f Customer Relationship Management tools and processes through more precise data collection and segmentation methodologies which results in being able to target customer needs, preferences and predict probabilities for a more proactive approach based upon the foregoing, rather than the traditional reactive mode.
Chye等人也赞同上述观点，他们指出客户关系管理是发展客户关系的方法。他们将客户关系管理定义为“预测客户行为并选择影响该行为以使公司受益的行动的过程。他们进一步指出，互联网极大地提高了客户关系管理的性能和增强方面，因为它提供了数据库信息，并且可以作为一种额外的途径，通过它以不引人注目的方式向客户提供进一步的服务。互联网还允许客户关系经理和公司通过更精确的数据收集和细分方法来最大限度地提高客户关系管理工具和流程的性能，从而能够针对客户需求、偏好并预测基于上述更积极主动的方法的概率，而不是传统的反应模式。
Through the preceding, the Customer Relationship Department as well as employees can strategize the appropriate courses of action to be in advance of customer needs, or have the appropriate solutions or responses prepared and waiting. The preceding also increases the relative performance of individual employees within the function thus making its overall effectiveness in terms of customer satisfaction enhanced, thus further aiding bottom line performance. Storbacka et al (2001, P 8) sum up the Customer Relationship Management practice in the following statement “The aim of CRM is to develop a common process, the idea being that when the relationship is developed, both sides win.” The relative similarities between competing products in the automotive industry provide a perfect example of the importance of effective and well-planned Customer Relationship process. With the right strategies in place an automotive company can create an effective differentiation with respect to competitors through providing extraordinary service. The preceding is made possible through new technologies, such as the Internet, whereby personalized service can be provided as well as anticipated as a result of the warehousing of customer information, prior contacts and original order data (Jackson, 2003, P 71).
通过以上内容，客户关系部和员工可以在客户需求之前制定适当的行动方案，或者准备并等待适当的解决方案或响应。上述措施还提高了职能部门内个别员工的相对绩效，从而提高了其在客户满意度方面的整体有效性，从而进一步帮助实现底线绩效。Storbacka在以下陈述中总结了客户关系管理实践：“客户关系管理的目的是开发一个共同的流程，其理念是当关系发展时，双方都会获胜。“汽车行业竞争产品之间的相对相似性提供了一个完美的例子，说明了有效和精心规划的客户关系流程的重要性。有了正确的战略，汽车公司可以通过提供卓越的服务，与竞争对手形成有效的差异化。通过新技术，如互联网，可以提供个性化服务，并将客户信息、先前联系人和原始订单数据存储在仓库中。
And with information technology as well as the Internet are providing new dimensions to the Customer Relationship Management practice, the importance of personal contact as well as personal service are and remain the critical components in achieving and maintaining customer satisfaction. “… the increasing availability of modern technology …(makes)…it relatively easy to compete on product. What they find more difficult to do is compete on service…” states Freemantle (1992, P 15). He adds that “… service not only depends on modern technology, but also the attitude of its people, and therefore the capability of its managers.” (Freemantle, 1992, P 15).
随着信息技术和互联网为客户关系管理实践提供了新的维度，个人联系和个人服务的重要性现在是并仍然是实现和保持客户满意度的关键组成部分。“现代技术的日益普及使在产品上竞争相对容易。他们发现更难做的是在服务上竞争”Freemantle表示。他补充道：“服务不仅取决于现代技术，还取决于员工的态度，因此也取决于管理者的能力。”
The Value of Customer Relationship Management 客户关系管理的价值
Drawing on a consultancy relationship that existed between the advertising agency for the Volkswagen company, the opportunity to see as well as be involved in the first hand observation as well as participation of the importance of Customer Relationship Management was provided as a result of research being conducted to gather the views and opinions of customers with regard to the service aspect of the company’s business. In so doing the task was assigned of managing a small base of customers who had just purchased vehicles in consort with the company’s policies at the time. The objective was to equate the reactions as well as attitudes of customers and their viewpoints along with positive and negative reactions to the company, its policies and the product. The period of time that the preceding was undertaken, which can be commented upon from an historical perspective, was when Volkswagen was experiencing problems in integrating a new mo
