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Business Paper范文:Customer Relationship Management in Volkswagen

日期:2023年07月12日 编辑: 作者:无忧论文网 点击次数:1258
论文价格:免费 论文编号:lw202307121145065561 论文字数:5000 所属栏目:Paper写作
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s. The lack of a finished system left the service department vulnerable to service request overloads owing to unforeseen events or occurrences.
对该公司保修和道路救援计划的调查表明,这方面的要求在以前的车型中不是问题,因为可靠性一直是车型的强项。从历史上看,大众汽车曾在德国制造车辆,就承担路边辅助等保修功能的内部成本而言,可靠性因素微不足道,而路边辅助在当时通常是为价格较高的车辆保留的功能,如通用别克、Oldsmobile和凯迪拉克车型,以及Mercury、宝马、梅赛德斯和类似车辆。该公司的服务部门正在转变为一个国有化的计算机程序,通过该程序,服务请求预测可以与上次访问、新车购买和预定预约相关联。由于缺乏一个完整的系统,服务部门很容易因不可预见的事件或事件而受到服务请求过载的影响。
The Aftermath 后果
The customer relationship example indicated represents a situation in which Volkswagen was apparently unprepared for the ramifications of quality control issues at its new Mexican assembly plant which was possibly further exacerbated by the initial shake out problems traditionally associated with new model introductions. The resulting spike in quality complaints and the lack of traditionally expected resolution procedures and remedies expected in the American market, as suggested by the example utilized, pointed to an instance whereby Customer Relationship Management offered the solution that was outside of company policy and procedures. It clearly indicates the importance of a personalized relationship with the customer and working with them to resolve issues. The focus in modern day business enterprises is the understanding that Customer Relationship Management is an important tool in understanding what customers want (Lin et al, 2003, Pp 715-732). The preceding manifested itself in the example utilized.
所示的客户关系示例代表了一种情况,即大众汽车显然对其墨西哥新装配厂的质量控制问题的后果没有做好准备,而传统上与新车型引入相关的最初重组问题可能会进一步加剧这种情况。由此导致的质量投诉激增,以及美国市场缺乏传统上预期的解决程序和补救措施,正如所使用的例子所表明的那样,这表明客户关系管理提供的解决方案超出了公司政策和程序。它清楚地表明了与客户建立个性化关系以及与他们合作解决问题的重要性。现代企业的焦点是理解客户关系管理是理解客户需求的重要工具。前面的内容在所用的例子中得到了体现。
The relationship described with Mr. Smith represents a summary look into the fundamental internal changes and external customer ramifications that increased competitive levels have created. Christopher et al (1991) overall view is that relationship marketing can help to forge a synthesis with quality management, marketing and customer service management, that the processes are basically inseparable, and that the concept is becoming a trend in terms of modern business practice. The six forces model they proposed has gained wide acceptance, and it includes customer markets, internal markets, which are the individuals and departments inside the company, referral markets, supplier markets, potential employee markets and influence markets as within the grand scope of the practice (Christopher et al, 1991, Pp 21-31). The indicated example called upon the Customer Relationship Department to engage assistance from other quarters of the operation which included no marketing individuals to see to fulfilling the customer’s concerns, the foregoing has been pointed out by Barnes (1989, Pp 11-21). Jain et al (2003, Pp 17-22) support the foregoing analysis and add that the popular as well as more important utilizations of Customer Relationship Management can be found among;
与Smith先生描述的关系概括了竞争水平提高所带来的基本内部变化和外部客户影响。Christopher等人的总体观点是,关系营销有助于与质量管理、营销和客户服务管理形成综合,这些过程基本上是不可分割的,这一概念正在成为现代商业实践的一种趋势。他们提出的六种力量模型已经得到了广泛的接受,它包括客户市场、内部市场(即公司内部的个人和部门)、推荐市场、供应商市场、潜在员工市场和影响力市场,这些都在实践的大范围内。Barnes指出,上述例子要求客户关系部从运营的其他方面寻求帮助,其中不包括营销人员,以满足客户的担忧。Jain等人支持上述分析,并补充说,客户关系管理的流行和更重要的应用可以在以下方面找到;
Sales 销售额
Market Share 市场占有率
Profit generation 产生利润
New customers 新客户
Customer turnover 客户营业额
Cost Reduction 降低成本
Service time 服务时间
Customer Complaints 客户投诉
Of the preceding list, new customers, customer turnover, service time and customer complaints were the issues addressed as a result of Mr. Smith, clearly 50% of the list. The aspect of the important to achieving operational efficiencies as well as improved bottom line performance and increased customer satisfaction has also been addressed by Bruhn (2003, Pp 178-197). He further stated that the development of these relationships over time represent the foundation for customer loyalty as well as retention (Bruhn et al, 2004).
在之前的列表中,新客户、客户营业额、服务时间和客户投诉是史密斯先生解决的问题,显然占列表的50%。