1、出处Payne A, Frow P. A strategic framework for customer relationship managementJ. Journal of Marketing, 2005, 69(4):237-251. 本科生毕业设计（论文） 外文翻译 毕业设计（论文）题目： 客户关系管理（ CRM）的理论及应用研究 外文题目： A Strategic Framework for Customer Relationship Management 译文题目： 客户关系管理的战略框架 &n
2、bsp; 学 生 姓 名： 袁博 专 业： 工业工程 0601 指导教师姓名： &n
3、bsp;徐方超 评 阅 日 期： Adrian Payne & Pennie Frow A Strategic Framework for Customer Rela
4、tionship Management Over the past decade, there has been an explosion of interest in customer relationship management (CRM) by both academics and executives. However, despite an increasing amount of published material, most of which is practitioner oriented, there remains a lack of agreement about w
5、hat CRM is and how CRM strategy should be developed. The purpose of this article is to develop a process-oriented conceptual framework that positions CRM at a strategic level by identifying the key crossfunctional processes involved in the development of CRM strategy. More specifically, the aims of
6、this article are To identify alternative perspectives of CRM, To emphasize the importance of a strategic approach to CRM within a holistic organizational context, To propose five key generic cross-functional processes that organizations can use to develop and deliver an effective CRM strategy, and T
7、o develop a process-based conceptual framework for CRM strategy development and to review the role and components of each process. We organize this article in three main parts. First, we explore the role of CRM and identify three alternative perspectives of CRM. Second, we consider the need for a cr
8、oss-functional process-based approach to CRM. We develop criteria for process selection and identify five key CRM processes. Third, we propose a strategic conceptual framework that is constructed of these five processes and examine the components of each process. The development of this framework is
9、 a response to a challenge by Reinartz, Krafft, and Hoyer (2004), who criticize the severe lack of CRM research that takes a broader, more strategic focus. The article does not explore people issues related to CRM implementation. Customer relationship management can fail when a limited number
10、of employees are committed to the initiative； thus, employee engagement and change management are essential issues in CRM implementation. In our discussion, we emphasize such implementation and people issues as a priority area for further research. CRM Perspectives and Definition The term “customer
11、relationship management” emerged in the information technology (IT) vendor community and practitioner community in the mid-1990s. It is often used to describe technology-based customer solutions, such as sales force automation (SFA). In the academic community, the terms “relationship marketing” and
12、CRM are often used interchangeably (Parvatiyar and Sheth 2001). However, CRM is more commonly used in the context of technology solutions and has been described as “information-enabled relationship marketing” (Ryals and Payne 2001, p. 3). Zablah, Beuenger, and Johnston (2003, p. 116) suggest that CR
13、M is “a philosophically-related offspring to relationship marketing which is for the most part neglected in the literature,” and they conclude that “further exploration of CRM and its related phenomena is not only warranted but also desperately needed.” A significant problem that many organiza
14、tions deciding to adopt CRM face stems from the great deal of confusion about what constitutes CRM. In interviews with executives, which formed part of our research process (we describe this process subsequently), we found a wide range of views about what CRM means. To some, it meant direct mail, a
15、loyalty card scheme, or a database, whereas others envisioned it as a help desk or a call center. Some said that it was about populating a data warehouse or undertaking data mining； others considered CRM an e-commerce solution, such as the use of a personalization engine on the Internet or a relatio
16、nal database for SFA. This lack of a widely accepted and appropriate definition of CRM can contribute to the failure of a CRM project when an organization views CRM from a limited technology perspective or undertakes CRM on a fragmented basis. The definitions and descriptions of CRM that different authors and authorities use vary considerably, signifying a variety of CRM viewpoints. To identify alternative
