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DSCRM销售管理及整体管理知识分析培训DSCRM（Dynamic Sales and Customer Relationship Management）是一种基于动态销售和客户关系管理的销售管理系统，它可以帮助企业提高销售效率和客户满意度。
在使用DSCRM之前，销售管理和整体管理知识对于团队成员来说是必不可少的。
首先，销售管理知识对于销售团队来说是非常重要的。
销售管理包括了销售目标设定、销售策略制定、销售计划制定、销售团队激励等一系列与销售工作相关的事项。
一个优秀的销售管理团队应该具备良好的销售管理知识，能够制定出符合公司战略目标和市场需求的销售策略，并将其有效地传达给销售团队。
其次，客户关系管理知识对于销售团队也是至关重要的。
客户关系管理涉及到对现有客户和潜在客户的维护和拓展工作。
一个成功的销售团队必须懂得如何与客户建立良好的关系，了解客户的需求和偏好，并提供满足这些需求和偏好的产品和服务。
客户关系管理知识还包括对客户进行分类和分析，制定相应的客户管理策略，以提高客户的满意度和忠诚度。
除了销售管理和客户关系管理知识外，整体管理知识对于团队的成功也是必不可少的。
整体管理知识包括了组织管理、团队协作、决策分析、项目管理等一系列与管理工作相关的知识和技能。
一个优秀的销售团队应该具备良好的整体管理能力，能够高效地协调和管理团队内部的各项工作，确保销售目标的实现。
在DSCRM的使用过程中，销售管理和整体管理知识可以帮助团队成员更好地理解和运用系统中的功能和工具，提高销售效率和客户满意度。
同时，了解这些知识还可以帮助团队成员更好地适应市场变化和公司战略调整，提高团队整体的竞争力和适应能力。
总结起来，DSCRM销售管理及整体管理知识对于销售团队来说是非常重要和必需的。
只有具备了这些知识，团队成员才能够更好地运用DSCRM系统，提高销售效率和客户满意度。
因此，企业应该为销售团队提供相关的销售管理和整体管理知识培训，以帮助他们更好地适应和应用DSCRM系统。
本科生毕业设计（论文）外文翻译外文题目：A Strategic Framework for Customer Relationship Management 译文题目：客户关系管理的战略框架学生姓名：专业：工业工程指导教师姓名：评阅日期：Adrian Payne & Pennie FrowA Strategic Framework for Customer RelationshipManagementOver 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 what 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 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•To 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 cross-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 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 limitednumber 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 DefinitionThe term “customer 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 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 CRM 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 organizations 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 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 relational 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 alternativeperspectives of CRM, we considered definitions and descriptions of CRM from a range of sources, which we summarize in the Appendix. We excluded other, similar definitions from this list.Grabner-Kraeuter and Moedritscher (2002) suggest that the absence of a strategic framework for CRM from which to define success is one reason for the disappointing results of many CRM initiatives. This view was supported both by the senior executives we interviewed during our research and by Gartner’s (2001) research. Our next challenges were to identify key generic CRM processes using the previously described selection criteria and to develop them into a conceptual framework for CRM strategy development.Our literature review found that few CRM frameworks exist; those that did were not based on a process-oriented cross-functional conceptualization of CRM. For example, Sue and Morin (2001, p. 6) outline a framework for CRM based on initiatives, expected results, and contributions, but this is not process based, and “many initiatives are not explicitly identified in the framework.” Winer (2001, p. 91) develops a “basic model, which contains a set of 7 basic components: a database of customer activity; analyses of the database; given the analyses, decisions about which customers to target; tools for targeting the customers; how to build relationships with the targeted customers; privacy issues; and metrics for measuring the success of the CRM program.” Again, this model, though useful, is not a crossfunctional process-based conceptualization. This gap in the literature suggests that there is a need for a new systematic process-based CRM strategy framework. Synthesis of the diverse concepts in the literature on CRM and relationship marketing into a single, process-based framework should provide practical insights to help companies achieve greater success with CRM strategy development and implementation.Interaction ResearchConceptual frameworks and theory are typically based on combining previous literature, common sense, and experience (Eisenhardt 1989). In this research, weintegrated a synthesis of the literature with learning from field-based interactions with executives to develop and refine the CRM strategy framework. In this approach, we used what Gummesson (2002a) terms “interaction research.” This form of research originates from his view that “interaction and communication 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 field-based insights, which include executives primarily from large enterprises in the business-tobusiness and business-to-consumer sectors, included the following:•An expert panel of 34 highly experienced executives;•Interviews with 20 executives working in CRM, marketing, and IT roles in companies 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, E.piphany, Hewlett-Packard, 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 companies: global telecommunications and global logistics. Six workshops were held in each company.Process Identification and the CRM FrameworkWe 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 outcome of