程度上受益于自動(dòng)化解決方法。功能及所提供技術(shù)的自動(dòng)化給那些沒有準(zhǔn)備好這方面的CRM制造了