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首页> 外文会议>International Conference on Mechanical Engineering and Mechanics vol.2; 20051026-28; Nanjing(CN) >Application and Model of Executing CRM Strategy Based on Balanced Scorecard
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Application and Model of Executing CRM Strategy Based on Balanced Scorecard

机译：基于平衡计分卡的CRM执行策略与应用

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摘要

Customer relationship management (CRM) is a business strategy, which aims at acquiring new customers and retaining current customers to gain competitive advantages. Many companies have invested much in CRM, but most of them failed. The primary cause of failure is that enterprises didn't translate the CRM strategy explicitly, align the technology and competence investment with CRM strategy and execute it effectively. The aim of our research is to solve the problem with the new tool- Balanced scorecard (BSC), which is an excellent tool for executing CRM strategy with many advantages. Based on the analysis of the reasons of CRM initiatives failing, we suggest that implementing CRM initiatives successfully must focus on an overall CRM strategy. Then, a model for executing CRM Strategy based on BSC is set up, which involves four perspectives: financial, customers, processes and learning and growth. And the key processes are identified as customer selection processes, customer acquisition processes, customer retention processes and customer development processes. Meanwhile, the strategic competencies that support the key processes are identified. At last, we illustrate the model through the case study of executing CRM Strategy in Xuzhou Construction Machinery Group Co., Ltd to testify its feasibility and validity.
机译：客户关系管理（CRM）是一项业务战略，旨在吸引新客户并留住现有客户以获得竞争优势。许多公司在CRM上投入了大量资金，但大多数失败了。失败的主要原因是企业没有明确转换CRM战略，没有使技术和能力投资与CRM战略保持一致并有效执行。我们的研究目的是使用新工具-平衡计分卡（BSC）解决该问题，它是执行CRM策略并具有许多优势的出色工具。基于对CRM计划失败的原因的分析，我们建议成功实施CRM计划必须将重点放在总体CRM战略上。然后，建立了基于BSC的CRM战略执行模型，该模型涉及四个方面：财务，客户，流程以及学习和增长。关键流程被标识为客户选择流程，客户获取流程，客户保留流程和客户开发流程。同时，确定支持关键流程的战略能力。最后，通过在徐州工程机械集团有限公司执行CRM战略的案例研究来说明该模型，以证明其可行性和有效性。

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