this work was a short 170 / Journal of Marketing, October 2005 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 andto agree on those that were the most relevant and generic. After an initial group workshop, each panel member independently completed a list representing his or her view of the key generic processes that met the six previously agreed-on 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 two-thirds 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 management process, and (5) the performance assessment process.We then incorporated these five key generic CRM processes into a preliminary conceptual framework. This initial framework and the development of subsequent versions were both informed by and further refined by our interactions with two primary executive groups: mangers from the previously noted companies and executives from three CRM consulting firms. Participants at several academic conferences on CRM and relationship marketing also assisted with comments and criticisms of previous versions. With evolving versions of the framework, we combined a synthesis of relevant literature with field-based interactions involving the groups. The framework went through a considerable number of major iterations and minor revisions; the final version appears in Figure 2.This conceptual framework illustrates the interactive set of strategic processes that commences with a detailed review of an organization’s strategy (the strategy development process) and concludes with an improvement in business results and increased share value (the performance assessment process). The concept that competitive advantage stems from the creation of value for the customer and for the business and associated cocreation activities (the value creation process) is well developed in the marketing literature. For large companies, CRM activity will involvecollecting and intelligently using customer and other relevant data (the information process) to build a consistently superior customer experience and enduring customer relationships (the multichannel integration process). The iterative nature of CRM strategy development is highlighted by the arrows between the processes in both directions in Figure 2; they represent interaction and feedback loops between the different processes. The circular arrows in the value creation process reflect the cocreation process. We now examine the key components we identified in each process. As with our prior work, we used the interaction research method in the identification of these process components.客户关系管理的战略框架在过去的十年里，管理层和学术界对客户关系管理（CRM）的兴趣激增。
文献信息文献标题：Customer Relationship Management (CRM)-Philosophy and its Significance for the Enterprise（客户关系管理（CRM）的理念及其对企业的意义）文献作者及出处：Idzikowski A, Kuryło P, Cyganiuk J, et al. Customer Relationship Management (CRM)-Philosophy and its Significance for the Enterprise[J]. System Safety: Human-Technical Facility-Environment, 2019, 1(1): 1004-1011.字数统计：英文3107单词，17349字符；中文5459汉字外文文献Customer Relationship Management (CRM)-Philosophy and its Significance for the EnterpriseAbstract The article presents the CRM (Customer Relationship Management) philosophy. The principles of building the CRM strategy, enabling building and strengthening ties with the client (including ensuring its safety in relationship with a company), thanks to which the company can expect continuous sales, have been presented. Exemplary tools used in CRM (such as: call centre, contact centre, key account management) are listed and described. An attempt has been made to assess the cost-effectiveness of implementing the CRM philosophy in the enterprise based on the SWOT analysis. The strengths, weaknesses, opportunities and threats of such an undertaking were analysed, and the results were presented in the summary and final conclusions.Keywords: CRM (Customer Relationship Management), call center, contact center, key account management, lead management, risks in relations with clients, customer safety1.INTRODUCTIONCRM is an abbreviation of the concept of Customer Relationship Management (Haenlein, 2017). CRM is the entire philosophy that combines a marketing concept with a business strategy on how to effectively manage customer relationships. The centre and also the object of interest is the client and their needs, including its safety in relationship with a company. According to Dr. Robert Shaw from Shaw Consulting, the author of the book "Measuring and Valuing Customer Relationships", CRM is “an interactive process of gaining an optimal balance between the organization's investments and the satisfaction of its clients in order to maximize profits”. The Main Statistical Office defines CRM as "Management methodology, which assumes the client being in the centre of business activities and is based on the intensive use of information technology to collect, combine, process and analyse customer information". CRM is a process that is constantly evolving and "requires abandoning the traditional business model