遗传算法及其在客户关系管理中的应用研究

遗传算法是一种宏观意义下的仿生优化算法，它模拟生物在自然环境中的遗传和进化过程而形成的一种自适应全局优化概率搜索算法。这种算法可以用于对海量的客户信息进行搜索，提取对决策有用的信息，让企业在激烈的市场竞争中处于有利地位，最终达到最高利润。本文还通过一个简单的实例研究将该算法应用在客户关系管理中。     

运用CRM开展图书馆服务

CRM是通过对客户信息资源的管理,来提高客户对企业产品和服务的满意度。企业的客户关系管理与图书馆的读者管理具有一定的相似性。本文深入理解了CRM的内涵,分析了运用CRM开展图书馆服务的必要性、可行性,以读者为中心,分别从读者信息的获取、挖掘及运用角度,具体讨论了CRM在图书馆服务中的应用,最后预测了将CRM运用于信息服务工作的前景。     

商业银行顾客忠诚问题研究

我国银行业的竞争日趋激烈，顾客资源成为商业银行之间竞争的焦点，赢得顾客忠诚将是商业银行在竞争中取胜的关键。本文对商业银行顾客忠诚的内涵、价值和影响因素进行了分析，对商业银行培育顾客忠诚提出了相关对策。     

商业银行个人客户满意度影响因素的实证分析

随着竞争的加剧、金融管制的放松和信息技术的发展,对客户需求的满足能力是商业银行可持续发展的关键所在。本文采用定性与定量的研究方法,分析了影响个人客户满意程度的因素。研究结果表明:银行的服务、银行的形象、银行提供的金融产品及银行营业网点的便利性,是影响个人客户满意程度的主要因素。在此基础上,比较了国内五家商业银行在这些重要因素上的表现,并提出了提高银行个人客户满意程度的相关建议。     

基于感知价值的服务失误补救后顾客满意的实证研究

本文在资源交换理论的框架下，提出了一个基于感知价值的顾客补救后满意的整合模型，研究服务失误和补救服务属性的交互作用对顾客感知价值的影响，最终决定顾客补救后满意。研究表明，感知价值对顾客补救后满意有较强的解释作用，同时还证明了服务失误内容和补救服务属性之间的交互作用，确实对顾客感知价值有显著的影响。     

Industrial distributors: Can they survive in the new economy?

As e-commerce evolves and gains power in the business-to-business (B2B) marketplace, what lies ahead for the industrial distributor? The fundamental issue from the distributor's point of view is how to compete more effectively and profitably, given the changing business environment of the new economy. This paper reviews the literature on the distributor's role and relationships and introduces a conceptual model of distributor viability. The model identifies sources of value that distributors offer to manufacturers and customers, including customer relationship management (CRM), production and operations management (POM), and knowledge management (KM). The paper explores the managerial implications of distributor relationships and sources of value. This provides the foundation for better understanding of the viability of industrial distributors in the new economy.     

Organizational resources enabling service responsiveness: Evidence from Greece

This article examines the implementation of relationship marketing strategy based on a sample of business-to-business firms operating in Greece. Organizational resources, including a focus on learning and flexibility/adaptation in strategic planning, are demonstrated to be antecedents of effective relationship marketing strategies. The possession of these resources lead to superior customer performance (as measured by customer satisfaction and loyalty) and, ultimately, superior financial performance (as measured by profit levels, profit margin, and ROI). Our results provide support for the development of organizational resources that foster and enable relationship marketing in business-to-business environments since such resources are linked with improved firm performance.     

Market orientation and customer satisfaction: Evidence from British machine tool industry

This paper examines empirically the relationship between market orientation and business performance in the context of British machine tool industry. An industry-specific market orientation scale was developed. Factor analysis revealed that there were four latent dimensions underlying the market orientation: customer orientation, competitor orientation, departmental responsiveness, and customer satisfaction orientation. Findings suggest that customer orientation and customer satisfaction orientation have a stronger impact on performance than the other dimensions, and that competitor orientation has a U-shape relationship with performance. Departmental responsiveness did not appear to be significantly related to the business performance. Managers could use the multidimensional conceptualization to develop particular kinds of orientations required for better performance.     

Sales technology within the salesperson's relationships: A research agenda

The average cost of a sales call has declined approximately 15% over the past decade, while average salesperson compensation has doubled. These statistics illustrate an important benefit of technology: salespeople are more productive. To better understand the impact technology has played on sales and sales management, this paper examines the impact of sales technology from four perspectives: the salesperson, the field sales manager, the sales executive, and the customer. Noting that the needs and evaluations of technology vary, depending upon the functional position and viewpoint, a research agenda is offered that reflects these various perspectives.     

Sales force technology usage—reasons, barriers, and support: An exploratory investigation

Increasingly, salespeople are being asked to adopt and use a variety of technologies to increase their selling productivity and efficiency, including sales force automation and customer relationship management technologies. However, little research has investigated what happens once sales force automation (SFA) technology is adopted. This paper explores the reasons why salespeople use SFA technologies, the perceived barriers to SFA usage and how management can increase the usage of SFA technology. First, a qualitative study was performed to gain insight about salespeople's automation technology usage and the reasons why some salespeople fully use or do not utilize technology. After the initial study, 130 salespeople were surveyed. More productivity/efficiency was the main reason why salespeople use technology, the lack of management and technical support proved to be the main barrier to usage, and training proved most effective in increasing usage of SFA technology. Sales managers are provided with implications of the findings.