医药企业客户关系管理的特殊性分析

在竞争激烈的医药市场,越来越多的企业通过客户关系管理来优化客户服务,提升企业的竞争力。本文从医药企业客户的特殊性、系统的特殊性和实施的特殊性三个方面详细阐述了区别于其他行业的客户关系管理的特性,为医药企业实施CRM提供有益的参考与借鉴。     

平衡计分卡在我国医药企业信誉危机管理绩效评估中的应用

以医药企业信誉危机管理的绩效评估为研究对象，应用平衡计分卡的思想，在现有危机管理绩效研究的基础上，根据医药企业危机管理的基本要求和绩效评估的特点，构建一个全面、综合的医药企业信誉危机管理的绩效评估体系，旨在推动我国医药企业信誉危机管理水平的进一步提高。医药企业信誉危机管理绩效应从消费者和媒体、财务、内部管理与控制、竞争者以及创新和学习五个维度进行评估，其中，满足消费者的需要是核心目标。     

客户关系管理在营销管理中的作用探析

阐述了客户关系管理的内涵，分析了客户关系管理在营销管理中的作用及客户关系管理的认识误区，介绍了武钢客户关系管理系统及实施情况。     

医药企业营销价值取向及营销道德评价指标体系构建

由于医药企业商品独具的特殊性，我国医药企业营销道德建设始终受到全社会的关注，加强医药企业营销道德建设显得非常重要。文章围绕我国医药企业营销道德建设问题，初步构建了医药企业应具备的基本营销价值取向模型，并对医药企业营销道德评价指标体系的构建进行了探索性的研究。     

医药企业技水创新的政府干预路径分析——基于效率的视角

我国医药企业发展面临良好的行业经济环境和技术创新环境，通过新药研发、非专利药改进、新技术开发等途径进行新产品和新工艺的研究推广是企业提高竞争力、适应未来行业发展的必然需求。但与此同时，由于我国药品流通管理体制特殊，我国药品消费市场暴露出流通管理、药品定价、每利保护等方面的诸多问题，制约了医药企业前进的步伐，致使医药企业面临着资金投入不足、高素质人才短缺、研发难形成规模等闲境。     

医药企业信誉危机成因探析及对策

医药企业遭遇信誉危机的主要原因是医药企业缺少社会责任意识和信誉管理意识。提升医药企业信誉管理水平，建立医药企业信誉承诺制和医药企业违法通报机制，强化政府监管职能是遏制医药企业信誉危机的重要举措。     

医药企业技术创新的动力因素分析

目的提高我国医药企业的技术创新能力和增强我国医药企业的核心竞争力。方法从内、外两个方面对我国医药企业技术创新动力因素进行理论分析，从本质上阐述技术创新的动力机制。结果与结论我国医药企业技术创新动力不足，医药技术创新和科技成果迅速产业化的机制尚未完全形成，医药企业技术创新能力比较弱。     

医药企业信誉危机管理

目的探讨医药企业信誉危机的管理方法本文介绍了危机管理的相关理论，并结合实际进行了相关案例的分析、结果与结论在理论研究的基础上建立了一个医药企业信誉危机管理模型。     

我国国有商业银行客户关系管理体系研究

客户关系管理是现代商业银行培育核心竞争能力的重要手段,是商业银行保持持续竞争优势的有效措施.我国商业银行客户管理体系是指导商业银行实施客户关系管理战略的理论基础,而我国商业银行客户关系管理体系包括业务处理、客户联系、数据分析、成果与效应4个要素.因子分析可以为理论体系提供现实性检验,增强了理论体系的科学性、现实性和合理性.     

转化医学，实现临床与实验室的对接

随着我国政府提出了药品研发以医药企业为主体的意见，中国的药品研发重点开始了大范围的由科研院所和高校向医药企业的转移，而中国的医药企业也因此获得了前所未有的发展良机。但面对如此良机，大部分医药企业在新药研发方面还面临着诸多问题，不论是科研机构、还是制药企业，在国内新药研究方面，一般是药学人员选题，药理毒理等基础研究配合，缺少医学人员的参与。     

CRM systems and organizational learning: An exploration of the relationship between CRM effectiveness and the customer information orientation of the firm in industrial markets

The firm's customer relationship management (CRM) system is frequently a central element of the knowledge management function of the firm. It integrates information from internal and external sources to guide managers and field personnel in the development and presentation of the firm's value proposition. But despite the widespread adoption of CRM systems by firms operating in business-to-business markets, there is continued management skepticism concerning the effectiveness of these systems and their association with the firm's overall “customer information orientation.” The present study seeks to shed light on these topics by evaluating the relationship between the customer relationship orientation of the firm and its use of CRM, as well as the association of CRM use with overall firm performance in B-to-B settings across a range of traditional business performance measures. The authors employ a multi-method approach to determine the key variables, including: database currency, internal database utilization, database accuracy and performance based reward systems utilized to operationalize the construct “the firm's customer information orientation” in order to develop statistical measures of the relationships of selected variables. The results of the study provide support for the finding that customer information orientation is indeed associated with CRM system implementation and that CRM use is associated with firm performance in B-to-B markets.     