focused on the organization. Supported by thoughtful investments in people, technology and business processes, CRM is the way of how the company meets its clients' needs" (Zachara, 2001).In business terms, CRM is a strategy "based on building customer loyalty towards an enterprise/brand by developing long-term, mutually beneficial relationships using the latest advances in information processing technology" (Deszczyński and Deszczyński, 2011).In marketing terms, CRM is a philosophy aimed at satisfying the client's needs, thanks to which effective marketing and effective sales are ensured. In marketing terms, CRM relies on "identifying, winning and educating customer loyalty, and in particular on collecting, integrating, processing and disseminating customer information in all the involved organizational units through possible information distribution channels" (Frąckiewicz and Rudawska, 2004).In IT terms, CRM is a tool whose task is to support the CRM philosophy in the company, so that the management of customer relations is more effective. CRM systems "collect data about clients, competition, contacts, negotiations, transactions, and marketing activities of the organization" (Stasieńko, 2007; Kaoud, 2018). CRM asa tool collects and combines various types of applications in the field of data processing and transfer, from marketing, sales, business and customer service areas. This system is called "a data warehouse with a specific profile, intended for managers of marketing and sales departments, used to analyze the behaviour and profile of customers, their response to marketing campaigns or the quality of the sellers' work" (Todman, 2003).2.DEVELOPING THE CRM STRATEGYThe first stage in developing a CRM strategy is undoubtedly defining the company's goal, i.e. what type of products the company wants to focus on, how these products should be sold, who will be a potential customer. Firstly, it is necessary to specify the product, the target group of recipients, and thus the type of market, eliminating risky clients. To determine the purpose of the company, it is helpful to examine the market and customer needs. The product must meet the customers' needs. The product and its functions should be a solution to a client's problem. It is not difficult to create a product, but matching it to the customers' requirements and fitting it to the market can be a challenge. Before launching the product, it is necessary to know the needs and preferences of individual customers. Information about customers' previous experience with other products is extremely valuable. This will determine the customer's preferences. It is also helpful to measure the level of customer satisfaction, thanks to which customer preferences will be defined (Maciejewski, 2012).The next step in building a CRM strategy is acquiring customers. Promotional and marketing campaigns serve this purpose, but they must be thoroughly planned. Customers are tired of excessive information on various products. Therefore, it is important to make it clear to the customer that the product has already been tried and fulfills its role. Customers generally do not have time to become familiar with the features of a given product. They want clear and specific information if anyone has tried this product before and what they think about it, is it safe to use and meet the client's expectations. Therefore more and more companies advertising their productrefer to the opinion of recognised experts (Liczmańska and Wiśniewska, 2011).Customer segmentation plays a major role in acquiring clients. Therefore, it is necessary to select customers who will generate profit for the company through their purchase. They are, the so-called, key customers, and therefore the most important for the company, because thanks to them, the company can operate and develop (Latuszek, 2012).Customer-centred approach means meeting their needs and thus gaining their trust. The efficient and thoughtful approach to sales as well as to the preparation of an offer for the customer will be very helpful.In order to gain customer trust, the key issue is good communication. Customers want to feel that they can always contact customer service. All available communication channels (mail, letter, telephone, etc.) should be used, but personal contact is the most important. It is then that the company gets to know the customer better and establishes closer relations. A personal meeting allows to learn about customer's preferences, even in private life. The knowledge of the client's hobby and a friendly conversation on this topic increase the feeling of trust, friendship and safety in the client.Acquiring a client is half the battle. The second half is to maintain them, to build good relationships with them, so they will come back for new products. To maintain the customer, it is advisable to provide them with an appropriate after-sales service. The customer wants to be sure that the company will provide them with advice and answer their