2015年客户关系管理外文翻译--基于员工和企业文化的客户关系管理

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1、3300 英文单词， 18500 英文字符 ，中文 5800 字 文献出处： Triznova M, Maova H, Dvoracek J, et al. Customer Relationship Management Based on Employees and Corporate CultureJ. Procedia Economics and Finance, 2015, 26: 953-959. Customer Relationship Management based on Employees and Corporate Culture Miroslava Triznova,

2、Hana Maova, Jan Dvoracek, Sarah Sadek Abstract This paper provides the overview on Customer Relationship Management that is strongly influenced by corporate culture, corporate identity and employees. Different theoretical approaches to CRM are included in the first part of the paper. Second part of

3、the paper presents the results of research based on Delphi method, which was aimed at finding actual CRM definition and customers characteristics in the future. Third part of the paper presents four main areas company should focus on when engaging customers. It aims on People and Corporate Culture w

4、hich is one of the four areas, when building customer experience with company. Keywords: Customer Relationship Management; CRM; customer characteristics; corporate culture; corporate identity 1. Current views on CRM There is no exact CRM definition, because CRM is perceived differently among compani

5、es and experts. Some authors define CRM as technology, others as data mining process. Firth (2006) and, Lager (2008) consider CRM for technology. This technology should enable a company to sell more effectively (Tan, Yen, Fang, 2002). Others connect CRM with data management processes, which lead int

6、o higher company profitability and better relationships with customers (Berson, 2000; Johnston and Clark, 2008). Other authors see CRM as a process that helps to reach the highest possible profit on both sides (Carachova, 2004; Chlebovsky, 2005; Kotler and Keller, 2007). Meanwhile Berson (2000), Chlebovsky (2005), Johnston (2008), Kotler and Keller (2007) characterise CRM as a process, which is aimed at economical profit on both sides, Buttle (2010), Greenberg (2010), Payne (2007), Bokorov