Customer relationship management: Finding value drivers

Despite significant interest from both academicians and practitioners, customer relationship management (CRM) remains a huge investment with little measured payback. Intuition suggests that increased management of customer relationships should improve business performance, but this intuition has only inconsistent empirical or real world support. To remedy this situation, this study identifies a core group of expected CRM benefits and examines their ability to increase a firm's value equity, brand equity and relationship equity which are components of customer equity. Ten propositions explore the anticipated effects of these drivers and form an agenda for future research. These propositions establish a framework for measuring CRM and supporting the link between CRM and performance.     

Managing the trade-off between relationships and value networks. Towards a value-based approach of customer relationship management in business-to-business markets

The management of buyer-seller relationships was an early antecedent to the development of customer relationship management (CRM) concepts. Currently, CRM concepts are being challenged by the rise of value networks. Value networks can and, often, do interfere with customer relationships and thereby call for a broader range of concepts to analyze and understand relationship management and the influence of value networks on relationships. This introductory article describes the nature of the problem between relationships and value networks, reviews the current state of research, and describes the contributions of the articles presented in this special issue on CRM in business-to-business markets.     

Creating customer knowledge competence: managing customer relationship management programs strategically

While increasingly demanding customers have prompted many firms to implement customer relationship management (CRM) programs, little is known about the internal processes that assist organization-wide learning about individual customer relationships. This research proposes a conceptual framework about the internal processes involved in creating customer knowledge competence, which allow firms to strategically manage their CRM programs. The framework is discussed based on five case studies of Canadian financial services firms that have implemented customer relationship programs.     

Developing customised CRM projects: The role of industry norms,organisational context and customer expectations on CRM implementation

This research paper investigates the influence of industry, organisational, and customer context on customer relationship management (CRM) projects. Organisations go through four phases in their CRM projects (assessment, design, implementation, and evaluation), yet the impact of industry norms, organisational contexts, and customer expectations on each phase are rarely examined. A longitudinal case study approach with six cases was used to investigate the potential impact of contextual factors on CRM projects. The cases covered a range of industries, organisational structures, and customer types. We found that current industry conditions and customer expectations influence the reasons for undertaking CRM and the assessment stage of the project. The organisational context has a noticeable impact on the design and implementation project stages. At the evaluation level, customer responses combined with organisational expectations affect the perceived success of the projects. By understanding the impact of context, customised CRM projects can be developed.     

以企业文化为导向的星级酒店CRM的实证研究

酒店业的高速发展以及顾客的期望值不断提高,如何利用CRM系统来提升客人的满意度,以达到提升酒店竞争力是酒店需要关注的,本文对客户关系管理(CRM)理论研究和国内星级酒店CRM中存在的问题进行分析,最后以三亚丽思卡尔顿酒店基于企业文化创建的CRM系统值得我国国内酒店学习和借鉴。     

The role of multichannel integration in customer relationship management

This paper reviews the strategic role of multichannel integration in customer relationship management (CRM) with the objective proposing a structured approach to the development of an integrated multichannel strategy. Alternative perspectives of CRM are reviewed and it is concluded that adoption of a strategic perspective is essential for success. Multichannel integration is posited as one of the key cross-functional processes in CRM strategy development. The nature of industry channel structure and channel participants, channel options, and alternative channel strategies are reviewed. The customer experience is explored both within and across channels. Analytical tools, such as market structure maps, the customer relationship life cycle, and demand chain analysis, are described. Key steps in building an integrated multichannel strategy are examined. Major challenges faced by enterprises in their adoption of an integrated multichannel approach and areas for future research are discussed.     

Measuring and managing customer relationship risk in business markets

There have been repeated calls from top management and marketing academics for greater accountability in marketing so that the financial returns of marketing investments can be more robustly evaluated. These are coalescing around the issue of whether or not marketing delivers shareholder value. One promising line of enquiry explores customer lifetime value and the profitable management of these relationships. Although helpful, this approach fails to make the final link with shareholder value since customer lifetime value is still essentially a profit or cash flow measure and does not fully account for customer risk. This paper describes empirical research which explores differing approaches to measuring customer risk and the creation of shareholder value through customer relationship management (CRM). We develop a customer relationship scorecard which proves an innovative tool for managers to use in determining the risks in their customer relationships and developing risk mitigation strategies. The scorecard is then used to forecast retention probabilities, from which a risk-adjusted customer lifetime value is calculated. Both the scorecard and the calculations have an impact on the CRM practices of the customer relationship managers. From a theoretical perspective, an enhanced consideration of customer risk and returns is an important additional step towards demonstrating that marketing creates shareholder value.     

客户关系管理理论在供电企业的应用研究

简要介绍了国外电力公司为了满足客户日益增长的个性化需求,将客户关系理论应用在电力营销和需求侧管理的具体作法。针对我国供电企业营销和服务工作中存在的问题,供电企业在实施客户关系管理时一定要树立以客户为中心的服务意识,改造业务流程,实施和完善客户经理制,建立客户价值和营销效果评价体系,为客户提供增值服务,不断提高服务能力和服务水平。