questions.2.1.Selected tools of CRMIn addition to the basic product, companies are increasingly offering additional services to clients. Currently used CRM tools/services for building lasting customer relationships include:•call centre,•contact centre,•key account management,•lead management (applying communication standards in the customer acquiring process),•loyalty management (rules for granting loyalty packages and privileges).2.1.1.Call centerCall centre is a telephone service centre, also called telemarketing. This concept was coined about 40 years ago by Continental Airlines (American airlines). In the 1990s, first applications were created to improve and record customer telephone service. The job duties include telephone contacts with clients, answering their questions, offering various types of services (e.g. placing orders for a customers), solving problems (e.g. technical support in the case of broken equipment) and active sales of products.2.1.2.Contact centreContact centre is a customer service centre. It is an extension of the Call Center, since it enables contacts between customers and employees not only by phone but also by e-mail, letter, chat, video calls, text messages, etc. It is more customer-friendly because it gives them the opportunity to choose the type of contact with the service office. For employees, this is a challenge and a break from monotony, because they have many communication channels at their disposal. The contact center, as the name suggests, is focused on constant contacts with the client, problem solving, consulting and sales. Nowadays, companies offer more and more modern forms of communication with the client, such as video calls, where the client and consultant can see and talk freely. Thanks to this type of solutions, the company can serve clients from all over the world (Szybalski, 2008).2.1.3.Key Account ManagementThe term Key Account Management, relates to a person managing key clients. The Key Account Manager's tasks include caring for key clients, advising them and presenting the company's product range. He is also responsible for product sales and trade negotiations. The person also prepares contracts and coordinates their implementation. He/she conducts an active analysis of the market and consumer needs, participates in actions promoting the product. Thus, generally, the duties includeservicing existing clients and acquiring new ones (Zachara, 2001).2.1.4.Lead management (management of information on company offers)This is one of the CRM processes aimed at informing potential customers about the company's offer. At the same time, as part of Lead management, the aim is to obtain information on the recipients' purchasing preferences. One of the tasks is to contact the customer again in order to collect feedback on the product and the offer (Deszczyński, 2013).2.1.5.Loyalty management (management of loyalty packages)Loyalty management aims to retain customers by offering privileges and loyalty packages, e.g. in the form of discounts (Deszczyński, 2013).3.CRM IT SYSTEMCRM IT systems support the processes of the sales cycle, maintaining relations with customers, surveying their satisfaction levels, examining the needs of newly acquired clients as well as the operation of service and consulting activities (Zachara, 2001). This system collects and processes information in the field of: sales, customer service, marketing, time and correspondence management as well as after-sales service.The CRM software consists of (Wróblewska, 2013):•operational component,•communication component,•analytical component,The CRM operational component (front office) is a database of clients and sales-order transactions. It is used to consolidate customer data and to record every contact with the customer. The operational subsystem gathers information about personalized offers for the customer. It enables monitoring of customer service and sales reporting.The CRM analytical component (back office) analyses data collected in the operational CRM. This analysis allows understanding the customer's purchasing behaviour. On this basis, it is possible to analyse and plan promotional campaigns,conduct customer segmentation and forecast sales. The analysis performed by this subsystem helps in making strategic decisions, reducing the risk of failure.The CRM communication component enables direct contact with the client using all available means of communication (telephone, fax, email, etc.). It also allows data transfers between the head office and sales representatives (Wróblewska, 2013).The basic advantages of the CRM include (Stasieńko, 2007):•automatic registration of contacts with clients,•servicing the client by a group of people from the company,•solving the client's problems,•more accurate and realistic sales planning,•greater number of customers served,•faster responding to clients' enquiries.4.IMPLEMENTATION OF CRM STRATEGY IN ENTERPRISE – PROBLEM ANALYSIS4.1.Problem definitionA lot of enterprises are struggling with declining sales and loss of customers. This is related to the fact that companies apply a traditional marketing model in sales: they value sales results rather than customer relationships. Companies focus on reducing costs and increasing production. Costs reduction leads to lower quality. Focusing on increasing production and costs leads to neglecting customer needs. Companies do not research the market, and thus do not know what product the potential buyer is looking for. Companies focus on one-off sales, they do not maintain customer relationships. The lack of ties leads to the loss of the client, who will look for more optimal, competitive solutions. As part of the cost reduction many companies do not introduce loyalty packages, e.g. in the form of discounts, which discourages the client from cooperation with the company. The lack of attractive, personalized offers also contributes to reducing the customer portfolio. Enterprises do not segment customers, "safe" for the company, and thus they do not focus on the most profitable customers. Directing the same offer to all recipients leads todeepening financial losses. It also results in the loss of competitiveness on the market. Another problem is the lack of tools allowing efficient customer service and after-sales service. Without these tools, the company can not develop its range of products because it does not have any valuable feedback from customers. Companies do not collect information about key clients or such information is collected in a chaotic manner, which makes it difficult to build good customer relationships.All of the presented problems can be reduced to the basic problem, which is the lack of customer relationship management in the company. In the long term, this problem leads to:•worsening of the company image on the market,•the loss of cometitiveness,•the loss of customers,•the loss of revenues and profits,•worsening of cash flow and the company profitability,•declining sales,•increase in number of complaints.4.2.Suggested solutionsThe solution to the declining and inefficient sales is the introduction of the CRM strategy in the company. It is a client's needs oriented solution. The introduction of CRM in an enterprise involves the reorganization of work in the company. For this purpose, the company sets its goals and promotes the idea of CRM in the company. Each employee must understand the essence of CRM and identify with it. The database thus created will allow the analysis of the target market and the identification of key clients. Next, the company should develop and implement a marketing strategy using selected CRM tools, such as customer service, after-sales service and loyalty packages for regular customers. Support for the implementation of CRM in the enterprise will be provided by a computerized CRM system that will integrate the company's operations. Companies that implement CRM are advised to consult specialists in the field of customer relationship management. Experts will advise on how to start, how to implement CRM effectively and economically.4.3.SWOT analysis of the suggested solutionTable 1 presents the SWOT analysis of the suggested solution for the issues analysed in the article.Table 1 SWOT analysis – strengths and weaknessesTable 2 SWOT analysis – threats and opportunities5.Conclusions“Considering all the problems faced by today's organization, it can be stated that the CRM, as a business concept, fosters the complex approach to the client, and in particular the determination of the company's ability to implement the product, service and their combination that will be attractive to customers. It helps to establish the company's ability to acquire new and retain loyal customers, to increase customer satisfaction and to strengthen loyalty” (Maciejewski, 2012). The implementation of the CRM strategy allows to significantly optimize costs and increase the margin. The percentage of sales also increases, and so does the profit of the company, and the levelof customer confidence. The policy of focusing on the client's needs strengthens the company's image on the market and makes it attractive to potential recipients of goods or services.However, it should be remembered that introducing the CRM into the company may cause changes in its organization and the way of thinking. The introduction of CRM, and especially the CRM computer system is a long and expensive process. If the company does not clearly define its goals, the implementation may be unsuccessful.Although the implementation of the CRM philosophy in a company is an expensive and time-consuming process, it is profitable and beneficial in the long run. Considering the fact that CRM is a tool that may help to build long-lasting relationships with customers, and thus increase sales, it can be assumed that the investment in CRM implementation will return, provided that the company's operations are thouroughly thought through.中文译文客户关系管理（CRM）的理念及其对企业的意义摘要本文介绍了CRM（客户关系管理）的理念。
